Finalized dissertation (print 80 gram hardcover)

THE PERCEPTION OF VALUE MANAGEMENT IN THE BRUNEIAN

CONSTRUCTION INDUSTRY

HAJI MUHD SYAFIQ HJ ABD ZARIFUL

TAYLOR’S UNIVERSITY

TAYLOR’S UNIVERSITY

DECLARATION OF UNDERGRADUATE DISSERTATION AND COPYRIGHT

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Certified by :

___________________________________ __________________________________

SIGNATURE SIGNATURE OF SUPERVISOR

6th November 2017 6th November 2017

C0195096

PUAN AZRINA MD YAAKOB

AUGUST 2017



14/06/1996

HAJI MUHD SYAFIQ BIN HJ ABD ZARIFUL

SUPERVISOR’S DECLARATION

“I hereby declare that I have read this dissertation and in my opinion this dissertation is

sufficient in terms of scope and quality for the award of the degree of Bachelor of

Quantity Surveying (Honours)”

Signature

Name of Supervisor :……………………………………

Date :…………………………………...

PUAN AZRINA MD YAAKOB

6th November 2017



HAJI MUHD SYAFIQ BIN HJ ABD ZARIFUL

A dissertation submitted in fulfilment of the

requirements for the award of the degree of

Bachelor of Quantity Surveying (Honours)

School of Architecture, Building and Design

Taylor’s University

November 2017

ii

DECLARATION

I declare that this dissertation entitled “THE PERCEPTION OF VALUE

MANAGEMENT IN THE BRUNEIAN CONSTRUCTION INDUSTRY” is the result of

my own research except as cited in the references. The dissertation has not been

accepted for any degree and is not concurrently submitted in candidature of any othe r

degree.

Signature : …………………………….

Name : …………………………….

Date : …………………………….

6th November 2017

iii

DEDICATION

This thesis is dedicated to my beloved father, mother, my siblings, and to all the people who

provided me with endless love and support. Thank you for believing in me and for taking part in

my journey.

iv

ACKNOWLEDGEMENT

First and foremost, I would like to express my sincere gratitude to my supervisor, Puan

Azrina Md Yaakob for supervising my work and for her guidance throughout the entire process

of this dissertation. Without her guidance, I would stray off from the right path in conducting

this study.

Meanwhile, I am truly grateful to my lecturer of Research Methodology and Dissertation,

Dr. Myzatul Aishah Kamarazaly for her advices and sharing her knowledge on conducting the

whole research study. Moreover, I would like to express my full appreciation to my friends who

have been of great assistance for me and to my father for helping me engaging the respondents

to collect data for my dissertation. Additionally, all the respondents deserve special

acknowledgement for their utmost contribution to the success of my dissertation. Endless

support from my family has provided me with great motivation.

Finally, I would like to express my deepest gratitude to Taylor’s University for

providing me this golden opportunity to carry out the study. Facilities provided by the university

such as the library sources and online databases are indeed helpful for my dissertation.

v

ABSTRACT

The construction industry faces recurring challenges and demands due to market

conditions by means of governments, for quality and cost control, improvements in

safety, and in avoidance of contractual disputes. Value Management (VM) brings a

different kind of aspect that can help with the raising demand of clients on improving

value in construction projects. Despite Value Management being introduced in the

Bruneian construction industry, the application of this management approach is still not

as well known and is not applied to its full potential. Thus, in order to encourage the

application of VM in Brunei Darussalam, the problem factors of Value Management

application should be effectively identified and to also study the interpretations to these

problems. This research study furthermore aims to understand how the design team

cogitates Value Management in Bruneian construction industry. As this research is

implementing quantitative research technique, a questionnaire survey is conducted

among the professionals in the design team, namely, architects, structural engineers,

M&E engineers, and quantity surveyors, available in Brunei Darussalam. Data collected

is analysed with Average Index (AI) analysis system. The outcome of the research

shows that “Lack of local VM guidelines, and standards” are identified as the main

reason why Value Management is not widely used and “Adequate training” as the main

significant solution for VM. It is revealed that most respondents considers that Value

Management is not encouragingly enough to be implemented with its application still in

doubt, which suggests that many of the respondents agree that it should be developed

first and foremost.

vi

TABLE OF CONTENTS

CHAPTER TITLE PAGE

DECLARATION ii

DEDICATION iii

ACKNOWLEDGEMENT iv

ABSTRACT v

TABLE OF CONTENTS vi

LIST OF TABLES xii

LIST OF FIGURES xiii

LIST OF ABBREVIATIONS xv

LIST OF APPENDICES xvi

1 INTRODUCTION 1

1.1 Background of the Study 1

1.2 Problem Statement 5

1.3 Previous Similar Studies 6

1.4 Research Questions 7

1.5 Research Objectives 8

1.6 Scope and Limitations 8

1.7 Importance of Research Findings 9

vii

1.8 Research Design 10

1.9 Research Programme 11

1.10 Structure of Thesis 13

2 LITERATURE REVIEW 15

2.1 Introduction 15

2.2 Value Management (VM) 16

2.2.1 Definition of VM 16

2.3 Background of VM 17

2.3.1 Evolution of VM: Value Planning (VP) 18

2.3.2 Evolution of VM: Value Analysis (VA) 18

2.3.3 Evolution of VM: Value Engineering (VE) 18

2.3.4 Evolution of VM: Value Management (VM) 18

2.3.5 Historical Background 19

2.3.6 Phases of VM Study (VA>VE>VM)

2.4 Development of VM

2.4.1 Development of Brunei in the construction

industry

2.5 Characteristics of VM

2.5.1 Function-oriented

2.5.2 Multi-discipline team approach

2.5.3 Systems oriented

2.6 Importance of VM

2.6.1 Benefits of VM

2.6.1.1 The improvement of Concept Briefing

2.6.1.2 Multi-discipline team

2.6.1.3 Elimination of Unnecessary Cost

2.7 Application of VM

2.7.1 Overview of VM Workshops

2.7.2 Pre-workshop stage

2.7.3 Workshop stage

20

20

22

23

23

23

23

24

25

25

25

26

26

27

28

28

viii

2.7.4 Post-workshop stage

2.8 Function Analysis

2.9 Team Organisation

2.9.1 VM Facilitator

2.9.2 Selection of VM Team

2.9.3 External Team

2.9.4 Design Team

2.10 Problems of low use of VM implementation

2.10.1 Lack of Knowledge

2.10.2 Resistance to Change

2.10.3 Lack of Experience

2.10.4 Too expensive to carry out VM

2.10.5 Poor facilitation skills

2.10.6 Insufficient amount of time to implement VM

2.10.7 Lack of VM experts

2.10.8 Lack of local VM guidelines, standards and

specifications

2.10.9 Lack of commitment / support

2.10.10 Lack of Awareness

2.11 Solutions of low use of VM implementation

2.11.1 Careful selection of VM team

2.11.2 Local Guidelines for VM, better standardisation

2.11.3 Provide incentive clause

2.11.4 Conference and Seminar

2.11.5 Institutional Publications, Websites

2.11.6 Early decision making

2.11.7 Adequate training

28

29

30

30

32

32

33

35

35

36

36

37

37

37

37

38

38

39

40

40

40

41

41

41

42

42

ix

3 RESEARCH METHODOLOGY 43

3.1 Introduction 43

3.2 Research Process 44


3.4 Research Framework 49

3.5 Research Techniques 50

3.5.1 Scope and Sampling 50

3.5.2 Sampling Size 51

3.5.3 Design of Questionnaire

3.5.4 Analysis Method

52

54

3.5.4.1 Average Index

3.5.4.2 Ranking

3.6 Summary of Research Methodology

54

55

56

4 DATA ANALYSIS 57

4.1 Introduction 57

4.2 Data collection 58

4.3 Response Rate 58

4.4 Section A: Demographic Profile 59

4.4.1 Job Position 59

4.4.2 Working experience

4.4.3 Value Management Practice

4.4.4 Feedback on VM practice

4.4.5 Current knowledge on VM

4.4.6 Summary of Demographic Profile

4.5 Section B: Why VM is not widely used


4.5.2 Resistance to change


4.5.4 Too expensive to carry out

60

61

62

63

63

65

65

66

67

68

x


4.5.6 Insufficient amount of time to implement


4.5.8 Lack of local VM guidelines, standards and

specifications



4.5.11 Summary of Why VM is not widely used

4.6 Section C: Solutions of VM


4.6.2 Local Guidelines for VM, better standardization






4.6.8 Summary of Solutions of VM

4.7 Section D: Perception towards VM in Brunei

4.7.1 Summary of Perception towards VM in Brunei

69

70

71

72

73

74

75

77

77

78

79

80

81

82

83

84

85

88

4.8 Summary of data analysis 89

5 CONCLUSION 90

5.1 Introduction 90

5.2 Findings

5.2.1 Objective 1 – To investigate why value

management is not widely used in the Bruneian

construction industry

5.2.2 Objective 2 – To explore the solutions of

implementing VM

5.2.3 Objective 3 – To identify the design team’s

perception towards value management in Brunei

91

91

92

94

xi

Darussalam

5.3 Limitations of the Study 94

5.4 Recommendations for Future Works 95

5.5 Conclusion 95

REFERENCES 97

xii

LIST OF TABLES

TABLE NO. TITLE PAGE


1.1 Research Programme Semester 5 12

1.2 Research Programme Semester 6 12

2.0 Definitions of VM, Kelly et al. (2015) 17

2.1 Functional Approach in 6 steps, McGeorge and Palmer (2009) 29

2.2 Facilitator skills, Ashworth & Hogg (2007) 31

2.3 External team, McGeorge & Zou (2012 33


3.1 Average index rating scale 54

4.0 Section A : Demographic Profile 64

4.1

4.2

4.3

4.4

Section B : Why VM is not widely used

Most significant factor of why VM is not widely used

Section C : Solutions of VM

Section D : Perception towards VM in Brunei

75

76

84

88

xiii

LIST OF FIGURES

FIGURE NO. TITLE PAGE

1.0 Conventional vs VM approach 3

2.0 Brunei GDP in construction 22

2.1 Continuum of staged events, Fewings (2013) 27

3.0 Research Process 44

3.1 Research Framework 49

4.0 Response Rate 59

4.1 Job Position 59

4.2 Working Experience 60

4.3 Have practiced VM 61

4.4

4.5

4.6

4.7

4.8

4.9

Feedback on VM practice

Current knowledge on VM

Lack of Knowledge

Resistance to change

Lack of Experience

Too expensive to carry out

62

63

65

66

67

68

xiv

4.10

4.11

4.12

4.13

4.14

4.15

4.16

4.17

4.18

4.19

4.20

4.21

4.22

4.23

4.24

4.25

4.26

4.27

Poor facilitation skills

Insufficient amount of time to implement

Lack of VM experts

Lack of local VM guidelines, standards and specifications

Lack of commitment / support

Lack of Awareness

Conference and Seminar

Local Guidelines for VM, better standardization

Careful selection of VM team

Provide Incentive clause

Institutional Publications, Websites

Early decision making

Adequate training

Section D (1)

Section D (2)

Section D (3)

Section D (4)

Section D (5)

69

70

71

72

73

74

77

78

79

80

81

82

83

85

86

86

87

87

xv

LIST OF ABBREVIATIONS

VM Value Management

GEC General Electrical Company

USA United States of America

JKR Jabatan Kerja Raya

UK United Kingdom

CIOB Chartered Institute of Building

AS/NZS Australian/New Zealand Standard

BIM Building Information Modelling

HKIVM Hong Kong Institute of Value Management

VP Value Planning

VA Value Analysis

VE Value Engineering

GDP Gross Development Value

M&E Mechanical & Engineering

PUJA Pertubuhan Ukur Jurutera & Arkitek

AI Average Index

xvi

LIST OF APPENDICES

APPENDIX TITLE PAGE

A

B

C

QUESTIONNAIRE SURVEY FORM

EMAIL FROM RESPONDENT

RESPONSES

102

110

111

1

CHAPTER 1

INTRODUCTION

1.1 Background of study

The construction industry faces recurring challenges and demands due to market

conditions by means of governments, for quality and cost control, improvements in

safety, and in avoidance of contractual disputes. To meet these challenges, construction

enterprises need to constantly seek new directions and business models in construction

management, A number of tools, methods and concepts have been expanded and

recommended as aids to achieving performance, but many in the industry find them

confusing or are sceptical of their relevance (McGeorge & Palmer, 2002). Value

Management (VM) brings a different kind of aspect that can help with the raising

demand of clients on improving value in construction projects.

