Home    •  Speakers  • Paper Presenters
PAPER PRESENTERS

Speakers:

Dr. Roy Barton

The Australian Centre for Value Management (ACVM), Australia

Dr Roy Barton is a corporate facilitator, coach and mentor.  In this integrated role, he focuses on organisational learning as a platform and vehicle for change in projects and organisations.  His work includes Value Management, Risk Management and co-operative contracting on major projects, as well as working with groups of people across all levels of organisations on problem-solving, strategic planning and change. 

The majority of Roy’s work is concerned with building, civil engineering and mining projects.  His PhD thesis examined ways of dealing with the complexities of initiating major projects, using Value Management as a framework.  He works internationally as well as throughout Australia.

Roy is a principal consultant with the Australian Centre for Value Management (ACVM).  He was formerly an Associate Professor of Construction Management and Economics at the University of Canberra, and Adjunct Professor of Asset Management at Queensland University of Technology.   He has also conducted courses in interdisciplinary design management at the University of Hong Kong.

He is chairperson of the Australian standards committee on Value Management and a past president of the Institute of Value Management, Australia.

Roy was has a long-standing relationship with HKIVM, having worked closely with its founding President, the late Tony Toy, in setting up the Institute and providing Value Management education and training for many people in Hong Kong.
 

Sustainability in one form or another is a common, if not ubiquitous project requirement, relating to social, economic and environmental factors. The way in which sustainability is approached will, to a large extent, be guided by the individual and collective values of those involved. It is imperative to find out exactly what those values are and what they mean. For any project, these values need to be made explicit and integrated into a composite form that can guide decision-making. Collaboration is essential to achieve this. Over many years of reflective Value Management practice and associated action-research, a workshop-method has been developed that is intentionally collaborative and focuses on team or group learning. This forms an ideal environment to capture not only the objective facts of project requirements, but the equally important subjective matters that form the basis of underlying values. The capture and recognition of these subjective factors strongly promotes personal commitment to collaboration. The new Australian Standard on Value Management explicitly incorporates collaboration as a fundamental part of the Value Management process and makes explicit reference to values. Key steps in achieving sustainable values through effective collaboration are presented, using the Australian Standard to provide structure and overall process.

Email: roy.barton@acvm.com.au


Dr. George Zhen Chen

School of the Built Environment, Liverpool John Moores University, UK

Dr. Chen is Senior Lecturer in the School of the Built Environment at Liverpool John Moores University. He is former Senior Research Fellow of the Innovative Design and Construction for People (IDCOP) Project (part of the UK Engineering & Physical Sciences Research Council (EPSRC) funded programme on Sustainable Urban Environments (SUE) in the School of Construction Management and Engineering at the University of Reading. He has research interests in the theoretical models/methods and practical tools for sustainable construction. Since 1990, he has been working as an academic in the area of construction engineering and management at several universities including Qingdao Technological University, Tongji University, The Hong Kong Polytechnic University, Massey University, Loughborough University and the University of Reading. Meanwhile, He has been enriching his worldwide professional experience in freelance consultancies for numerous construction and development projects across the world. During this period, he has generated more than 300 research publications and reports covering a wide range of topics related to construction engineering and management. He has research interest in innovative method and system for advanced decision making in construction and development.

 
This paper aims to introduce a life cycle value assessment (LCVA) oriented group decision-making framework integrated with the RIBA Outline Plan of Work 2007. The framework consists of 10 goal nodes in deference to the work stages defined by the RIBA; and the purpose of adopting this framework is to conduct appropriate value assessment through project cycles. The analytic network process (ANP) is adopted as the key technique to support multicriteria decision making at goal node across the framework. An ANP model is proposed to be built upon a set of multiple criteria with regard to the use of organizational environment theory in the practice of project management for construction and development; and those criteria consists of five risk clusters to cover the relevance of Social, Technical, Economic, Environmental and Political (STEEP) issues with regard to the LCVA for generic use in any construction and development project. In terms of the use of ANP in practice, this paper summarises current progresses with regard to the adaptability of ANP modelling inside the proposed group decision-making framework, and there is also a real case study for options evaluation at appraisal stage. It is conclude that the framework is useful and practical for decision makers to evaluate different options at key work stages across project cycles.

