Value Engineering Questionnaire

7/23/2019 Value Engineering Questionnaire

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Section A: Background information (Please type X in the relevant box)This section reviews the participants professional background and attributes.

1.0Professional Field:

Architecture

Project management

Quantity Surveying

Structural/Civil Engineering

Mechanical Engineering

Electrical Engineering X

2.0Categorization of role in the organization:

Director

Managing Partner

Senior ManagementMid-level Management X

Others

3.0Professional Experience:

5-10 years X

11-15years

16-20 years

>20 years

4.0

Number of Construction projects actively involved in during the last 10 years:

20 X

5.0Have you been involved in value management sessions for construction projects?

Yes XNo


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The following sections explore your views on thevalue management (VM ) concept that involves

processes linked to ensuri ng achievement of maximization of f unctional requirements of the

client at a minimal cost without comprising quality. It is intended to gather consensus oneffectiveness of existing value management practices in influencing achievement of expected

project performance from a view point of construction professionals as applied to our localconstruction industry within the private sector.

Please respond to the questions below as per the fol lowi ng instructi ons.

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

(SD)

Disagree

(D)

Neutral

(N)

Agree

(A)

Strongly Agree

(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 N A SA

Cost cutting exercise X

Time consuming exercise X

Design improvement exercise X

Is the Qs and Architects responsibility X

Value enhancing exercise X

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

SD D N A SA

Confirming project brief: client requirements, projectobjectives as well as project stakeholder requirements

X

Achieve reduction in project budget X

Achievement of value for money for funds invested X

Section C -Value management practices adopted in local construction industry

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

SD D N A SA

Inception stage- project briefing X

Feasibility stage X

Concept design X

Scheme design X


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Detailed design & BOQ X

Tender stage X

Construction stage X

Defects/maintenance period X

Throughout the entire project X

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

SD D N A SA

Client X

Financiers X

Design team ( Architect, engineers, QS) X

Project manager/ team leader X

Facilitator X

Others/Specify X

3. The selection of project alternatives during value management is influenced by the followingfactors:

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 SA

Group decision making/ consensus group

decision making after collaborative

discussions with value management teammembers regarding design alternatives

X

Decisions are made by the team leader

/project manager after consultations with

value management team members

regarding design alternatives

X

5. Value management methods/techniques commonly adopted:

SD D N A SA

Value management workshops( brainstorming sessions

involving iterative discussions of suitable designalternatives)

X

Value engineering change proposal provision in contracts (

Contracts designed to allow contractors suggest improvement

X


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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)

X

6.

Which value management method/techniques would most effectively influence achievementof anticipated project performance?

SD D N A SA

a. Value management workshops

b. Value engineering change proposal

c. Life cycle costing

f. Combination of a,b,c X

g. Others/specify

Section D-Impact of value management practices on project performance1. Based on the value management practices/techniques commonly adopted above( section C),

what impact have they had on the following project objectives:

SD D N A SA

Fully achieved all project objectives X

Partially achieved all project objectives

Fully achieved cost objectives only

Fully achieved quality/functional objectives onlyFully achieved time objectives only

Others/specify

Section E-Challenges of implementing effective value management

1. Below are the challenges faced during implementation of value management on projects?

SD D N A SA

a.Lack of adequate team integration to result into

information sharing on aspects related to design

alternatives

X

b. Professional rewards not sufficient ( clients not willingto pay reasonable fees for VM studies and design changes)

X

c. Lack of adequate direct interface between client anddesign team during project life leading to fragmented

information flow regarding their requirements

X

d. Lack of VM knowledge and experience of VM team

members

X


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e. Lack of VM culture within the industry hence resistance

to design reviews by consultants

X

f. Others/specify X

2. Which challenge is most critical based on challenges identified in table above? Type relevant

letter a, b,c,d,e,f........................................................................................................................

Documents

Value Engineering Questionnaire