2

Value Management is characterized as a thorough, orderly and creative

philosophy with multi disciplinary approach to accomplish better value and cost

improvement for facilities, projects, products, systems and administrations without

giving up the required performance (Che Mat, M.M 2004). It is vital to the success of

projects as it gives a rationale for enhancing value for money in construction (Ashworth

& Hogg 2000). Value Management involves representatives of key stakeholders in

facilitated workshop (New South Wales Department of Public Works and Services

1997). Burt, M. E. (1975) defined maximum value as it is “acquired from a required

level of quality at least cost, the highest level of quality for a given cost or from an

optimum compromised between the two” (Kelly, Male & Graham 2004). This definition

emphasizes on the relationship between value, cost and quality. Ordinarily, there seems

to be divided efforts by the architects, quantity surveyors, engineers, project managers,

owners and clients in understanding the proposed projects. In most cases the parties

involved in the planning and design stage tend to work with a silo mentality where they

share common tasks but are unlikely to share ideas with other groups. Value

Management is a very useful tool that can eliminate this kind of mentality where parties

work on a common goal by implementing a structured methodology. There are a lot of

cross-functional discussions and improving communications and a high level of

understanding on the projects undertaken (Che Mat, M.M). This is shown in Figure 1.0

below:

3

Figure 1.0 - Conventional vs VM approach

The concept of Value Management was founded in the United States during

World War II by Lawrence D.Miles in the 1940s, an electrical engineer working in the

General Electrical Company (GEC), who influences worldwide of his understanding of

the problem by means of substituting raw materials which in turn provides equal or

better performance at a lower cost. The use of the concept further developed during the

1940s and 1950s and grew within the USA, becoming a procedure that could be used

during the design or engineering stages (Ashworth, Hogg, & Higgs 2013). The process

originated in the manufacturing industry and has been incorporated by the US

Department of Defence into the delivery of its large-scale construction programme. In

the early 1980s, applications of Value Management were widely used in the UK and

Europe ever since the term was first adopted by the US General Administrations. After

that, Value Management is very much accepted in other industries such as Japan, Korea,

Australia and Saudi Arabia (Che Mat, M.M). Japan view VM as a philosophy rather

than a system (McGeorge & Palmer, 2002).

4

It has then been introduced in Brunei Darussalam in the year 1999-2000 by Che

Mat M.M. In the year 1990, Malaysia, Professor Roy Barton and Mohd Mazlan Che Mat,

introduced VM concept to the organisations in Petronas, The Ministry of Defence as

well as private companies. Seminars were also organized to spread the knowledge and to

create awareness to the Value Management concept. Mohd Mazlan visited Australia in

order to take a closer look into the Value Management Methodology and its

implementation process. He was offered to advice and service the local manufacturing

and construction industry and also to spread the awareness towards VM at the same time.

It was then strongly advised by Tun Daim Zainudin, of IKRAM(JKR), where he

recommended the industry to implement VM on board due to the services offered by

means of the concept during the first National Seminar on Value Management. In the

same year, to make sure that the construction industry and its public are aware towards

the concept and services of VM, Mohd Mazlan went to 5 states in Malaysia which are

Kuala Lumpur, Johor, Penang, Kuala Terengganu, Sabah and later went to Brunei

Darussalam to spread the VM knowledge by giving seminars and talks to the

organizations.

5

1.2 Problem statement

Internationally, Value Management has been perceived as an emerging model

that emphasizes on continuously increasing the value provided to the client and is

extensively accepted as an important tool in the management of construction projects

(Elis, Wood. Et al. 2005). Currently in the construction industry, the majority of the

customers are concerned with attaining value for money in their construction projects. In

response to this demand, a number of companies claim to offer VM as a service,

however there is a misperception of what encompasses the VM with some commentators

going as far as questioning whether VM differ from the established produce of cost

management (Green, 1992). Applications of VM do not seem to be well incorporated in

the construction industry in some countries. VM is hardly applied in Southeast Asia

construction industry (Cheah and Ting, 2005). It is still in its infancy and has not been

well established (Jaapar et al., 2009; Li and Ma, 2012).

Despite Value Management being introduced in the Bruneian construction

industry in 1999-2000 when Mohd Mazlan Che Mat came to disseminate the knowledge

(Che Mat, M.M 2004), the application of this management approach is still not as well

known and is not applied to its full potential. Although there is some indication of VM

applications in the construction industry, regardless it is nevertheless not so popular even

after more than 15 years since it was introduced.

According to Ashworth and Hogg (2000), claims that a 1% fee on construction

cost, it is probable that a total saving between 10%-15% on construction costs can be

attained. This term has been successfully proven mostly in the UK and Europe so

questions arise when countries in Southeast Asia are not implementing VM despite its

benefits. This management approach faces problems as to why the application is not

widely adopted but limited resources for addressing those problems. Thus, in order to

encourage the application of VM in Brunei Darussalam, the problem factors of Value

6

Management application should be effectively identified and to study the interpretations

to these problems. This research study furthermore aims to understand how the design

team cogitates Value Management in the Bruneian construction industry.

1.3 Previous Similar Studies

There have been researchers, who have done studies on Value Management

regarding its misconceptions, comparisons, awareness, etc. A similar study of “Barriers

to Applying Value Management in the Vietnamese Construction Industry” was

conducted by Soo-Yong Kim, Yeon-San Lee, Viet Thanh Nguyen and Van Truong Luu

(2016), where the aim of the study is to identify the hindrance factors and assess the

degree to which each factor hinders the application of VM in the construction industry

and to inspect the fundamental relationships between these factors. The study was made

specifically to the Vietnamese construction industry where the data collected by surveys

identifies 18 hindrance factors. The conclusions of this study can help practitioners in

the Vietnamese construction industry to consider the status of the barriers to applying

VM so they can identify appropriate strategies for their organisations to implement VM

procedures. This includes recommendations which were provided to further develop and

promote VM in the construction industry.

Additionally, a research study entitled “Minimizing The Factors Hindering The

Practice Of Value Management In The Nigerian Construction Industry” which was

conducted by B.Y. Sabiu, Prof V.C.Agarwal (2016), also studies on the hindrance

factors of Value Management practice. The study was made specifically for the Nigerian

construction industry where the data was collected from professionals in construction

and consultant firms which involves quantity surveyors, architects, and engineers in

Nigeria. The objective of the study is to identify the factors hindering the

7

adoption/implementation/practice of value management; to assess the factors hindering

the practice of value management; and to proffer ways to minimize the factors hinder ing

the practice of VM in the Nigerian construction industry. It was concluded that their

study shows 29 factors hindering the VM practice where it is stated in the conclusion

that ‘it can also be observed that value management is not being practiced in the

Nigerian construction industries’. So many efforts have to be put from various sectors in

order to facilitate the adoption of value management in the Nigerian construction

industry. This will help to produce and give clients their value for money spent o n their

projects and hence boost the industry and the nation’s economy at large.

1.4 Research Questions

The primary research questions are:

i) Why is value management not widely used in the Bruneian construction industry?

ii) What are the solutions to value management implementation?

iii) How do the design team view value management practice in the Brunei?

8

1.5 Research Objectives

The study aims to achieve the following objectives:

i) To investigate why value management is not widely used in the Bruneian

construction industry.

ii) To explore the solutions of implementing value management.

iii) To identify the design team’s perception towards value management in Brunei

Darussalam.

1.6 Scope and Limitation

The targeted respondents of this study are people in the design team and they are

architects, quantity surveyors and engineers. The reasons for choosing the design team is

because they are the parties who play a big part of conducting the Value Management

practice and lack of experience or knowledge from either one party can affect the whole

practice which can simply result to a cost cutting exercise and failure of Value

Management application. The location of the study will take place in Brunei Darussalam,

where the analysis of the problems and solutions of VM implementation will be

conducted following the perception of the design team towards Value Management in

the Bruneian construction industry.

9

Visualised limitations are the difficulties to generate effective responses given

the amount of different professions in the design team (architects, quantity surveyors and

engineers) required during the period of collecting data. The targeted respondents are

narrowed down to only the design team which excludes other professionals in the

construction industry who also play a part in VM. There is also a minor difficulty in

conducting the study in Brunei Darussalam where as a student of Taylor’s University

Lakeside Campus in Malaysia, have limited time to survey the targeted respondents in

the area.

1.7 Importance of Research Findings

Recent studies on Value Management shows that southeast asian countries such

as Malaysia, China and Vietnam rarely implement VM practice in the construction

industry. The research study aims to investigate this issue in Brunei Darussalam where it

includes solutions/recommendations/suggestions that would strategically tackle these

challenges.

Brunei Darussalam is sometimes overlooked when it comes to spreading the

knowledge of Value Management. There often happens to have VM workshop

trainings/seminars around the country such as Australia, Malaysia and China in recent

years. Brunei however needs to address this growing trend of construction industries

from other countries being encouraged to adopt Value Management given its benefits

when used properly to its potential. Therefore, there is a need to study the perception of

how the design team considers Value Management in the Brunei Darussalam

construction industry with the support analysis of understanding the problems of why it

is not implemented and its solutions.

10

1.8 Research Design

OBJECTIVES TYPES OF DATA SOURCES OF

DATA

METHOD OF

COLLECTION

1. To investigate why

value management is

not widely used in the

Bruneian construction

industry.

The problems faced that

prevents the application of

Value Management.

Articles

Books

Journals

Websites

Reading

Questionnaires

Analysis

2. To explore the

solutions of value

management

implementation.

The solutions that can face

the problems that prevents

the application of Value

Management.

Articles

Books

Journals

Websites

Reading

Questionnaires

Analysis

3. To identify the

design team’s

perception towards

value management in

Brunei Darussalam.

Evaluate the level of

perception of the design

team after understanding the

problems and solutions

mentioned in objective 1

and 2. The level of

perception should be on a

scale of whether to consider

applying VM or not.

Articles

Journals

Websites

Reading

Questionnaires

Analysis

Table 1.0 - Research Design

11

1.9 Research Programme

Activity

Semester 5

Month

April May June July

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15

Research Proposal

Selection of

topic and identifying

research objectives

Reading and

Research

Drafting overview

Drafting of programme

Review of

draft

Corrections

Finalizing and

referencing

Submission of Research Proposal

Literature Review

Drafting of

Literature review and development

Referencing

Review of draft

Corrections

Finalizing

and referencing

12

Submission of Literature Review

Table 1.1 - Research Programme Semester 5

Activity

Semester 6

Month

August September October November

1 2 3 4 5 6 7 8 9 10 11 12 13

Data Collection

Theoretical framework

Submission of Research

Methodology

Preparation of

questionnaires

Distribution of questionnaires

Data collection and analysis

Final submission of

dissertation Table 1.2 - Research Programme Semester 6

Legend :

Completed

In Progress

Outstanding

13

1.10 Structure of Thesis

Chapter 1 consists of the general overview of the research which

involves the introduction, background of the study, research problem

statement, research questions as well as the objectives, scope and limitation,

the importance of research findings, research design and research

programme.

Chapter 2 is dedicated to the review of literature which contains

detailed explanation of the objectives of this study. This literature review

will highlight the problems and solutions of VM implementation as well as

the perception of the design team towards implementing it in the Brunei

Darussalam construction industry.

Chapter 3 will show the research methodology of this study, which

summarizes the selected research design, data resources, procedures utilized

in the study and the data gathering method for the further analysis of the

research.