Mr. Jacky K.H Chung

Researcher, Department of Civil Engineering, The University of Hong Kong, Hong Kong

Mr. Jacky K.H. Chung has joined the Hong Kong Institute of Value Management (HKIVM) since 1999 and now he is the Editor and Technical Director in the HKIVM Council. He is also the key organising committee of the 9th International Value Management Conference (IVMC08) and the Value Management Conference of Great China (VMCGC08) in Hong Kong. Mr. Chung obtained his BSc degree in Construction Economics and Management with first class honours in 1998 and MPhil degree in 2002, from the Department of Building and Real Estate, The Hong Kong Polytechnic University. Now, he is doing a PhD study about the collaborative working in construction in Department of Civil Engineering, The University of Hong Kong.

Mr. Chung is an active researcher and his research interests include value management (VM), partnering, value networks, collaborative working, group support system and collaborative working. He has published overall 30 research papers in leading academic journals and international conferences. In addition, Mr Chung has received the Best Paper Award (VM track) form the Fourth Europe PMI Conference in 2001, the Tony Toy Memorial Award (Distinction Award) from the HKIVM in 2002, and the CIB Guyla Sebestyén Award from the International Council for Research and Innovation in Building and Construction (CIB) in Netherlands in 2003 for his outstanding performance. Professionally, Mr. Chung is a Certified Risk Planner (CRP) and an External Consultant of the PolyU Technology & Consultancy Company Ltd. He has professionally facilitated a large number of value management and partnering workshops for a variety of large client organisations in both the public and private sectors in Hong Kong.

 
This paper is based on the premise that different project requirements stipulated in a project brief should in fact carry different weights in terms of value, since some of them have much higher value than others. Therefore the overall values of project requirements can be significantly improved if the requirements with lower value can be identified and downgraded proportionately, or even removed if trivial, after establishing their relative values. This argument is developed, to promote an innovative concept of applying value analysis techniques to project briefing so as to achieve value improvement. The value methodology development demonstrates how to apply value analysis techniques to enhance the values of project briefs in practice. The proposed system applies a concept of ‘relative value index’ by comparing the ratio between the function index and the cost index. It provides an effective tool and helps practitioners to enhance the values of project briefs by capturing the inputs of clients, designers and other stakeholders. The direct application of this system is expected to result in significant value enhancement in project briefs.

Mr. Juan Manuel González Ramírez

Andalusian Institute of Technology (IAT), Spain

 
One of the main priorities for the European Union is the development of policies which contribute to narrowing the differences between different regions. Functional Analysis (FA) is an interesting design methodology for the development of Regional Innovation Systems (RIS).
 
According to the UNEEN 13251:1996 Standard, FA is the process which sets out the different functions and relationships between them and which then systematically characterises, classifies and weights them. The end goal of FA is the calculation of value indexes (VIf).
 
In order to calculate VIf, the steps laid out in the value analysis methodology (UNE EN 12973: 1996) shall be followed, identifying the RIS functions and, using the relevant matrixes, calculate the percentage importance of the concepts making up the VIf formula. The optimum value will be given in value indexes closest to one unit. Based on the initial objectives of the project and the interpretation of the value indexes that are obtained, the starting criterion will be chosen so as to proceed to the innovation and improvement stage, concentrating efforts on those functions which present the largest imbalance
 

 


Mr. Harry Gough

Australian Value Management, Australia

Harry is Director and Principal of Valman Pty Ltd, trading as Australasian Value Management, which he launched in 1995 after working in government and private firms for more than 30 years as a structural engineer, project manager and manager of people and facilities.

His experience in the planning, design, construction and operation of physical assets is extensive and he has achieved outstanding success.

Harrry became interested in Value Management in the late 1980’s and managed the Western Australian Government’s Value Unit for several years whilst innovatively improving the effectiveness of the method. In this regard he has actively supported the IVMA on committees and has contributed to the Australian Standard for Value Management AS 4183:2007 and its predecessors. Harry has facilitated hundreds of value management and risk management workshops in Australia and Asia on projects totalling more than $3B(AUD) since 1993. Many of these workshops were for the purpose of strategic or operational planning of assets and other resources, or the definition of a new enabling resources.

 
The challenge of getting the right projects delivered on time and on budget is still an issue for many organisations. Strategic business planning and project initiation procedures have been widely adopted but problems persist – why is it so? Have the procedures lost effectiveness or are they not properly embedded in the first place?
 
“ We are ready for tender but over budget” and “we needed this workshop months ago” and “this is the first time all stakeholders have come together” are frequent phrases when value management is called on to assist. Why are these refrains so common and how can the issues that provoke them be avoided?
 
The rate of change in modern organisations is a source of problems because it leads to skills shortages, high churn of key staff, loss of communication and loss of corporate knowledge and culture. Although much good work has been done to develop effective processes, even the best may fail if not well communicated and embedded using quality procedures. Consequently, old problems re-surface requiring new attempts by new people to reinvent the wheel and too often there is a tendency to overlook or ignore previous well thought out procedures that embrace TQM, VM and RM.
 
