Section A: Background information (Please type X in the relevant box)

This section reviews the participants professional background and attributes.

1.0 Professional Field:
Architecture
Project management
Quantity Surveying
Structural/Civil Engineering
Mechanical Engineering
Electrical Engineering

2.0 Categorization of role in the organization:

Director
Managing Partner
Senior Management
Mid-level Management
Others

3.0 Professional Experience:

5-10 years
11-15years
16-20 years
>20 years

4.0 Number of Construction projects actively involved in during the last 10 years:
<5
5-10
11-15
16-20
>20

5.0 Have you been involved in value management sessions for construction projects?
Yes
No

The following sections explore your views on the value management (VM) concept that involves
processes linked to ensuring achievement of maximization of functional requirements of the
client at a minimal cost without comprising quality. It is intended to gather consensus on
effectiveness of existing value management practices in influencing achievement of expected
project performance from a view point of construction professionals as applied to our local
construction industry within the private sector.
Please respond to the questions below as per the following instructions.
Please use the 5-point scale shown below to indicate your view (by typing X) on each of the
following statements, placing your rating in the box to the right hand side of each statement.
Scale:- Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree
(SD)
(D)
(N)
(A)
(SA)
Section B-Perceptions and opinions of value management adoption
1. The following are the opinions/beliefs of value management on construction projects.
SD D
Cost cutting exercise
Time consuming exercise
Design improvement exercise
Is the Qs and Architects responsibility
Value enhancing exercise

A
X
X
X

SA

X
X

2. The main importance of implementing value management on construction projects

SD D
Confirming project brief: client requirements, project
objectives as well as project stakeholder requirements
Achieve reduction in project budget
Achievement of value for money for funds invested

SA

X
X
X

Section C -Value management practices adopted in local construction industry

1. At what stage of a project life is value management executed

SD
Inception stage- project briefing
Feasibility stage
Concept design
Scheme design

A
X
X
X
X

SA

Detailed design & BOQ

Tender stage
Construction stage
Defects/maintenance period
Throughout the entire project

X
X
X
X
X

2. The value management team comprise of the following stakeholders:

SD
Client
Financiers
Design team ( Architect, engineers, QS)
Project manager/ team leader
Facilitator
Others/Specify

A
X
X

SA

X
X
X
X

3. The selection of project alternatives during value management is influenced by the following
factors:
SD D
N
A
SA
Risk factors
X
Cost factors
X
Quality factors
X
Time related factors
X
Safety and environmental factors
X
4. Decision making process of design alternatives involves the following :
SD D
N
A
Group decision making/ consensus group
X
decision making after collaborative
discussions with value management team
members regarding design alternatives
Decisions are made by the team leader
X
/project manager after consultations with
value management team members
regarding design alternatives

SA

5. Value management methods/techniques commonly adopted:

SD D
Value management workshops( brainstorming sessions
involving iterative discussions of suitable design
alternatives)
Value engineering change proposal provision in contracts (
Contracts designed to allow contractors suggest improvement

A
X

SA

in design and specifications without affecting project budget)

Life cycle costing(evaluation of design options based on total
cost of acquisition, ownership, operation and disposal of a
facility)

6. Which value management method/techniques would most effectively influence achievement

of anticipated project performance?
SD

SA

a. Value management workshops

b. Value engineering change proposal
c. Life cycle costing
f. Combination of a,b,c

g. Others/specify

Section D-Impact of value management practices on project performance

1. Based on the value management practices/techniques commonly adopted above( section C),
what impact have they had on the following project objectives:

SD D

Fully achieved all project objectives

Partially achieved all project objectives
Fully achieved cost objectives only
Fully achieved quality/functional objectives only
Fully achieved time objectives only
Others/specify

A
X

SA

Section E-Challenges of implementing effective value management

1. Below are the challenges faced during implementation of value management on projects?
SD
a.Lack of adequate team integration to result into
information sharing on aspects related to design
alternatives
b. Professional rewards not sufficient ( clients not willing
to pay reasonable fees for VM studies and design changes)
c. Lack of adequate direct interface between client and
design team during project life leading to fragmented
information flow regarding their requirements
d. Lack of VM knowledge and experience of VM team
members

D
X

X
X

SA

e. Lack of VM culture within the industry hence resistance

to design reviews by consultants
f. Others/specify

X
X

2. Which challenge is most critical based on challenges identified in table above? Type relevant
letter a, b,c,d,e,f
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