14

Chapter 4 illustrates the analysis of data from the questionnaires and

interviews that are obtained. The information obtained shall be summarized

in the form of graphs or figures which will lead to the written conclusion of

the study

Chapter 5 is the last chapter which concludes the research findings,

giving the reader an evaluation of the whole research and what the design

team perceive towards VM application with the recommendations for

further studies

15

CHAPTER 2

LITERATURE REVIEW

2.1 Introduction

The purpose of this chapter is to create an in depth understanding of Value

Management in the construction industry. This chapter seeks to highlight the main

objectives of this research study through the relevance of other existing research studies

in which they are to investigate why Value Management is not widely used, to explore

the solutions to why Value Management is not widely adopted, and to identify the

current perception towards implementing Value Management.

16

2.2 Value Management (VM)

Construction projects have been the subject of numerous reviews and reports in

recent years, some identifying that there is a need for integration of the supply chain, a

need for easiness in contractual language and preparations, and a need to move away

from the cheapest options regarding the best value option (CIOB Institute, 2011)

2.2.1 Definition of VM

Kelly, Male and Graham (2015) define VM as “a philosophy, a set of principles,

and a formal, structured, value-based management methodology for improving

organisational decision-making”. It is a study that assists on maximizing the functional

value of the project under study by handling its development from the concept which is

the early stages to its completion by accessing its value system. Kelly et al. (2015) also

justified that Value Management has many definitions from different authors, a selection

of definitions is given here:

Author Definition Year

Mohd Mazlan Che Mat

A rigorous, systematic and innovative

methodology with multi disciplinary

approach to achieve better value and cost

optimisation for projects, products, facilities,

systems and services without sacrificing the

required performance.

2004

AS/NZS 4183

Value Management is a structured and

analytical process in which a prescribed

Work Plan is followed to achieve best value,

and, where appropriate, best value for

money in products, processes, services,

2007

17

A key feature of the methodology is the explicit identification of the

functions of the product that represent value to the user, and the recognition of the

ratio of functions to costs (Stewart, 2010). Kelly et al. (2015) further clarified that the

client for the project would implicitly or explicitly establish a value system for that

project. VM functions to ensure that such construction project will achieve value for

money product without ignoring the client’s need and requirements towards the project.

2.3 Background of VM

From the mid-1970s onwards value management was adopted for use as a value-

for-money measure within the construction industries and the UK have seen the growth

of its development and practice in the 1990s and 2000s (Kelly et al., 2015).

systems and organisations.

Hong Kong Institute of

Value Management,

HKIVM

Value Management as a philosophy,

together with its associated tools and

techniques, emphasizes the need to consider

function and cost in a structured and

systematic way, as part of any strategic

decision process.

2013

Table 2.0 - Definitions of VM, Kelly et al. (2015)

18

2.3.1 Evolution of VM: Value Planning (VP)

Value planning is executed early in the project stage which is before the decision

to build or at briefing stage. Value techniques supports in arriving at a group decision in

terms of the available criteria. It is often a common misunderstanding that the use of VM

techniques is intended solely to resolve a problem (Ashworth & Hogg, 2007).

2.3.2 Evolution of VM: Value Analysis (VA)

Kelly et al. (2015) defined Value Analysis as a structured approach to providing

the required functions at the lowest cost. Additionally it can also be described as an

organised approach to the identification and elimination of unnecessary cost.

2.3.3 Evolution of VM: Value Engineering (VE)

Ashworth and Hogg (2007) described Value Engineering as the use of value

techniques when finished designs or elements of the design will be accessible for study

during the detailed design and construction stages.

2.3.4 Evolution of VM: Value Management (VM)

Value Management is the overarching term used to describe the total philosophy

and degree of the practice and techniques. Value planning, value analysis and value

engineering; together are subsections of value management (Ashworth & Hogg, 2007).

19

2.3.5 Historical Background

During World War II, 1972, a shortage of strategic materials led the allied

governments to require that such materials be reserved for military industries. Lawrence

D. Miles, purchasing agent for a division of General Electrical Company (GEC), was

assigned the task of developing such a system that allows to search alternative solutions

at a lower cost and in 1947 completed the development of a systematic functional

approach to cost reduction, which he called value analysis. A characteristic of value

analysis is the team approach to creatively providing the required function, resulting in

the generation of many alternatives to an existing solution (Kelly et al., 2015).

Ashworth and Hogg (2007) asserted how Value Analysis transformed to Value

Engineering where the use of the Value Analysis concept developed further during the

1940s and 1950s, becoming a procedure that could be used during the design or

engineering stages. The term was initiated in 1954 by the US military and has spread to

the UK manufacturing industry as well as being introduced to the US construction

industry.

The Value Management concept was first used within the UK construction

industry in the 1980s, interest in other parts of the worlds is rising, for example, in Far

East countries such as Hong Kong, and Malaysia. Numerous countries now have

representative organisations that serve to promote the use of value methodology and

control standards of service offered (Kelly et al., 2015).

20

2.3.6 Phases of VM Study (VA > VE > VM)

Kelly et al. (2015) presented the development of value studies in three phases:

Phase 1 – The analysis of existing manufactured components with the aim of provid ing

those functions satisfied by the component at the least cost.

Phase 2 – A development of the process of analysis to include a study of components

during their design to ensure that when manufactured they precisely satisfy their

requited functions at the required quality and at the least cost. During this phase there

was transference of the concept to construction where the design and construction of

components and elements of construction were similarly analysed.

Phase 3 – This brought about a significant change where the focus was not just on the

component but on entire projects for the satisfaction of an organisational or business

strategy through manufactured products, services and the optimal development of built

assets in the built environment.

2.4 Development of VM

Construction Industry is the sector that enables to contribute to the growth of

other sectors such that it allows the economy to grow from time to time. The position of

21

Architect, Engineer, and Quantity Surveyor is the position that has been well known in

this unique industry and yet many of the people are not aware of Value Management

practice (Lop, Apandi, Kamar, Salleh, Mamter, and Hamdam, 2014).

Kelly et al. (2015) explains the developments in VM practice where new

management practices bring with them the ‘trending’ effect. An idea is launched into the

marketplace as a new service by an entrepreneurial consultant. Knowing the idea, other

consultants offer the same service. Thereafter, the service assumes the trappings of

standardisation, regulation and institutionalisation; clients buy from the finest, which can

now be renowned, and some consultants discontinue the service. VM has been

internationally recognized for almost forty years.

According to McGeorge and Zou (2012), although the application of the

methodology is relatively widespread, its implementation is not without its problems.

Ashworth and Hogg (2007) gave a similar statement which is said that the development

of VM within the profession, despite its recognized benefits, has been slower than ideal.

Notwithstanding the positive trend in the UK in the 1990s, VM may have lost its

momentum during the wave of development. It is now equitably common for

organisations to limit their level of VM involvement in response to a desire for a

minimalist, lower-cost approach resulting in a decrease in the scope of VM studies.

Concepts and applications of VM do not seem to be well embraced in the

construction sector in most of the developing countries. For example, in Malaysia and

China, VM is still in its infancy and has not been well-accepted (Jaapar et al., 2009 )

Additionally, VM is rarely applied in the Southeast Asian construction industry (Cheah

and Ting, 2005).

22

2.4.1 Development of Brunei in the construction industry

Brunei department of economic planning and development (2017), illustrated the

graph below which shows the Brunei GDP from construction:

Figure 2.0 – Brunei GDP in construction (source: https://tradingeconomics.com/brunei/gdp-from-construction)

To date, it is shown that Brunei is facing lack of ongoing projects since January

2016. Many of the construction projects are currently on hold such that no new housing

projects are likely to be announced. Challenges like these are often to be relied on by the

contractors and consultancy firms to have the ability to reduce project costs, reduce

completion times, and enhance project functions (Oxford Business Group, 2016).

23

2.5 Characteristics of VM

2.5.1 Function-oriented

Kelly et al. (2015) asserted that VM is a function-oriented management

methodology that can fit into a wider organisational context at corporate level,

programme or project level, and service level.

2.5.2 Multi-discipline team approach

VM must be carried out as a team exercise which has always been viewed that

way since the 1940s (McGeorge & Zou, 2012). VM involves the participation of

consultants from all relevant disciplines and client representatives who share a common

interest in the accomplishment of a project. To be successful, the team must have an

appropriate mix of knowledge, skills and experience and, reliant upon workshop

objectives (Ashworth & Hogg, 2007).

2.5.3 Systems oriented

Essential to the value management process is the structured workshop, at which

group decisions are made by the use of a structured job plan to identify and remove

unnecessary costs (Ashworth & Hogg, 2007).

The Job plan is an integral part of value management which is a five-stage

process of organising a study. Namely, Information phase, Analytical phase, Creative

phase, Judgement phase, and Developers’ phase (McGeorge and Palmer, 2009).

24

2.6 Importance of VM

VM has been acknowledged as an important management tool that is essential to

the success of projects in delivering the foundation for achieving value for money in

construction. Hence, it provides practitioners, particularly the ones in the construction

sector, with an excellent opportunity of contributing more to the value added service

they provide (Ashworth & Hogg, 2007).

Jaapar et al. (2009) studied the significance of the VM practice where it is

reassuring to note that 18% of the respondents were very satisfied and 60% of them were

satisfied regarding the output of the VM studies. The analysis also shows that fifty two

per cent (52%) of 149 VM projects documented the saving of the initial cost of projects

of up to 10%, while 25% affirmed they saved up to 30% of the initial cost of projects

after VM workshop applications.

Whyte and Cammarano (2012) interviewed the respondents as their method of

gathering data in which it involves asking to rate the existing value management

procedures in the companies they represent. The findings imply that participating

companies are mindful of applying value management but are still developing the

efficiency of their process. While it was indicated their procedure is effective and has

delivered significant benefits, it is felt that there is room for development by means of

further training.

25

2.6.1 Benefits of VM

VM studies are typically initiated for a number of reasons such as cost overrun of

the project, communication problems, clients not satisfied with their approach to project

management and finally clients who understand and believe that a VM study helps

improving the value of the project. The benefits of VM exercise are the maximum when

implemented at the start of the project, particularly if it's applied during conceptual

development and initial design stages (Kelly et al., 2015).

2.6.1.1 The improvement of Concept Briefing

Ashworth and Hogg (2007) highlights how VM can benefit the client such that

VM is not limited to the resolution of an issue that has happened during design

development but may be used to support in the concept briefing stage. Construction

design is a complex task and in order to simplify the process, the architect tends to adopt

a strategy that results in the early production of sketch proposals. Value planning, which

is carried out in the early stages of a project provides good opportunity for a multi-

discipline team. The VM team will be supported in reaching a group decision in terms of

the conditions for a proposed design.

2.6.1.2 Multi-discipline team

In construction, VM involves a multi-discipline team which looks at a project in

terms of what it needs to do for the greater client body. This functional perspective can

achieve large gains in value. In addition to its multi-discipline benefit, it is excellent as a

team-building exercise in itself helping the team to find a common solution, and

allowing a better shared understanding of a project (Ashworth & Hogg, 2007).

26

2.6.1.3 Elimination of Unnecessary Cost

Jaapar et al. (2009) identified the most important benefits gained from the VM

applications, according to the respondents, were that VM was able to eliminate

unnecessary costs, it produced a better value in a project.

2.7 Application of VM

The VM process has developed certain techniques and can be applied at the

initial project definition and the post planning stages. The VM workshops typically

involve the client whose values are tested, the lead designer and the design consultants

such as architect, civil/structural engineer, M&E services and quantity surveyor

(Fewings, 2013). The execution of VM requires an understanding of the processes

involved and an understanding of how to determine an appropriate VM approach

(Ashworth & Hogg, 2007).