What are some of the traps organisations fall into when developing rational, workable procedures? How can value management assist in developing enduring processes that give confidence to owners that capital works can be procured in a way that satisfies all stakeholders?
 
Many of these questions are addressed, based on the experience of Australasian Value Management in assisting agencies to make value decisions for capital projects. The experience of its Principal Harry Gough in assisting government agencies to develop robust procedures for ensuring the right resources are available when needed, in a best value way, is shared with readers.

Mr. João Henriques

INETI - National Institute of Engineering, Technology and Innovation, Portugal

José João Marques da Silva Henriques has got a degree in Mechanical Engineering from the Higher Technical Institute of Lisbon University, and a master degree (MBA) in Entrepreneurial Sciences in the area of Design Management.

For six years he worked in Industry in the design of thermo domestic appliances. Since 1984 he has been working in INETI (the National Institute of Engineering Technology and Innovation), an agency for research, development and demonstration within the Ministry of Economy, where he is a Senior Researcher in CenDES (Centre for Sustainable Business Development).

Besides having been involved in several R, D&D projects either at national and international level, he has lead more than 150 sensitisation, training and consultancy VA/VM actions.

Since the foundation of the Portuguese Association for Value Analysis (APAV) in 1986, he has been in the Board of directors being the responsible for the training and certification activities. He is the President of the Value Management National Standardisation Technical Committee. He is the Portuguese representative in CEN (Comité Européen de Normalisation) in TC 279 “Value Management - Value Analysis, Functional Analysis” and in EGB (European Governing Board) the entity responsible for European Training and Certification in Value Management.

 
Since the birth of Value Analysis (VA), during last century, by L. D. Miles all Value Management (VM) tools aim at increasing the Value of a VA subject, this being defined as the relationship between the satisfaction of needs and the resources used in achieving this satisfaction [1].

VA, which led to VM, was seen, formerly, as a cost reduction tool, even if using a functional approach. Today this is no longer possible and any VM study must take into account the different stakeholders needs and expectations. Technical and economical aspects can no longer be separated from environmental and social ones which means that the three components of Sustainability must be considered.

The authors, coming from different backgrounds and experiences, have been developing, testing and implementing a methodology – Sustainable Value – profiting from the synergies between VA and other methodologies and concepts connected with Sustainability, mainly Cleaner Production and Eco-efficiency ones.

The main difference towards any ordinary VA application is that through all the VA work plan special attention is paid to the three Sustainability vectors: economical, social and environmental - in the gathering of data, in the characterisation of functions during functional analysis, during creativity and in the evaluation of ideas.

This approach has already been tested and implemented in about 20 companies from different areas: metal mechanics, plastic transformation, detergents, automotive components, quarrying and stone processing, etc.

The proposal is to present this approach as well as some results and difficulties in its implementation.

Mr. Alan Iu

Modern Terminals Limited, Hong Kong

Mr Iu obtained his B(Eng) and MSc(Eng) degrees from the Hong Kong University of Science and Technology and the University of Hong Kong in 2004 and 2008 respectively. He is currently an assistant civil engineer in Modern Terminals Limited to assist the terminals upgrading projects

 
In the construction industry, Value Engineering is applied to help identify the options that yield the best value for money and which make full use of the scare resources. The purposes of the reported research were to review the benefits obtained from Value Engineering, investigate the obstacles encountered during its application, identify its critical success factors, and formulate strategies for maximizing such benefits. Both quantitative and qualitative approaches were used in this study. The recommendations can help more construction practitioners to understand, accept and apply Value Engineering principles in their infrastructure projects.

Dr. Takashi Kaneta

Associate Professor of Innovative Collaboration Center, Kyoto University, Japan

After graduating from the University of Tokyo in 1992, he received master’s degree at Kyoto University in 1994, then doctor of engineering at Kyoto University in 1997. He has professional license of 1st class registered architect in Japan. He was awarded Encouragement Prize (Diploma) from the University of Tokyo in 1992 and Encouragement Prize from the Architectural Institute of Japan (AIJ) in 1999. His research interest is about Construction Engineering and Management, Risk Control and Allocation, Due-diligence, Property Management, Intellectual Properties in Architectural Design and Construction Engineering. He is Representative of AIJ, and also Vice-Director of Kansai Chapter in Construction Management Association of Japan (CMAJ).

