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Please use this identifier to cite or link to this item: https://dspace.lboro.ac.uk/2134/5742

Title: Construction value management revisited: the designer's role
Authors: Thomson, Derek S.
Austin, Simon A.
Keywords: Design management
Problem solving
Integral value engineering
Value adding tools
Value management
Issue Date: 2001
Publisher: RICS
Citation: THOMSON, D.S. and AUSTIN, S.A., 2001. Construction value management revisited: the designer's role. Proceedings of RICS Cobra Conference 2001, Glasgow Caledonian University, Glasgow, 3rd September 2001.
Abstract: Value management is well established in construction. The method provides a structured, documentable consideration of project stakeholders to ensure that projects are required, framed to satisfy values and sufficiently supported by all stakeholders to ensure successful completion. A variety of construction-specific value management methods exist and many UK design management contractors offer the practice to clients as a structured method of considering the role of each project in adding value to clients’ business activities. Value management in construction has grown from the manufacturing sector, but historical review suggests it was extrapolated verbatim, with limited revision for construction application. The soundness of this foundation is examined. The paper reviews the extent to which designers are currently provided with mechanisms to consider stakeholder values during the project stages when most design output is produced. Integral Value Engineering is proposed to continuously relate ongoing design activity to the project values current at the time of each design task’s completion. The paper describes a toolbox of value-adding tools that provide project designers with methods of structuring design activity to relate technical design solutions to stakeholder values. Development of the toolbox as a web-based resource is reviewed, and its supporting role confirmed by validation exercises. The paper concludes by establishing the need for all designers in the supply chain to be provided with methods of structuring their problem solving processes to address value delivery, and the suitability of the value-adding toolbox to them. Future work must develop means of actively maintaining a shared understanding of values throughout project progression, providing a framework and objective for ongoing design activity.
Description: This is a conference paper. It is also freely available at: http://www.rics.org/
Version: Not specified
URI: https://dspace.lboro.ac.uk/2134/5742
Appears in Collections:Conference Papers (Civil and Building Engineering)

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