27

2.7.1 Overview of VM Workshops

According to Fewings (2013), Kelly and Male (2002) conducted a table which

shows a continuum of staged events through the life cycle, as shown below:

Figure 2.1 - Continuum of staged events, Fewings (2013)

28

2.7.2 Pre-workshop stage

Pre-workshop stage involves the careful planning and preparation necessary to

ensure success. Ashworth and Hogg (2007) highlight the importance of pre-workshop

stage such that it establishes why the client demands to undertake a VM study and the

expected outcomes. Learning about the problem before action is taken is an important

step in the VM process. This includes the planning of the workshop including core-

activities, duration, location and timing. (Ashworth & Hogg, 2007)

2.7.3 Workshop stage

VM has traditionally been built as a process around the job plan, considered to be

a good and effective decision-making process. Ashworth and Hogg (2007) identified

that the stages of the job plan are the information phase, creative phase, eva luation phase,

development phase and presentation phase.

2.7.4 Post-workshop stage

The completion and monitoring of an implementation plan to ensure post-study

action is taken as an essential component of successful VM. The post-workshop phase is

improved if action determined in the value management study is fully accepted by

participants and is carefully monitored. Personnel need to be identified to follow up the

action outlined in the report and a post-workshop meeting, at which the outcome of the

action phase is reviewed, will promote success. The activities include writing a report of

the activities of the workshop and the implementation of VM. The real measure of

success in a VM study lies in the extent of implementation of the proposals. This will be

dependent upon several factors including the level of client support and commitment, the

attitude of members of the design team and the time available (Ashworth & Hogg, 2007).

29

2.8 Function Analysis

Function Analysis is a creative approach that acts as an aid to finding other

solutions that also satisfy function, which includes looking for the lowest possible cost

(McGeorge & Zou, 2012). It can also be defined, that functional analysis is a basic

process for design in matching the design to the requirements of the client where it is

critical to the briefing process and allows the designer and others to identify what

functions are required by the building (Fewings, 2013).

McGeorge and Palmer (2009) described the functional approach in six steps:

Step McGeorge & Palmer (2009)

1 Investigate the function of the total system

2 Investigate the function of the system components

3 Break the system down into quantifiable parts

4 Consider what each part does

5 Place a “worth” on each part

6 Evaluate and make comparisons

Table 2.1 - Functional Approach in 6 steps, McGeorge and Palmer (2009)

Ashworth and Hogg (2007) further explains the adoption of a functional

approach by Lawrence Miles (1972), stating that it involved the functional analysis of a

component in terms of what it did and searched for a substitute to the provision of that

functional requirement at a lower cost. Its benefits are well recognised and considered

by some to be vital to the process. When looking for alternatives, there is a need to

search for something that will deliver the required function rather than trying to find a

30

substitute for the previous solution, establishing the true functions of a product and

considering the costs of each function identified can in itself be an illustrative exercise.

The failure to provide buildings or parts of buildings that properly perform their

functions is a common problem in the construction industry and it is this that forms the

basis of function analysis. In the context of function analysis, it is assumed there is a

close relationship between the provision of function and the achievement of value.

Where all functions are identified at the lowest achievable cost there is good value.

Where no function is achieved or where function is achieved at too great a cost, there is

little or no value (McGeorge & Zou, 2012).

2.9 Team Organisation

The contribution to every member of the VM team is essential to ensure the

success of the project. In a meeting with the facilitator and members of the design team

and the client organisation, information is required in the workshop by identifying the

key information collected to all study participants (Ashworth & Hogg, 2007).

2.9.1 VM Facilitator

The VM facilitator is the team leader that requires a skill base that includes an in-

depth knowledge of function analysis, group and team building, evaluation of project

alternatives and knowledge of construction. It is unlikely that any member of the design

team would have these skills and it will probably be necessary to call on an external

facilitator (McGeorge & Zou, 2012).

31

Ashworth and Hogg (2007) stated that the facilitator is central to the success of

the VM process. The role of the facilitator includes advising upon the selection of the

VM team, co-ordinating pre-workshop activities, deciding upon the most appropriate

timing and duration of workshops, workshop management and preparing reports.

Ashworth and Hogg (2007) also identified the variety of skills that are needed in a

workshop management which are:

Author Skills

Ashworth & Hogg

(2007)

The ability to determine and adhere to an appropriate

agenda

Identifying and gainfully using the characteristics of team

members

Promoting the positive interaction of participants

Motivating and directing workshop activity

Overseeing the functional analysis process

Encouraging an atmosphere conducive to creativity

whilst at the same time maintaining a disciplined

structure

Table 2.2 - Facilitator skills, Ashworth & Hogg (2007)

At commencement of the workshop it is usual for facilitators to attempt some

team-building exercises. For example, asking participants to explain what they consider

to be the most important project objective or constraint (Ashworth & Hogg, 2007). It is

necessarily chaired by a neutral facilitator who is able to push for honest answers to

awkward questions (Fewings, 2013).

32

2.9.2 Selection of VM Team

An important consideration when selecting a value management team is whether

to use the existing design team members or an independent workshop team (Ashworth &

Hogg, 2007). The VM team should not be allowed to become too big. To date, there has

been no confirmation into the optimum size of teams for a VM study but recent studies

suggests eight as a maximum (McGeorge & Zou, 2012).

McGeorge and Palmer (2009) added that the selection of VM team may,

alternatively, be a mixture of both the design team and the external team, either with or

without the presence of the client. In addition specialists may be invited if the project

has particular problems and a specialist input is required.

2.9.3 External Team

The external team is an independent team that are new to the project and have

had no previous involvement in it (McGeorge & Palmer, 2009).

33

McGeorge & Zou (2012) further explains the advantages and disadvantages of using an

external team, as shown below:

Advantages Disadvantages

McGeorge & Zou

(2012)

The team can be

selected for their

particular skills whereas

the design team is

already established.

Provides reassurance for

the client that the design

produced by the design

team is a good one.

The external team lack

depth in their

understanding of the

project.

The external team is

expensive

The design team has

already formed and

overcome many of the

growing problems that

groups experience. An

external team will take

time to come together.

Table 2.3 – External team, McGeorge & Zou (2012)

2.9.4 Design Team

For an effective VM exercise, it is preferable if some of the design team

members of the project under consideration are involved as members of the team. The

original design team can provide expert second opinions in a VM study in which it is

vital in complex projects (Oke & Aigbavboa, 2017). The lack of use of the external team

suggests that this may be rather academic, considering that the participation of

independent design consultants would appear to be unusual. Use of the existing design

team brings numerous benefits to the proceedings. Where existing project members are

34

used, there is less likelihood of difficulties with the implementation of ‘outsiders’ ideas,

costs are curtailed, there is a saving in time due to the existing knowledge state of the

project and it could prove to be a beneficial team building exercise. The principles and

philosophy of VM provide surveyors with additional tools and techniques, and possibly

new ways of thinking, all of which may be used in other areas of professional activity

(Ashworth & Hogg, 2007)

Despite its benefits, Oke and Aigbavboa (2017) highlights the issues of selecting

the original design team such that it will be risky if the existing team members are

reluctant to agree and acknowledge changes to the project that arise from the exercise.

Another problem is the establishment of criteria for the selection of members of the

original team since not all can be invited to be part of a value management team. It will

be too large, which is one of the barriers to an effective team. The cost of paying for

their service is another factor to be careful of. Thus, it is necessary to ensure that not

only ‘important’ or ‘influential’ members of the design team are chosen but that those

who have the time and capability to contribute positively to the success of the exercise

are considered as members.

35

2.10 Problems of low use of VM implementation

Ashworth and Hogg (2007) affirmed that the general claims of the success of

VM in financial terms suggest that for a VM fee of 1%, a 10% to 15% cost saving can

be achieved. It is hard to imagine that practitioners and clients would not use VM, in the

belief that this level of result could be attained.


The VM study has not been involved in most construction projects due to the

lack of knowledge on its practice. Even though it had been recognised for more than 25

years in Malaysia construction industry, the application of this management approach is

still at low numbers (Lop et al., 2014). Knowledge of value methodology is significant

to the design team, either from the perspective of actual service provision, or from an

appreciation of its benefits and application when advising clients. VM are often

misinterpreted by quantity surveying practitioners where it relates to the estab lishment

of cost reductions which is irrespective to function (Ashworth & Hogg, 2007).

Lack of knowledge about VM is the main focal point that brings other problems

on the implementation of VM such as when there are no opportunities given to employ

creative thinking techniques to develop alternative solutions (Bown 2010). Lai (2006),

Cheah and Ting (2005), Li and Ma (2012) and, Whyte and Cammarano (2012) identified

lack of knowledge as the main factor that hinders the application of VM.

36

2.10.2 Resistance to Change

A major disadvantage of having the existing design team members in the

workshop could be the domination of original design concepts, if already recognized,

which may be strongly defended by the design team. The possibility of this occurring is

supported by research into design practice and it is something that facilitators need to be

aware of (Ashworth & Hogg, 2007). It can be risky if the existing team members are

reluctant to approve and accept changes to the project that arise from the exercise (Oke

& Aigbavboa, 2017). The related parties involved in the exercise sometimes tend to have

negative beliefs towards the VM process, which resulted in poor team working (Jaapar

et al., 2009). More recently, Fard et al. (2013) identified five factors that hinders the

implementation of VM in the Iranian construction industry in which two of them are

resistance to change and negative attitude.


Lop et al. (2014) declared that VM has been well known in Malaysia for its

recent studies but still faces barriers in implementing, particular due to the knowledge of

VM only in theory which has never been put to practice. Furthermore, Jaapar et al.

(2009) confirmed that 63% of respondents did possess a good level of awareness

towards the VM concept in Malaysia construction industry by the quality of feedback

gathered from the questionnaire and yet many of the responses indicated that there is a

lack of VM practice. Many of the organisations had no experience in any workshop in

the application of VM study where the majority (51%) of the respondents did not

practice the VM methodology in their working environment.

37

2.10.4 Too expensive to carry out VM

The cost of paying for their service is a factor to be considered, which is one of

the barriers of VM application (Oke & Aigbavboa, 2017). Kim et al. (2016) identified

that lack of investments to conduct VM in construction companies are highly rated by

the respondents for the low use of VM.


The success of a value study is clearly dependent on the facilitator (Kelly et al.,

2015). Jaapar et al. (2009) indicated that poor facilitation skills is one of the contributing

factor of the problems faced during VM workshop.

2.10.6 Insufficient amount of time to implement VM

According to Whyte and Cammarano (2012), time limitation is considered as one

of the biggest factors that hinder the implementation of value management. It was stated

by several interviewees that design procedures do not allow for sufficient time. Li and

Ma (2012) considered lack of time to implement VM as not a severe factor in VM

application but regardless of that statement it is still a factor that affects the decision to

implement. Kelly et al. (2015) agreed that the time spent prior to undertaking a value

workshop is vital for the success of a study overall. Some suggests that lack of time to

implement VM remains a serious impediment (Cheah and Ting, 2005).


Kim et al.(2016) identified that the lack of VM experts was ranked as the

primary hindrance by the respondents, implying that VM experts are of paramount

importance for the development of VM in the construction industry. Li and Ma (2012)

38

made a similar statement where the lack of VM experts was also found to be a major

impediment in the development of VM in China.

2.10.8 Lack of local VM guidelines, standards and specifications

Kim et al. (2016) ranked the lack of local VM guidelines as the third for the low

use of VM. It is essential that local VM guidelines, and standards be established to

promote the widespread application of VM in the construction industry. Practical

guidelines for implementing VM are needed because not all practitioners are familiar

with VM when first attempting to implement it. Whyte and Cammarano (2012) also

identified that ambiguous guidelines and specification as the third highest issue affecting

VM in their study followed by lack of commitment and support.


The lack of support and active participation of owners and stakeholders implies

that VM development requires the active involvement of all parties. Owner support was

determined to be the one of the most critical success factor for VM application because

the full support has been discussed as to be the only possible way to facilitate the

acceptance of VM and overcome opposition to its application (Kim et al., 2016).

Saifulnizam (2010) advocated that participation of all team members is an

essential element of the construction project in terms of supporting experts in getting the

best value for the project. Participation leads to commitment, which in turn leads to

ownership.