 
Appropriate correspondence and management of claims increase as one factor of sustainable value in housing projects. The claims by the resident concerning houses, especially the multiple dwelling houses for sale, are extremely abundant from the final inspection. The accrual of the risk including the claims is predicted based on the experience of each stakeholder from the design stage to the construction stage. However, various psychological factors of excessive correspondence of each claim may take place because the claims are accumulated only in the developer’s memory as an experience of the past projects including relations with the resident. The psychology of developer’s attitude to claims is analyzed by behavioral economics in order to execute an appropriate conflict solution to the claims. It is based on the claim data actually generated in the final inspection and the post-occupancy (6 months) inspection of an actual multiple dwelling housing project. As a result, the developer assesses the risk probability excessively than the actual value. It is necessary to execute design and construction in the next project considering this property to improve sustainable values of the procurement cycle. It is also important not to fear the claims excessively either in conflict management among stakeholders.

Email: kaneta@archi.kyoto-u.ac.jp


Mr. Jong-Hyeob Kim University of Seoul, Korea
 
Two important concepts in VE are “function” and “cost.” Function, unlike cost, which can be expressed quantitatively, can only be expressed qualitatively. Thus, to accurately evaluate the performance in VE analysis, it is required that the functional aspect should be considered a qualitative one.This study was suggested method which can classify Functions of VE Proposal systematically as basic study for quantitative evaluating function enhancement of VE Proposal. To conduct this study, problems were induced via case analysis, and solutions were sought. In addition, the existing simple function enhancement evaluation procedures were corrected, and a function enhancement evaluation procedure via function classification was suggested. For function classification, the use of the concepts ‘‘intended function” and “Additionally obtained function” was suggested. As a result of the validation that was conducted in this study, the proposal showing the value that changed by more than 10% indicated a value of 63.2% compared to that obtained when the existing evaluation method was used. The development of an exact evaluation method to improve the function enhancement is expected to be a great help in function enhancement evaluation.

Prof. Mohan Kumaraswamy

The University of Hong Kong, Hong Kong

Mohan Kumaraswamy is a Professor at the Dept. of Civil Engineering of The University of Hong Kong. He worked on designs, construction and construction management in Sri Lanka and Nigeria, after his B.Eng. (Civil) from Sri Lanka, and before his M.Sc. in Construction Management, and Ph.D. from Loughborough University, UK. As a Construction Manager and then a Director of the first construction project management company in Sri Lanka, he led many innovative projects and internationally funded consultancies. He is active in professional bodies, including the CIOB, where he was the Sri Lanka representative, and later a Vice Chairman of the Hong Kong branch; and the HK Institution of Engineers, where he was Chairman of the Civil Division. He contributes to development bodies such as the Construction Industry Council, and has been President of the Asian Construction Management Association. He is Executive Director of the Centre for Infrastructure & Construction Industry Development (CICID), which is engaged in collaborative R&D in key areas, including PPPs, RIVANS (Relationally Integrated Value Networks), legal aspects of partnering, contractual payment issues, infrastructure asset management, and industry capacity assessments and upgrades. Mohan is also well known and very active in the international construction project management research community.


Mr. Francis Law

Hong Kong Housing Society, Hong Kong

Mr. Francis Law is the Director of Property Development of the Hong Kong Housing Society, heading the Division with the main function of developing its various schemes of housing projects from planning, inception through completion. Mr. Law is a Registered Architect being Fellow Member of the Hong Kong Institute of Architects and Member of the Royal Institute of British Architects.

 
Housing projects developed and managed by the Hong Kong Housing Society (HKHS) are normally unique and complex in nature. Ensuring value for money for this kind of projects and to meet the needs of a large number of stakeholders is always a critical issue faced by many professionals and the management of relevant government departments. In this paper, we will introduce how value management (VM) has been implemented successfully in the planning stages of the development process of HKHS projects. The use of VM in a real-life project will be illustrated, through which the benefits of using VM will be discussed and experiences on how to use VM effectively and efficiently in HKHS projects will be shared. It is concluded that VM is one of the best tools in improving understanding, resolving possible conflicts, building consensus, ownership and commitment among major stakeholders, and in achieving the ultimate goal of value for money for HKHS projects.

