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PRESENTERS |
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Speakers:
Dr.
Roy Barton
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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.
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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.
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Email: roy.barton@acvm.com.au |
Dr.
George Zhen Chen
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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.
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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.
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Mr. Jacky K.H Chung
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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.
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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.
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| Mr.
Juan Manuel González Ramírez |
Andalusian Institute of Technology (IAT), Spain
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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
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Mr.
Harry Gough
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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.
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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.
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Mr.
João Henriques
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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.
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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.
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Mr.
Alan Iu
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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
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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.
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Dr.
Takashi Kaneta
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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).
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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.
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Email: kaneta@archi.kyoto-u.ac.jp |
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Mr.
Jong-Hyeob Kim |
University of Seoul, Korea |
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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.
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Prof. Mohan Kumaraswamy
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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.
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Mr. Francis Law
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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.
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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.
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Dr. Mei-yung Leung
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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.
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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.
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Mr. Xiaochun Luo
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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.
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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.
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Email: xiaochun.luo@polyu.edu.hk |
Mr.
Olatunji Joseph Oladiran
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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.
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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.
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Email: tungybox2000@yahoo.com |
Mr. Martyn Phillips
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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).
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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.
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Email: mphillips@teamfocus.org |
Prof.
Low Sui Pheng
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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.
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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.
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Email: bdglowsp@nus.edu.sg |
Mr. Eric
Spain
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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.
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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.
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Email: ericjs@netvigator.com |
Prof. Naijing
Wang
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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.
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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.
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Email: cappussino@163.com |
Mr.
Anthony Wilson
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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.
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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.
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Mr.
David Yau
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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.
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Dr. Ann T.W. Yu
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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.
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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.
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Mr.
Joe Weiwu Zou
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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.
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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.
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