VM is unlikely to succeed and prove its significant contributions without the

support from the top level management. Plenty of effort has to be done to encourage and

persuade these people and perhaps actively involve in the workshop itself (Che Mat,

2004).

39


Ashworth and Hogg (2007) mentioned that if the major reason for the low use of

value management is that clients do not request it, the reason could be because it likely

that many clients may be unaware of VM, particularly those that are smaller. It appears

that many practitioners, both with and without value management experience, believe

that the quantity surveyor already provides the VM function as part of the quantity

surveying role.

Value has several definitions, varying from ‘that which renders anything useful

or estimable’ to, more simply, ‘price’. It is because of these different perceptions

embodied within the word value that VM is often hard to understand and it is possibly

for this reason that it has been confused with cost planning, buildability and cost saving.

This confusion has led to a lack of use of VM (McGeorge & Zou, 2012).

Fewings (2013) asserted that some participants see VM as no more than a multi-

disciplinary cost reduction exercise, with little precision in the focus on value and

function analysis, with little creative thinking and the implementation of solutions based

on previous experience.

Bowen (2010) indicated that the use of VM among South African quantity

surveyors does not reach their testified levels of awareness where he also stressed that

their awareness appears to relate more to older understandings of value engineering,

rather than to a more up-to-date developments of VM and its application.

40

2.11 Solutions of low use of VM implementation

It is important to know that there are solutions or recommendations of the

application of VM in the construction industry as it provides an incentive to the client

and design team to strategically tackle the problems of VM application and thus able to

implement VM to its full potential.


The selection of team members is of great importance, as any misconduct will

incur extra cost and time to the project itself. The success of a value study is clearly

dependent on the facilitator, the value study must be carried out in such a manner that

facilitator can adapt to the emerging issues to design flexibility, especially leading the

workshop with other VM practitioners. The cognitive skills of the facilitator is a factor

to be considered when selecting (Kelly et al., 2015).

2.11.2 Local Guidelines for VM, better standardisation

Sabiu (2016) identified that a number of respondents gave a suggestion of

providing local guidelines and better standardisation as one of the ways to minimize the

factors hindering the implementation of VM.

Providing local guidelines for VM enables the industry to apply VM

systematically and effectively. Practical guidelines for implementing VM are needed

because not all practitioners are familiar with VM when first attempting to implement it.

Furthermore, practical guidelines for practitioners ensure compliance and alignment

with the characteristics of the domestic construction industry Kim et al. (2016).

41


Malla (2014) made recommendations of VM implementation which includes

providing an incentive clause for a VM re-proposal in the contract document. The

incentive clauses for sharing the equitable savings and risks for implementing VM, can

encourage owners and stakeholders to apply VM in their projects (Cheah and Ting,

2005).


There is a need to increase public awareness of VM concept in the construction

industry by organising trainings, workshops or seminars to the public. Appropriate

seminars or conferences should be conducted in the construction industry to disseminate

the concept and benefits of VM study so that they can accept it instead of having the

misconception that it is difficult and complex to implement. Jappar et al. (2009)

indicated that promotion of VM should be more aggressive especially in producing

seminars as there is a low percentage on formal practice. One of the suggestions in a

study by Sabiu (2016) from the respondents suggest that VM should be vigorously

taught to professionals by organising workshops/seminars.


Institutional publication is one of the medium to spread knowledge and related

information. Comprehensive and interesting contents are necessary to be provided to

gain interest of the reader. Web contents of institution can serve as a ‘one-stop’ data

centre to obtain information related to VM. Sabiu (2016) indicated that one of the

suggestions by the respondents for minimizing the factors influencing VM

implementation is to conduct research, and publications on VM importance and value.

42


It is clear that the time factor will influence the implementation of VM study.

The decision to implement VM will have to be made in an earlier stage to attain cost

savings and improvement in value for the overall projec t. Time spent prior to

undertaking a value workshop is vital for the success of a study overall (Kelly et al.,

2015). Whyte and Cammarano (2012), Li and Ma (2012), and Cheah and Ting (2005)

ascertained that time limitations is a factor to be considered for the implementation of

VM.


Greater effort should be made to train and educate industrial practitioners and industry

owners about VM (Kim et al. 2016). Nothing reinforces VM more effectively than

success gained through practical experience of its use. One of the keys to a successful

VM is the management of the facilitator in the whole VM process. Well trained

facilitator will ensure a successful VM procedure. The facilitator should focus on

people’s interests and not their positions (CIOB Institute, 2013). It is concluded that

clients view good practitioners as the most critical and essential in delivering VM

service (Kelly et al., 2015).

43

CHAPTER 3

RESEARCH METHODOLOGY

3.1 Introduction

This chapter delineates the means of research pertained to accomplish the aims

of the study stated in Chapter 1 which is to analyse why value management is not widely

used as well as the solutions of implementing it and the design team’s perception

towards its practice in the Bruneian construction industry. This chapter firstly introduces

the structures of the research procedure, research design and research structure followed

by the explanation of research methods, which involves sampling, questionnaire design

and analysis method.

44

3.2 Research Process

The research process has been categorized and thoroughly planned to achieve the

targeted aim and objective set out. The questionnaire will be allocated through an online

survey to professionals in the construction industry, specifically to the design team.

Figure 3.0: Research Process

Identify the area of interest

Identify the issues, problems and scope of study

Articulate research questions and objectives

Conduct literature review

Collect and collate data and information

Analysis and synthesis of data

Writing up of research findings

45

Step 1 - Identify the area of interest

The first step in the research process is to identify the area of interest that needs

to be explored. Availability of resources is significant and necessary to be given

sufficient consideration in order to ensure feasibility of the research.

Step 2 - Identify the issues, problems and scope of study

Through reading of articles, websites, books and journals regarding value

management in the construction industry, the researcher establishes the current issues

and formulates the research problems.

Step 3 - Articulate research questions and objectives

The rise of research questions leads to the establishment of the objectives. The

research objectives attained are:

iv) To investigate why VM is not widely used in the Bruneian construction industry.

v) To explore the solutions of implementing VM.

vi) To identify the design team’s perception towards value management in Brunei

Darussalam.

46

Step 4 - Conduct literature review

In order to acquire sufficient data for further understanding of the research,

studying previous researches related to the research objectives are essential. The

information can be gathered via books, thesis, websites, and journals. This step of the

process will educate the researcher on the problem areas and provide the information

required to formulate the next steps.

Step 5 - Collect and collate data and information

In this research, questionnaire survey is implemented as a tool of data collection

with quantitative methodologies. The targeted population will need to be identified

which can be done through sampling. The questionnaire survey is arranged based on the

research objectives in the form of sections. The collection of data will provide necessary

information needed to answer the research questions.

Step 6 - Analysis and synthesis of data

When sufficient number of respondents is collected, the data attained is to be

analyzed so that the research question can be answered. The analyst will then review the

data through comparative statistics in the form of charts, graphs and other statistical

tools.

47

Step 7 - Writing up of research findings

The final stage of the research process will include proposing different solutions

and recommendations in summarization of the information obtained from the research.

The researcher can offer his prediction and his review on whether the research aims and

objectives were successfully achieved.

48

3.3 Research Design

OBJECTIVES TYPES OF DATA SOURCES OF DATA

METHOD OF COLLECTION

1. To investigate why

value management is



industry.

The problems faced that

prevents the application of

Value Management.

Articles

Books

Journals

Websites

Reading

Questionnaires

Analysis

2. To explore the

solutions of value

management

implementation

The solutions that can face

the problems that prevents

the application of Value

Management.

Articles

Books

Journals

Websites

Reading

Questionnaires

Analysis

3. To identify the

design team’s

perception towards

value management in

Brunei Darussalam.

Evaluate the level of

perception of the design

team after understanding the

problems and solutions

mentioned in objective 1

and 2. The level of

perception should be on a

scale of whether to consider

applying VM or not.

Articles

Journals

Websites

Reading

Questionnaires

Analysis

Table 3.0 - Research Design

49

3.4 Research Framework

Figure 3.1 - Research Framework

In the research framework described above in Figure 3.1, the problems and

solutions will serve as a platform for identifying the design team’s perception towards

VM in the Bruneian construction industry.

THE PERCEPTION OF VALUE MANAGEMENT IN THE

BRUNEIAN CONSTRUCTION INDUSTRY

Objective 2

To explore the

solutions of

implementing value

management.

Objective 1

To investigate why

value management is



industry.

Objective 3

To identify the design

team’s perception

towards value

management in Brunei

Darusasalam.

Problems:

Lack of Knowledge Resistance to Change

Lack of Experience

Too expensive to carry out Poor facilitation skills


Lack of VM experts


Lack of commitment/support Lack of Awareness

Research Aim: To study the perception of how the design team considers VM in

Brunei Darussalam

Solutions:

Careful selection of VM team Local Guidelines for VM,

better standardisation

Provide incentive clause Conference and Seminar



Adequate training

50

3.5 Research Techniques

The nature of this study will be in quantitative method. Hence, this section

illuminates the research techniques undertaken in this study which consists of sampling,

design of questionnaire, and analysis method.

3.5.1 Scope and Sampling

The course of selecting a specific group from a population of interest is known as

sampling, which is a basic requirement for a research study. The purpose of this basic

requirement is for generalizing the research results back to its population (William,

2006). Sampling procedure begins with identifying the population interest followed by

setting up a sampling frame which indicates the group of people to draw a research

sample. The procedure ends with setting a sampling method; there are various kinds of

methods such as Cluster Sampling, Stratified Sampling, Simple Random Sampling (SRS)

and Systematic Sampling.

For this study, there are a number of parties involved in the construction industry,

namely, the architects, M&E engineers, structural engineers, quantity surveyors,

developers, contractors and clients. The population is regarded as the researcher’s

limitation to consider having all the parties involved in the study. Hence, the design

team is the ‘sample’ referring as the small sub-group of people in the construction

industry that the researcher chose for the study.

51

3.5.2 Sampling Size

As cited in Kenpro (2012), Krejcie and Morgan (1970) created an article where

they used a formula to determine the sample size for research activities.

𝑠 = 𝑋2𝑁𝑃(1 − 𝑃) ÷ 𝑑2(𝑁 − 1) + 𝑋2𝑃(1 − 𝑃)

Where,

s = required sample size.

𝑋2 = the table value of chi-square for 1 degree of freedom at the desired confidence

level (3.841).

N = the population size.

P = the population proportion (assumed to be 0.50 since this would provide the

maximum sample size).

d = the degree of accuracy expressed as a proportion (0.05).

52

The population size for architects, quantity surveyors and engineers is identified

in reference to Pertubuhan Ukur Jurutera & Arkitek (PUJA), (PUJA Brunei, 2017).

There are a total of approximately 64 architects, 72 quantity surveyors, and 167

engineers. By adapting to this formula, the sample size can be shown below:

Architects:

𝑠 = (3.841)(64)(0.50)(1 − 0.50) ÷ (0.05)2(64 − 1) + (3.814)(0.50)(1 − 0.50)

= 55

Quantity Surveyors

𝑠 = (3.841)(72)(0.50)(1 − 0.50) ÷ (0.05)2(72 − 1) + (3.814)(0.50)(1 − 0.50)

= 61

Engineers

𝑠 = (3.841)(167)(0.50)(1 − 0.50) ÷ (0.05)2(167 − 1) + (3.814)(0.50)(1 − 0.50)

= 117

Thus, the sampling size is identified which is a total of 233 of questionnaires

required to send.

3.5.3 Design of Questionnaire

A questionnaire is a list or a set of questions that permits researchers to collect

and record data that will serve as a guide in accomplishing their research aims (Best,

53

2012). In this study the questionnaire is considered to be a quantitative research me thod.

Questionnaires should have a definite purpose related to the main objectives of the

research being undertaken (Kirklees council, 2006).