Dr. Mei-yung Leung

Assistant Professor, Department of Building and Construction, City University of Hong Kong, Hong Kong

Dr. Leung has more than fifteen years of practical/teaching experience in the construction industry/education and has participated in a number of prestigious construction projects in Hong Kong. She received a Tony Toy Memorial Award (i.e. the first prize) in 2002 issued by The Hong Kong Institute of Value Management, H.K. for her PhD thesis and an international award (Thomas D. Snodgrass Value Teaching Award) in June 2005 issued by the Miles Value Foundation in the U.S.A. for her outstanding VM performance in HK and Mainland China. Dr. Leung is also a Certified Value Specialist of the SAVE International ‘The Value Society’ in USA, and a Qualified Facilitator (list A) of HKIVM in HK. She conducted a number of VM workshops for various large construction projects in HK and US. Dr. Leung has attracted over HK$8.5 million as investigator in professional and research grants including three CERG projects and some professional governmental projects. Over seventy refereed journal and conference papers in construction engineering and management have been published or accepted for publishing.

 
Value management (VM) is a multidisciplinary team approach with a structured and analytical process for obtaining the best value. VM facilitators are key persons who design, manage, control, and lead study teams throughout the VM process and should therefore be well equipped with VM competencies in their training process. This study summarizes the competencies of VM facilitators based on the body of knowledge found in various international official VM standards. A questionnaire survey was conducted internationally, including Australia, the United States, Europe, and Hong Kong. The results indicate that a VM facilitator should be equipped with both technically oriented (hard) and human dynamic oriented (soft) competencies for the effective implementation of VM study.

Mr. Xiaochun Luo

Ph.D student, Department of Building & Real Estate, The Hong Kong Polytechnic University, Hong Kong

Research interests focus on applying functional performance specification in construction briefing. Related key domains are construction briefing, value management, knowledge representation, and recommendation system. A computer-aided toolkit for using functional performance specification in construction briefing is to be developed to address the issues in the current briefing practice, e.g. inexperience of clients with construction industry and lack of time allocated for briefing process.

 
Functional performance specification (FPS) is one of value management techniques used by enquirers to express the needs of the users they represent. Before the work described in this paper, the authors developed a computer-aided toolkit for using FPS in construction briefing and its application proves that FPS can be used to address the primary problems encountered in the current briefing practice, like lack of a comprehensive framework, lack of involvement of stakeholders, and solution-oriented briefing. However, the facts, lack of time allocated to briefing and inexperience of clients, undermine the potential of this technique since identifying adequate functions and functional performance is hard for them. This paper describes the development of a recommendation system to facilitate the application of FPS in briefing. This system employs semantic networks and frames techniques to represents knowledge and to perform matching, reasoning and recommending tasks. This paper starts by setting out theoretical foundation, followed by the design of the recommendation system. Finally a use case from identifying a function to generating recommendation is detailed. This recommendation system is expected to be a supplement to the computer-aided toolkit through effectively recommending functions and relative functional performance.

Email: xiaochun.luo@polyu.edu.hk


Mr. Olatunji Joseph Oladiran

Department of Building,University of Lagos, Nigeria

Oladiran, O.J. is from the Department of Building, Faculty of Environmental Sciences, University of Lagos, Nigeria. He has served in several organizations and has published in international refereed conferences on construction management .He is currently a Ph.D candidate working on waste minimization in construction projects.

 
Sustainable values can be generated and enhanced in construction projects by minimizing waste generation. Previous works have shown that waste management plan (WMP) can minimize waste, thereby generating and enhancing development sustainably. This study aims at finding out the possibility of enhancing sustainable values in Nigerian construction projects through the usage of WMP from public and private organizations’ perspectives. The population of the study is construction professionals in construction companies in Lagos State, Nigeria. It involves the usage of a designed questionnaire to gather information for the study. Descriptive and inferential statistical tools were used for the analysis. The study reveals that WMP has high impact on waste reduction and hence can generate or enhance sustainable values in construction projects. A recipe of important factors for the achievement of these values by WMP is shown in the study; and there is no significant difference between private and public organizations on their opinions about the importance of these factors. The study also sheds light on the content-composition of WMP to generate these values. However, it reveals that “special handling disposal of hazardous waste” is the most important in formulating WMP for public projects and least for private projects. Finally, recommendations for implementation of WMP and its contents for both private and public projects to enhance sustainable values are outlined in the paper.

Email: tungybox2000@yahoo.com


Mr. Martyn Phillips

The TEAM FOCUS Group, Canada

Martyn Phillips is the Owner/Director of the Canadian arm of an international management consultancy, the Team Focus Group. Martyn began work in the UK construction industry 40+ years ago. He provides advice on strategic planning, project controls, value and risk management for a variety of high profile programs and projects in different parts of the world. He has worked in many countries and fields of activity, as well as for a variety of owner organizations, contractors and engineering / management consultants. Key activities are: value assurance, value and risk management, value analysis/engineering, value improving practices, project performance enhancement and leading group problem-solving, team/consensus-building and partnering sessions for: business processes; master planning and improvement of major facilities; infrastructure renewal, expansion and rightsizing; institutional, commercial; industrial; environmental; energy; healthcare, learning, municipal; transportation and utilities. He has recently been instrumental in developing an integrated value assurance and cost planning & monitoring system for budgeting and controlling a multi-billion dollar program of government infrastructure projects.

He also teaches advanced project and risk management methods, cost planning and control, as well as the Module I & Module II Value Methodology certification courses, as approved by the SAVE International Certification Board. In addition, he coaches teams in value assurance in conjunction with his book series In Search of Value, Aligning The Road to High Performance Programs, Projects and Products – Managing Expectations and Methods.

Martyn is formally qualified as a Certified Value Specialist (US), Certificated Value Manager (UK), Fellow of the Institution of Civil Engineers (UK), Fellow of the Chartered Institute of Water and Environmental Management (UK), Professional Engineer (Canada) and Professional in Value Management (Europe).

 
Established users and practitioners of value management need no convincing of its power and potential. However newcomers to the field of value management may be confused over the array of definitions, interpretations, approaches and methods of application. On top of this, there are the relatively new, industry applied, value improving practices.

What do senior client personnel really want, as opposed to what a variety of proponents of the value methodology think they should have? Should the outcomes be consensus building, problem resolution, improvement of functionality, cost reduction, schedule acceleration, reliability enhancement, or other? Should value management be applied as a quick intervention in the project development process, or as a continuum over the long term?

The value assurance approach is a business and technical performance improvement process. Due to a broad focus, it does not seek to compete with any of the other techniques, but to harvest their advantages and provide an approach that is all encompassing and strategic in nature. The comprehensive VA approach provides a balanced, consolidated system for achieving performance gains and delivers significant return on investment, while focusing on lasting results and stakeholder satisfaction. This is achieved through a more acceptable, Third Millennium, approach to fitting in with complex multi-stakeholder systems, demands and constraints.

An example application is the guidance of programs of multiple projects, whereby value assurance is accomplished through the use of a comprehensive and integrated suite of interactive templates and tools, with smart links to data bases and an overall value assurance index. Within this co-ordinated framework, value management is used to enhance program/project performance at key points. In this way, value management is elevated to a more recognizable level and achieves sustainable relationships through longer term, structured, stakeholder collaboration.

Email: mphillips@teamfocus.org


Prof. Low Sui Pheng

Department of Building, School of Design and Environment, National University of Singapore, Singapore

Professor Low Sui Pheng is with the Department of Building, National University of Singapore. He received his PhD, MSc(Engineering), BSc (Building)(Hons), and Diploma in Building (Merit) from University College London, University of Birmingham, National University of Singapore (NUS) and Singapore Polytechnic respectively. He is also a Fellow of the Chartered Institute of Building.

Formerly a Vice-Dean in the NUS School of Design and Environment, Professor Low currently teaches project management, quality, productivity as well as development technology and management in the BSc(Project & Facilities Management) program and MSc(Project Management) program at NUS. A winner of numerous best paper and teaching excellence awards, he has also consulted, researched and published extensively on various project management topics relating to the construction industry. He has authored nine books relating to construction project management. Professor Low is currently the Asia-Pacific Editor for Management Decision and the Foreign Consulting Editor for Business Review. He is a member of the editorial boards of 13 international refereed journals and is frequently called upon to serve in the scientific committees of international symposiums.

 
He aim of this study is to examine how Value Engineering (VE) and Value Management (VM) can be implemented by the Contractor’s Project Manager (CPM) in a design and build (D&B) case study project in Singapore. Through an in-depth case study of the Singapore Airshow Exhibition Centre building project, this study determines how VE and VM are operationalized by the CPM in a D&B project; identifies the successful factors in the D&B project arising from VE/VM implementation; identifies the strengths of VE and VM in the D&B project; and establishes the desirable characteristics of the CPM in overseeing the D&B project which adopted VE and VM. The end results of VE and VM in the D&B case study project were not only significant but had greatly reduced the risks of having to face the imposition of liquidated damages for delays in the works. Parties involved in VE and VM contributed to the success of the D&B project. VE had greatly reduced or even nullified the risks of foreseeable problems. The key to success in implementing VE and VM in D&B projects are to have support from the top level management; participation of parties from multi-disciplinary team/appropriate skills mix and those who will be affected by the decisions resulting from VE/VM reviews; in the planning activities; the actual workshops; the decision process; the fair allocation of the necessary fees for the consultants; and the fair allocation of resources for in-house management activities that are necessary to keep the VE/VM process in momentum. A model which reflects the best practices in VE and VM for D&B projects which the CPM should adopt is proposed. The results at each of the D&B project stages are in terms of the issues addressed and relevant outputs. The model illustrates a linear VE/VM progression from one stage to the next.