Well-defined and straightforward are two factors that should be exposed in the

survey questions. It is important to avoid using jargons which more often can be seen as

a futility to the respondents. The structure of the questionnaire begins with section A

which is the demographic profile, followed by three other sections representing the three

research objectives in this study. In section A, background information regarding the

research and information on participants should be provided which includes the aim of

the questionnaire, confidentiality and voluntary responses (Denscombe, 2010). The use

of close-ended questions is adopted using the Likert scale approach. Additionally, a

single multiple-choice question located in section B is adopted to identify an

individual’s own opinion on the most significant factor of why VM is not widely used.

Respondents are given an ordinal scale of 1 to 5 which signifies the level of agreement

from “Strongly Disagree” to “Strongly Agree” in section B and D. Section C also uses

an ordinal scale of 1 to 5 but representing the level of significance which ranges from

“Not Significant” to “Very Significant”.

A web-based questionnaire (Google form) is implemented for this research,

located on a host site (Google) where the respondents are able to approach it through the

website with computers and also mobile phones. This online-based method is cost

effective compared to using paper-based questionnaires and it also brings other valuable

benefits, such that respondents can answer and submit the survey with only a few clicks

while the researcher acquires the responses in the form of spreadsheet or database with

readymade charts or graphs which updates automatically every submission by the

respondents. The selected respondents are invited to participate in the survey via email

with hypertext link attached in it.

54

3.5.4 Analysis Method

3.5.4.1 Average Index

The data collected from the questionnaire is analysed by using Average Index

(AI) analysis method as below:

𝐴𝑣𝑒𝑟𝑎𝑔𝑒 𝐼𝑛𝑑𝑒𝑥 =∑(1𝑥1 + 2𝑥2 + 3𝑥3 + 4𝑥4 + 5𝑥5)

𝑁

Where,

𝑥1 = Number of respondents for Strongly Disagree / Not Significant

𝑥2 = Number of respondents for Disagree / Slightly Significant

𝑥3 = Number of respondents for Slightly Agree / Moderately Significant

𝑥4 = Number of respondents for Agree / Significant

𝑥5 = Number of respondents for Strongly Agree / Very Significant

𝑁 = Represent the total number of respondents

AVERAGE INDEX LEVEL OF AGREEMENT LEVEL OF

SIGNIFICANCE

0.00≤Average value≥1.50 Strongly Disagree Not Significant

1.50 Average value 2.50 Disagree Slightly Significant

2.50 Average value 3.50 Slightly Agree Moderately Significant

3.50 Average value 4.50 Agree Significant

4.50 Average value 5.00 Strongly Agree Very Significant

Table 3.1 - Average index rating scale

55

3.5.4.2 Ranking

In order to rank the agreement/significance of each problems and solutions for

average index analysis, the factors are determined accordingly and prepared in

descending order depending on their values. Furthermore, a particular question in

Section B which is a self-opinion question, asking for the most significant factor of why

VM is not widely used, is ranked through percentage of respondents and not average

index.

56

3.6 Summary of Research Methodology

Chapter 3 revealed the entire research method applied to accomplish the research

objectives. The aspects mentioned in this chapter consist of research procedure, research

design, research framework; and research techniques such as sampling, design of

questionnaire, and analysis method.

The research procedure comprises of seven steps from the identifying the area of

interest to the summarisation of research findings. The research design mentioned the

three objectives which include sources and data collection approaches. The research

framework establishes the relation of the research aim with its objectives.

Accordingly, as this study is adapting in a quantitative manner, questionnaire is

chosen as the tool of data collection with the use of an online survey. Closed-ended

questions are asked in the questionnaire with the Likert scale approach. The chosen

respondents are requested to contribute in the survey via email invitation with

attachment of Google Form hypertext link. Lastly, Average Index (AI) analys is method

is preferred for data analysis.

57

CHAPTER 4

DATA ANALYSIS

4.1 Introduction

This chapter is about the analysis of the data collected from multiple responses.

It involves the data analysis of collected data from questionnaires distributed online to

respondents of the design team in accordance to the chapter and method mentioned in

chapter 3. The analysis results shall be examined further through charts and the findings

will then be evaluated in chapter 5.

58

4.2 Data collection

This research is based on the collection of data from two types of data. Primary

data is the first hand information gathered during a research whereas secondary data is

the data obtained from another source. The secondary data collected for this research can

be found in the literature review. The Secondary data includes information from articles,

journals, books and other academic researches. The secondary data of this research

examines the overview of the factors that the researcher needs to research and

accomplish by the end of the study. The primary data will be managed as an online

survey sent via email to the respondents through which they will be able to complete the

survey.

4.3 Response Rate

In accordance to the sampling size deprived previously, a sampling size of 233

questionnaires was required to distribute to architects, quantity surveyors, M & E

engineers, and structural engineers in Brunei Darussalam. A total of 72 responses are

obtained, which is 31% of response rate. The acquired data are evaluated and presented

in sequence of the sections in the questionnaire, which is from Section A to D. Figure

4.0 illustrated the response rate in the form of pie chart as shown below:

59

Figure 4.0 – Response Rate

4.4 Section A: Demographic Profile

4.4.1 Job Position

Figure 4.1 displays the responses of the respondent’s job position in the design team

Figure 4.1 – Job Position

25.0%

25.0%19.4%

30.6%

Job Position

Architect

Structural Engineer

M&E Engineer

Quantity Surveyor

31%

69%

Response Rate

Response Rate

Non-response Rate

60

Amongst the responses collected from the questionnaires, a majority of the data

are obtained from quantity surveyors which is 30.6%, followed by architect and

structural engineer who are equal in numbers with 25% each, and lastly M&E engineer

with 19.4% of the respondents.

4.4.2 Working experience

Figure 4.2 displays the respondents’ years of professional experience.

Figure 4.2 – Working Experience

Almost half of the respondents have more than 21 years of experience with a

percentage of 40.3%. 27.8% and 22.2% of respondents have a working experience of 11

to 20 years and 6 to 10 years respectively. Other respondents with 5 years and below of

working experience occupy a percentage of 9.7%. The survey focuses on the research

study which is the perception of value management and thus is in need of the different

years of experience that a professional has in order to achieve the objectives.

9.7%

22.2%

27.8%

40.3%

Below 5 yrs

6 - 10 yrs

11 - 20 yrs

21 yrs and above

Working Expereince

Working Expereince

61

4.4.3 Value Management Practice

Figure 4.3 – Have practiced VM

According to Figure 4.3, it shows that majority of the respondents have practiced

Value Management (65.3%) whereas others have not had any experience in its practice

(34.7%). To conclude, 65.3% of the respondents have been involved with value

management in the construction industry.

65.3%

34.7%

Have practiced VM

Yes No

62

4.4.4 Feedback on VM practice

Figure 4.4 displays the respondents’ feedback on VM practice, which is directed to only

those who have experienced it.

Figure 4.4 – Feedback on VM practice

100% of respondents in this figure are the 47 respondents who said to have

practiced VM whereas the other 25 respondents are not involved in this particular

analysis. A majority of respondents’ feedback on VM practice is Successful with a

percentage of 66%. Only one of the 47 respondents considers VM practice to be Very

Successful which represents 2.1%. The 2nd highest percentage have shown that many

have considered VM practice to be Unsuccessful which occupies 25.5%, followed by 6.4%

of those who regarded that the practice was Very Unsuccessful in their experience. To

conclude, 25.5% of Unsuccessful is considered to be high for a management practice

that is meant to bring good value and other benefits.

6.4%

25.5%

66.0%

2.1%

Very Unsuccessful

Unsuccessful

Successful

Very Successful



63

4.4.5 Current knowledge on VM

Figure 4.5 displays the respondents’ current knowledge on VM

Figure 4.5 – Current knowledge on VM

38.9% of the respondents are Slightly knowledgeable on VM, followed by 31.9%

who are More knowledgeable. Five respondents have complete understanding on VM

application which represents 6.9%. A percentage of 18.1% shows the respondents who

are Less knowledgeable on VM, followed by three respondents (4.2%) who deemed to

have said that they have no knowledge of VM. The highest percentage lies on the

Slightly knowledgeable category which shows that most of the respondents may have

only known VM in general, not more and also not less.

4.4.6 Summary of Demographic Profile


No knowledge of VM 3

Less knowledgeable 13

Slightly knowledgeable 28

More knowledgeable 23

Fully understand the application 5

0

5

10

15

20

25

30

No

. o

f re

spo

nd

en

ts


4.2%

18.1%

38.9%

31.9%

6.9%

64

Table 4.0 displays the summary of Section A, Demographic Profile:

A. Demographic

Profile Options Frequency Percentage (%)

Job position

Architect 18 25%

Structural Engineer 18 25%

M&E Engineer 14 19.4%

Quantity Surveyor 22 30.6%

TOTAL 72 100%

Working

experience

Below 5 years 7 9.7%

6 – 10 years 16 22.2%

11 – 20 years 20 27.8%

21 years and above 29 40.3%

TOTAL 72 100%

Have practiced

Value

Management

Yes 47 65.3

No 25 34.7

TOTAL 72 100%

Feedback on VM

Practice

Very Unsuccessful 3 6.4%

Unsuccessful 12 25.5%

Successful 31 66%

Very Successful 1 2.1%

TOTAL 47 100%

Your current

knowledge on VM

No knowledge of VM 3 4.2%

Less knowledgeable 13 18.1%

Slightly knowledgeable 28 38.9%

More knowledgeable 23 31.9%

Fully understand the

application 5 6.9%

TOTAL 72 100%

Table 4.0 – Section A : Demographic Profile

65

4.5 Section B: Why VM is not widely used


Figure 4.6 – Lack of Knowledge

As shown in Figure 4.6, about 38.9% of the respondents slightly agree on Lack

of Knowledge being a factor of why VM is not widely used followed by 34.7% who

agreed more and 9.7% who strongly agreed on this particular factor. On the other hand

15.3% of the respondents disagreed on that matter which comes from a majority of those

who have worked more than 21 years and above, followed by 1.4% who strongly

disagreed. As mentioned before, a majority of those who have worked more than 21

years and above have shown disagreement on Lack of Knowledge. For ones who have

worked long in the construction industry should have some knowledge on VM even

without practice.

1.40%

15.30%

38.90%

34.70%

9.70%

0.00%

5.00%

10.00%

15.00%

20.00%

25.00%

30.00%

35.00%

40.00%

45.00%

Lack of Knowledge

Strongly Disagree Disagree Slightly Agree Agree Strongly Agree

66

4.5.2 Resistance to change

Figure 4.7 – Resistance to change

As illustrated in Figure 4.7, most of the respondents indicated their level of

agreement as agree which is about 40.3%, 33.3% of those who slightly agree and 16.7%

for the ones who strongly agree. Only 1 respondent strongly disagree on this part which

is 1.4% whereas 8.3% of respondents who disagree. With a mix of those who agree and

strongly agree, more than half of the respondents have shown a higher level of

agreement on this factor. This shows that in some of the respondents’ experience, some

team members are unwilling to agree and accept changes that arise from this VM

exercise.

1.40%

8.30%

33.30%

40.30%

16.70%

0.00%

5.00%

10.00%

15.00%

20.00%

25.00%

30.00%

35.00%

40.00%

45.00%

Resistance to change


67


Figure 4.8 – Lack of Experience

According to Figure 4.8, the graph shows that 38.9% of the respondents selected

agree and is of the highest percentage in other scales. The second highes t is 31.9%

which are those who strongly agree followed by 19.4% who slightly agree, 8.3% who

disagree, and 1.4% who strongly disagree. To conclude, a majority of the respondents

are on the higher side of the level of agreement in which, excluding those who voted

slightly agree, covers up 70.8% of the respondents. This shows that many have agreed

that there is a lack of VM practice even though some people are aware of this

application, which holds them from ever putting it into practice.