Email: bdglowsp@nus.edu.sg


Mr. Eric Spain

Innovation Insight Ltd., Hong Kong

Eric Spain’s first career was in broadcasting in the UK and Ireland. He then lived in Uganda and Singapore for a time and, eventually, settled in Hong Kong in 1973 when he joined the Telecommunications division of the Post Office. He then spent the next 17 years in various government departments on project design and implementation work. His last post was head of Police Communications. In 1992, started his own consultancy company.
He has a wide range of interests including music, jazz, art, cinema, alternative medicine including Traditional Chinese Medicine, broadcasting in society, man in his environment, processes of creative thinking and, from recent experience, 'questions of governance'.
He is a Fellow of the Hong Kong Institution of Engineers and of the Institution of Electrical Engineers and a member of the HK Value Management Association and of Project Chambers.

 
Question. What have Cisco, Virgin, Schwab, GE Capital, Benetton, South West Airlines, Home Depot, Wal-Mart, America West, eBay, Barnes and Noble, Body Shop, Sephora, IBM (e-business), Sony Computer Entertainment, Shell, Dell, Disney, Harley-Davidson, IKEA, Tesco, Starbucks, Facebook, Hotmail and Toyota got in common?

Answer. Two things. One; non-linear growth patterns. Two; they have achieved their phenomenal business performance by successfully challenging the prevailing trade-offs and conflicts of their industry and ‘eliminating’ key contradictions their competitors assumed were inherent.

Extensive research has shown that the strongest business solutions and ideas are the ones in which the problem or opportunity owner has successfully challenged the conflicts and trade-offs that others have assumed to be fundamental. Such conflicts appear frequently in the life of an organisation and their presence can severely hinder the long-term sustainability of the business. The most damaging are often the internal conflicts that inevitably arise between the various different stakeholders. Most often these conflicts are solved using trade-off and compromise strategies in which each player expects to lose a minimal amount in order to get most of what they want. Usually these kinds of action are given the more appealing title of ‘optimisation’. What we actually mean when we say this, however, is everyone loses. Occasionally, however, these conflicts get solved in a win-win manner, in which each stakeholder achieves what they want without any negative impact on the other stakeholders. The paper describes the creation of a brand new tool, now based on over 12 years of research into the organisations that achieve such win-win solutions, reverse engineering how they did it. The tool is believed to offer business stakeholders the same ready access to the best of other business solutions, and as such offers a previously unknown problem solving capability. The tool has been constructed from the analysis of a large proportion of the published knowledge on businesses that have successfully challenged the win-lose contradictions their competitors had not recognised or assumed were not challengeable. In all, several thousand win-win cases have been identified and included in the analysis. The paper describes some of the most well known of these cases - and how they have influenced the structuring and content of the new Matrix. A short final section of the paper describes how the new Matrix is beginning to be used to successfully generate win-win solutions to real business problems that would normally be solved using conventional either/or thinking strategies.

Email: ericjs@netvigator.com


Prof. Naijing Wang

Shandong Economic Institute, China

Naijing Wang(1952—), Ph.D., Prof., is engaged in the research of theory & method of management and quantity economy over a long time, acts as the vice president of Shandong Economic Institute, the international member of SAVE, the director of Research Committee of Chinese Technique Economy, the vice chairman of Research Committee of National High School Value Engineering, the vice president of Preparing Committee for Society of Chinese Value Engineering, and the vice chief editor of magazine etc.

 
In the background of knowledge-based economy and economy globalization, comparing with the traditional manufacturing industry, the modern manufacturing industry takes basic changes in operation character and manufacturing technique. To realize the target of “Enterprises of Value Creating Model”, the value management of modern manufacturing industry should rise to higher level than the traditional VA——“Total Value Management”(TVM). What’s the TVM? In summary, it’s the management of enterprise product value based on enterprise value chain and value analysis, the management of customer value based on customer value chain, and the management of enterprise society value based on Social Accountability 8000.

Email: cappussino@163.com


Mr. Anthony Wilson

Senior Architect, Maunsell AECOM Group, Hong Kong

Studied Architecture in Edinburgh, Scotland and came to work in Hong Kong in 1981. He has extensive experience of all aspects of project delivery from initial ideas, client briefing, concept, scheme and detail design, tender documentation, tendering, and construction supervision through to final delivery and post occupation review. The range of projects completed covers all types, from birth to death, and all stages in between. With his team, he has implemented sustainable design elements on many projects when working for the Government of the HKSAR.

Became interested in Value Management in 1997 and studied under Professor Roy Barton in Australia. Assisted in the establishment of the Government Technical Circular on Value Management and implementing the same in the Architectural Services Department. Became President of the HKIVM for several years and organized 4 International VM Conferences bringing the best practitioners and latest VM developments to Hong Kong.

He is currently assisting as part of the site team with the Ocean Park Redevelopment Project which will continue to bring enjoyment, education and entertainment to the public of Hong Kong and our visitors.

 
Why is it that sometime something just catches your attention and becomes a very important factor in your life? This is even stranger when the subject title is “Value Management” (VM) which really does not tell you anything and you know nothing about it. The purpose of the presentation is to recount and share a few personal experiences through the past 12 years with particular regard to how taking an interest in this subject can help individuals become perhaps more sustainable in a personal context.

Mr. David Yau

Henderson Land Development Co. Ltd., Hong Kong

David is a chartered civil engineer with over 20 years experience in construction and project management. He joined Henderson Land Development in 1999 as an Assistant General Manager in the Project Management Department and heads their Research and Development team. His recent projects include responsibility for HLD’s West Kowloon Cultural District submission, The Beverley Hills (consisting of 535 luxury houses in Hong Kong Tai Po), World Financial Centre (an international Grade A commercial development in Beijing CBD), Hangli Bayview (2,000 unit residential development in Guangzhou Fang Cun) and a Taipa Development (Macau). David was also an Adjunct Assistant Professor at the Chinese University of Hong Kong to the Department of Architecture from 2003 to 2007 and is a Technical Director of The Hongkong Shipyard since 1999.


Dr. Ann T.W. Yu

Assistant Professor, Department of Building & Real Estate, The Hong Kong Polytechnic University, Hong Kong

Ann has a BSc degree in Building from University of Brighton, UK and a MSc degree in Construction Management from City University of Hong Kong. She has obtained PhD from the Department of Building and Real Estate, The Hong Kong Polytechnic University in 2007. She started her profession as an Assistant Architect and worked for a number of different professional firms including architectural firms, quantity surveying practice as well as the Hong Kong Housing Authority. Dr Yu has been appointed as an Assistant Professor in Value Management and Construction Management by the Department of Building and Real Estate of The Hong Kong Polytechnic University since September 2007. She has published over 30 research papers on the broad theme of project management in leading construction management journals and international conference proceedings.

Her research interests include value management, construction project briefing, requirements management, design management, strategic management, change management, project and post-occupancy evaluations and project procurement systems.

 
As Value Management (VM) is a valuable tool for developing multi-disciplinary team work in the development process of a construction project, the subject of value management is being offered by the Department of Building and Real Estate of the Hong Kong Polytechnic University to students who are taking the BSc (Hons) in Surveying Degree Program. Under the new outcome-based curriculum, the methods and activities of VM workshops and the lessons learned are reviewed and described in this paper by answering the questions of “what are the subject learning outcomes,” “what should students learn in the subject of VM,” and “how should VM be learned and taught.” The students’ feedback in a questionnaire survey on the VM workshops for the past two academic years are also presented and discussed. The students believed that value management workshops are essential in the curriculum. They expressed that it was a valuable experience to participate in the VM workshop which enabled them to have a better understanding of the subject although some improvement is recommended for future organization and management of workshops.

Mr. Joe Weiwu Zou

The University of Hong Kong, Hong Kong

Mr. Zou is a PhD student in Department of Civil Engineering, the University of Hong Kong. His research interests focus on evaluating and improving relationship for collaborative working in the construction industry, especially applying VM in collaborative working relationship building.

 
Collaborative working relationships require a substantial degree of interactions between project partners, a mutual pooling of resources which are targeting win - win outcomes of the project through common objectives, trust, open communication, innovation and synergies.

An overview of the existing literature on VM and collaborative working provides a precursor to identifying and mapping the relationship building process between different project participants from a value perspective. The identification of common objectives during the relationship building process itself, can indicate the significance of VM in improving collaborative working and also in relationship building between business partners. Similarly, the traditional VM process also provides a robust framework for the initiation of collaborative and even eventual alliancing relationships. This paper aims at identifying how value management (VM) can assist in developing collaborative working relationships between business partners in the construction industry.

In the paper, we first discuss the use of VM in building collaborative working relationships and introduce a concept of ‘value relationship’ as a valuable resource for organizations, as well as a facet of value for project participants. We next discuss and map a typical relationship building process in a construction project. The data was drawn from relevant literature.