1.40%

8.30%

19.40%

38.90%

31.90%

0.00%

5.00%

10.00%

15.00%

20.00%

25.00%

30.00%

35.00%

40.00%

45.00%

Lack of Experience


68

4.5.4 Too expensive to carry out

Figure 4.9 – Too expensive to carry out

As presented in Figure 4.9, 34.7% of the respondents indicated their level of

agreement as agree, whereas those who voted slightly agree is of the second highest

percentage, which is 33.3%. About six respondents chose strongly agree which

represents 8.3%. Almost a quarter of the respondents disagree with 22.2% and 1.4% for

strongly disagree. To conclude, 16 (22.2%) of the respondents disagreed on the factor

that VM is too expensive to carry out but the majority (34.7%) also agreed that some

members feared that in a VM practice, it would not be successful considering that they

have to initially invest on its exercise.

1.40%

22.20%

33.30%34.70%

8.30%

0.00%

5.00%

10.00%

15.00%

20.00%

25.00%

30.00%

35.00%

40.00%

Too expensive to carry out


69


Figure 4.10 – Poor facilitation skills

As shown in Figure 4.10, it indicates the level of agreement where it is 43.10%

for slightly agree, 30.6% for agree, and 5.6% for strongly agree. Moreover, in the

disagreement part, 19.4% of the respondents disagree and 1.4% for strongly disagree. To

sum it up, The majority have voted for slightly agree which shows that they do not see

poor facilitation skills as the main factor but somewhat agree that it plays some part on

why VM is not widely used that they think the facilitator are not skilled enough to

organize and manage the workshop.

1.40%

19.40%

43.10%

30.60%

5.60%

0.00%

5.00%

10.00%

15.00%

20.00%

25.00%

30.00%

35.00%

40.00%

45.00%

50.00%

Poor facilitation skills


70

4.5.6 Insufficient amount of time to implement

Figure 4.11 – Insufficient amount of time to implement

As illustrated in Figure 4.11, 41.7% of the respondents agree with this factor,

31.9% is the second highest which is slightly agree, 13.9% for disagree, and the least

highest which is 12.5% for strongly disagree. To conclude, many have agreed that

insufficient amount of time to implement is a factor to be considered for why VM is not

widely used with the majority (41.7%) who chose agree and 12.5% who strongly agree.

Only 10(13.9%) respondents disagree and 0% for strongly disagree.

0.00%

13.90%

31.90%

41.70%

12.50%

0.00%

5.00%

10.00%

15.00%

20.00%

25.00%

30.00%

35.00%

40.00%

45.00%



71


Figure 4.12 – Lack of VM experts

According to the figure 4.12 above, it can clearly be seen that 47.2% is the

highest where the respondents chose agree whereas 22.2% for both strongly agree and

slightly agree. There is a low level of agreement for disagree and strongly disagree

which is 6.9% and 1.4% respectively. With 22.2% of the respondents who strongly agree,

it shows the full agreement that this is a major factor for why VM is not widely used

because there are hardly any VM specialists. Furthermore, 47.2% voted for agree which

covers almost half of the respondents.

1.40%

6.90%

22.20%

47.20%

22.20%

0.00%

5.00%

10.00%

15.00%

20.00%

25.00%

30.00%

35.00%

40.00%

45.00%

50.00%

Lack of VM experts


72

4.5.8 Lack of local VM guidelines, standards and specifications

Figure 4.13 – Lack of local VM guidelines, standards and specifications

As presented in Figure 4.13 above, it can clearly be seen that 48.6% is the

highest where the respondents chose agree whereas 26.40% for strongly agree and 19.40%

for slightly agree. There is a low level of agreement for disagree and strongly disagree

which is 4.2% and 1.4% respectively. Similar to previous analysis, more than half of the

respondents showed a high level of agreement with 48.60% for agree and 26.40% for

strongly agree which explains that it is a major factor to be considered for why VM is

not widely used because of a lack of local VM guidelines, standards and specifications.

1.40%4.20%

19.40%

48.60%

26.40%

0.00%

10.00%

20.00%

30.00%

40.00%

50.00%

60.00%



73


Figure 4.14 – Lack of commitment / support

As shown in Figure 4.14, the respondents indicates their level of agreement

where 36.10% is of the highest for those who agree, 29.2% for slightly agree, 19.4% for

strongly agree. In the disagree segment, 13.9% of disagree and 1.4% for strongly

disagree. To conclude, a majority (36.1%) of the respondents chose agree but there are

also a number (10) of respondents who disagreed on this factor where there is a lack of

support from members who participates in the exercise.

1.40%

13.90%

29.20%

36.10%

19.40%

0.00%

5.00%

10.00%

15.00%

20.00%

25.00%

30.00%

35.00%

40.00%

Lack of commitment / support


74


Figure 4.15 – Lack of Awareness

As illustrated in Figure 4.15, 34.7% of the respondents indicated their level of

agreement as agree, followed by 31.9% for slightly agree, and 25% for strongly agree. In

the disagreement sector, 6.9% voted for disagree and 1.4% for strongly disagree. To sum

it up, 25% for strongly agree is very critical as it shows those who fully agree on the

statement where they agree that some members are unaware of VM whereas only

5(6.9%) respondents disagreed and only 1(1.4%) who strongly disagree.

1.40%

6.90%

31.90%

34.70%

25.00%

0.00%

5.00%

10.00%

15.00%

20.00%

25.00%

30.00%

35.00%

40.00%

Lack of Awareness


75

4.5.11 Summary of Why VM is not widely used

Table 4.1 displays the summary analysis of Section B, Why Value Management is not

widely used

1 = Strongly Disagree 2 = Disagree 3 = Slightly Agree

4 = Agree 5 = Strongly Agree

B. Why Value Management

is not widely used

Frequency Analysis Average

Index

Rating

scale Rank 1 2 3 4 5

Number of Respondents

Lack of local VM guidelines,

standards and specifications 1 3 14 35 19 3.944 Agree 1

Lack of Experience 1 6 14 28 23 3.917 Agree 2

Lack of VM experts 1 5 16 34 16 3.819 Agree 3

Lack of Awareness 1 5 23 25 18 3.75 Agree 4

Resistance to change 1 6 24 29 12 3.625 Agree 5

Lack of commitment/support 1 10 21 26 14 3.583 Agree 6

Insufficient amount of time

to implement 0 10 23 30 9 3.528 Agree 7

Lack of Knowledge 1 11 28 25 7 3.361

Slightly

Agree 8

Too expensive to carry out 1 16 24 25 6 3.264

Slightly

Agree 9

Poor facilitation skills 1 14 31 22 4 3.194

Slightly

Agree 10

Table 4.1 – Section B : Why VM is not widely used

76

As shown in the summary of the Table 4.1 above, with the analysis method of

average index, the top five rankings of why VM is not widely used are identified as: (1)

Lack of local VM guidelines, standards and specifications, (2) Lack of Experience, (3)

Lack of VM experts, (4) Lack of Awareness, (5) Resistance to change. These factors

have an average index at least 3.6 and above which shows that the respondent considers

these factors to be very influential on VM practices in the Bruneian construction

industry. Lack of local VM guidelines, standards and specifications ranked first through

which they agree that practical guidelines for implementing VM are needed because not

all practitioners are familiar with VM when first attempting to implement it. Lack of

Knowledge, Too expensive to carry out, and Poor facilitation skills are the last three in

the ranks in which they also fall under a scale rating of ‘Slightly Agree’ with a low

average index of 3.4 and lower.

Table 4.2 – Most significant factor of why VM is not widely used

B. Most significant factor of

why VM is not widely used

Frequency Analysis

% Rank Number of

Respondents

Lack of Knowledge 11 17.2% 1

Lack of Experience 8 12.5% 2

Lack of Awareness 8 12.5% 2

Lack of local VM guidelines,

standards and specifications 8 12.5% 2

Insufficient amount of time to

implement 7 10.9% 5

Lack of VM experts 6 9.4% 6

Too expensive to carry out 6 9.4% 6

Resistance to change 6 9.4% 6

Lack of commitment/support 3 4.7% 9

Poor facilitation skills 1 1.6% 10

77

Table 4.2 displays the additional question in Section B, asking for the most significant

factor of why VM is not widely used which is opinion based.

The chosen most significant factor were ranked out of all ten factors which is

Lack of Knowledge (17.2%). Other factors being 12.5% or lower shows that almost all

of the ten factors given play a part in the decision for the respondents to vote for the

most significant factor

4.6 Section C: Solutions of VM


Figure 4.16 – Conference and Seminar

According to Figure 4.16, half of the respondents (50%) indicated their level of

significance on this solution as significant followed by 23.60% very significant and 22.2%

for moderately significant. Only 4.2% of the respondents deemed this solution to be

slightly significant and none (0%) have voted for not significant. About three quarters of

0.00%4.20%

22.20%

50.00%

23.60%

0.00%

10.00%

20.00%

30.00%

40.00%

50.00%

60.00%

Conference and Seminar

Not Significant Slightly Significant Moderately Significant

Significant Very Significant

78

the respondents have favoured on this solution where it organize trainings, workshops or

appropriate seminars to the public. Suggesting that promotion of VM should be more

aggressive.

4.6.2 Local Guidelines for VM, better standardization

Figure 4.17 – Local Guidelines for VM, better standardization

As shown in Figure 4.17, more than half (55.6%) of the respondents have

indicated their level of significance on this solution as significant followed by 18.1% for

very significant, 16.7% for moderately significant, 9.7% for slightly significant, and

none (0%) for not significant. Many have considered this solution to be significant

where it enables the industry to apply VM systematically and effectively and only

7(9.7%) responded slightly significant.

0.00%

9.70%

16.70%

55.60%

18.10%

0.00%

10.00%

20.00%

30.00%

40.00%

50.00%

60.00%

Local Guidelines for VM, better standardization



79


Figure 4.18 – Careful selection of VM team

As presented in Figure 4.18, the respondents indicated their level of significa nce

36.1% each for moderately significant and significant whereas 16.7% for slightly

significant, and 5.6% each for not significant and very significant. To conclude, this

solution is considered not as significant as the others mentioned through which there are

4(5.6%) who deemed it to be not significant and 12(16.7%) for slightly significant.

5.60%

16.70%

36.10% 36.10%

5.60%

0.00%

5.00%

10.00%

15.00%

20.00%

25.00%

30.00%

35.00%

40.00%

Careful selection of VM team



80


Figure 4.19 – Provide Incentive clause

As illustrated in Figure 4.19, 41.7% of the respondents selected significant on

this particular solution followed by 38.9% for moderately significant, 9.7% for very

significant, 5.6% for slightly significant, and 4.2% for not significant. To sum it up,

many have agreed that it is significant to provide an incentive clause which includes

sharing the equitable savings and risk for implementing VM that can encourage owners

to apply VM in their projects, but it can be regarded as not the most significant solution

with only 9.7% respondents chose very significant.

4.20%5.60%

38.90%41.70%

9.70%

0.00%

5.00%

10.00%

15.00%

20.00%

25.00%

30.00%

35.00%

40.00%

45.00%

Provide incentive clause



81


Figure 4.20 – Institutional Publications, Websites

According to Figure 4.20, about half (52.8%) of the respondents indicated their

level of significance for this solution as significant whereas 30.6% for moderately

significant, 15.3% for very significant, 1.4% for slightly significant and none (0%) for

not significant. To conclude, a majority of the respondents have expressed that this

solution is significant whereas not even one voted for not significant. This indicates that

this solution is effective.

0.00% 1.40%

30.60%

52.80%

15.30%

0.00%

10.00%

20.00%

30.00%

40.00%

50.00%

60.00%




82


Figure 4.21 – Early decision making

As shown in Figure 4.21, 40.3% of the respondents chose significant followed by

38.9% for moderately significant, 16.7% for very significant, and 4.20% for slightly

significant and none (0%) voted for not significant. To sum it up, it can be regarded as a

good solution to VM with time spent prior to undertaking a value workshop is vital for

the success of a study but it is not the most significant solution with 38.9% voted for

moderately significant instead deciding for a higher scale.

0.00%

4.20%

38.90%40.30%

16.70%

0.00%

5.00%

10.00%

15.00%

20.00%

25.00%

30.00%

35.00%

40.00%

45.00%




83


Figure 4.22 – Adequate training

As illustrated in Figure 4.22, 41.7% of the respondents indicated their level of

significance as significant followed by 29.2% for moderately significant, 27.8% for very

significant, 1.4% for slightly significant and none (0%) for not significant. To sum it up,

27.8% of those voted for very significant which shows full agreement on this particular

solution, this is further clarified with having 41.7% of the respondents voted for

significant and no respondent voted for not significant. This solution can be considered

to be one of the most significant solutions.

0.00%1.40%

29.20%

41.70%

27.80%

0.00%

5.00%

10.00%

15.00%

20.00%

25.00%

30.00%

35.00%

40.00%

45.00%

Adequate training



84

4.6.8 Summary of Solutions of VM

Table 4.3 displays the summary of Section C, the solutions of VM:

1 = Not Significant 2 = Slightly Significant

3 = Moderately Significant 4 = Significant 5 = Very Significant

C. Solutions of Value

Management


Index Rating scale Rank 1 2 3 4 5


Adequate training 0 1 21 30 20 3.958 Significant 1

Conference and Seminar 0 3 16 36 17 3.931 Significant 2

Local Guidelines for VM,

better standardization 0 7 12 40 13 3.819 Significant 3

Institutional Publications,

Websites 0 1 22 38 11 3.819 Significant 3

Early decision making 0 3 28 29 12 3.694 Significant 5

Provide incentive clause 3 4 28 30 7 3.472

Moderately

Significant 6

Careful selection of VM

team 4 12 26 26 4 3.194

Moderately

Significant 7

Table 4.3 – Section C : Solutions of VM

As shown in the summary of the table 4.3 above, with the analysis method of

average index, the top three rankings for the solutions of VM are identified as: (1)

Adequate training, (2) Conference and Seminar, (3) Local Guidelines for VM, better

standardization, (3) Institutional Publications, Websites. Of the top three mentioned,

have achieved a higher average index with at least 3.8 and above. Particularly for both

Local Guidelines for VM, better standardization and Institutional Publications, Websites,

85

have the same average index of 3.819 and thus are both ranked together as (3). Adequate

training is ranked highest where most respondents agree that the most significant

solution to VM is to train and educate industrial practitioners and industry owners about

VM.

4.7 Section D: Perception towards VM in Brunei

I. VM should be implemented as soon as possible as it can be a very successful

management tool given the right practice.

Figure 4.23 – Section D (1)

0.00% 4.12%

52.81%

33.35%

9.72%

VM should be implemented as soon as possible as it can be a very successful

management tool given the right practice


86

II. It will take a long time for VM to be well recognized but there will be

opportunities and it will be successful in the future.


III. This management tool should be developed further for it to be successful


0.00% 1.39%

47.22%

33.33%

18.06%

It will take a long time for VM to be well recognized but there will be opportunities

and it will be successful in the future.


1.39% 1.39%

33.33%

47.22%

16.67%

This management tool should be developed further for it to be successful


87

IV. VM will still be rarely applied in the Bruneian construction industry


V. VM will not be as essential management tool in the future.


1.39%

13.89%

62.49%

16.67%

5.56%

VM will stil be rarely applied in the Bruneian construction industrty


25.25%

43.49%

27.05%

1.40% 2.81%

VM will not be as essential management tool in the future


88

4.7.1 Summary of Perception towards VM in Brunei

Table 4.4 displays the analysis of Section D, Perception towards VM in Brunei:

1 = Strongly Disagree 2 = Disagree

3 = Slightly Agree 4 = Agree

5 = Strongly Agree

D. Perception towards VM in

Brunei


Index

Rating

scale Rank 1 2 3 4 5


This management tool should

be developed further for it to

be successful 1 1 24 34 12 3.764 Agree 1

It will take a long time for VM

to be well recognized but there

will be opportunities and it will

be successful in the future. 1 1 34 24 12 3.625 Agree 2

VM should be implemented as

soon as possible as it can be a

very successful management

tool given the right practice. 0 3 38 24 7 3.486

Slightly

Agree 3

VM will still be rarely applied

in the Bruneian construction

industry 1 10 45 12 4 3.111

Slightly

Agree 4

VM will not be an essential

management tool in the future 18 32 20 1 2 2.167 Disagree 5

Table 4.4 – Section D : Perception towards VM in Brunei

89

As shown in the summary Table 4.4 above, with the analysis method of average

index, the rankings for the Perception towards VM in Brunei are identified. The one

with the highest average index which is 3.764 regard “This management tool should be

developed further for it to be successful” as the most agreeable current perception of

VM in Brunei. It implies that VM needs to be developed further than how it currently is

for the application to see more success. On the other hand, the results show that rank (1)

and (2) are of under the “Agree” rating scale, whereas rank (3) and (4) are under

“Slightly Agree”, and rank (5) is under “Disagree”. Many have disagreed on “VM will

not be an essential management tool in the future” which suggests that many believe that

VM should not be taken down or ignored as it is an application that increases value and

bring other useful benefits.

4.8 Summary of data analysis

Chapter 4 concludes the data analysis carried out for the data collected through

questionnaires distributed among architects, M&E engineers, structural engineers, and

quantity surveyors in Brunei. The data collected is analysed in the form of charts, graphs

and tables which includes 3 main parts, which are Section B: Why VM is not widely

used, Section C: Solutions of VM, Section D: Perception towards VM in Brunei. From

the data analysis, data is more presentable and easy to interpret in order to achieve the

objectives of the study. The following chapter will provide a conclusion on the findings,

limitation and recommendation for this study.

90

CHAPTER 5

CONCLUSION

5.1 Introduction

This chapter is the final conclusion of the study. After analysing the data in

chapter 4, the chapter explains how the finding relates to the points expressed in

literature review. The findings are then summarized and concluded, followed by the

discussion of limitations in the study and recommendation for future study references.

91

5.2 Findings

Findings are obtained through both in-depth literature review and data analysis

from the previous chapters. The aim of the research is to establish whether the three

objectives are achieved in a research based analysis.

Research objectives:

vii) To investigate why value management is not widely used in the Bruneian

construction industry.

viii) To explore the solutions of implementing value management.

ix) To identify the design team’s perception towards value management in Brunei

Darussalam.

5.2.1 Objective 1 - To investigate why value management is not widely used in

the Bruneian construction industry.

According to the results, it was revealed that “Lack of local VM guidelines,

standards and specifications” is recognized as the most influential factor of why VM is

not widely used with more than half of the respondents stating a higher level of

agreement. Due to the lack of local VM guidelines, not all practitioners are familiar with

VM when first attempting to implement it. Kim et al. (2016) and Whyte and Cammarano

(2012) identified this factor as their third highest issue affecting VM. This particular

factor overshadows other notable factors such as “Lack of Experience” and “Lack of

VM experts” which are ranked second and third respectively.

92

Below are the ranking for the factors of why VM is not widely used:

1. Lack of local VM guidelines, standards and specifications

2. Lack of Experience

3. Lack of VM experts

4. Lack of Awareness

5. Resistance to change

6. Lack of commitment / support

7. Insufficient amount of time to implement

8. Lack of Knowledge

9. Too expensive to carry out

10. Poor facilitation skills

Despite “Lack of local VM guidelines, standards and specifications” being the

most agreeable factor with an average index of 3.944, in an opinion based question,

“Lack of Knowledge” has been identified as the most significant factor of why VM is

not widely used. This suggests that many of the respondents, particularly to the

respondents who worked not more than 10 years, still agree on “Lack of Knowledge”

being a lingering problem in a VM practice. Knowledge of value methodology is

important to the design team, from the perspective of actual service provision, to an

appreciation of its benefits and application when advising clients.

5.2.2 Objective 2 – To explore the solutions of implementing VM

Similar to objective 1, a ranking has been determined among all of the seven

solutions stated in Literature Review by using the Average Index analysis method.

Below are the ranking for the solutions of implementing VM:

1. Adequate training

93

2. Conference and Seminar

3. Local Guidelines for VM, better standardization

4. Institutional Publications, Websites

5. Early decision making

6. Provide incentive clause

7. Careful selection of VM team

According to the rankings, most of the respondents think that “Adequate training”

is the most significant solution. Nothing reinforces VM more effectively than success

gained thorough practical experience of its use. Kelly et al. (2015) concluded that clie nts

view good practitioners as the most critical and essential in delivering VM service. This

factor is followed by “Conference and Seminar” and “Local Guidelines for VM, better

standardisation” being ranked second and third respectively. Appropriate seminars or

conferences should be conducted in the construction industry to disseminate the concept

and benefits of VM study. Jaapar et al. (2009) and Sabiu (2016) agreed with this

significant solution as promotion of VM should be more aggressively taught to

professionals by organising workshops or seminars. It is essential that local VM

guidelines, and standards be established to promote the widespread application of VM in

the construction industry. With “Local Guidelines for VM, better standardisation” being

ranked third, it indicates that the respondents think that the government should provide

satisfactory guidance for VM. As mentioned in Literature Review, practical guidelines

for practitioners ensure compliance and alignment with the characteristics of the

domestic construction industry (Kim et al. 2016)

94

5.2.3 Objective 3 – To identify the design team’s perception towards value

management in Brunei Darussalam

Based on the results in data analysis, it clearly shows that the majority of the

respondents have practiced and are aware of VM. Many have agreed on a lack of local

VM guidelines in Brunei. Practical guidelines for implementing VM are needed because

not all practitioners are familiar with VM when first attempting to implement it. Most of

the respondents think that adequate training is needed where industrial practitioners and

industry owners needs to be trained and educated about VM. This relates so much on the

findings of Whyte and Cammarano (2012) where the respondents are conscious of

applying VM but are still developing the effectiveness of their process where it is felt

that there is room for improvement by means of additional training. As mentioned in the

analysis for Section D, many have agreed that VM should be developed further for it to

be successful and believe that it will take a long time for VM to be well recognized but

there will be opportunities and it will be successful in the future. Majority of the

respondents disagree that VM will not be an essential tool in the future which shows

further clarification that they believe in the application of VM but suggests that it should

be developed first and foremost.

5.3 Limitations of the Study

The focused population in this study is the design team, which are the architects,

M&E engineers, structural engineers, and quantity surveyors which excludes other

members in a VM procedure such as clients. Due to the limitation of time of this

research, the number of responses from different professions are not as effective with

having only 14 (19.4%) M&E engineers compared to 22 (30.6%) quantity surveyors

which shows that equal analysis may not be as accurate or well-adjusted. Close-ended

type of questions is used in this survey which limits the respondents’ answers such that

they could provide unique answers and opinions.

95

5.4 Recommendation for Future Works

Although the research has successfully achieved the study’s objectives, it is

suggested for future research to cover wider population of members in the construction

industry such as clients and developers. This expansion of population sample will widen

the research findings from different professions with different perspectives. Furthermore,

open-ended survey questions or in-depth interview are recommended for future study to

enhance the validity of the research findings. Many researches have conducted studies

on VM such as the awareness of VM, factors hindering VM and benefits of

implementing VM. Hence, much effort is needed to research further on the impact of

VM solutions that will encourage construction players on the application of VM.

Moreover, further research needs to identify the factors that would make a successful

VM application which will further help construction practitioners in the industry to

embrace and implement VM.

5.5 Conclusion

In conclusion, the three research objectives of this study are satisfied and

analysed in detail. The analysis shows that many have practiced and are aware of VM in

Brunei where majority of the respondents have worked for 21 years and above where

lack of knowledge is of no hindrance to them, thus bringing up a different factor. From

the findings of why VM is not widely used, it is believed that the respondents considers

that there is a need for local VM guidelines, and standards to be established to promote

the widespread application of VM in the construction industry, suggesting that

government should provide satisfactory guidance for VM in Brunei. Many believed that

adequate training is a significant solution for VM not widely used according to the

ranking for solutions of VM. Ensuring that the practitioners and industry owners are

trained and educated well for a VM procedure is important for a successful VM

96

workshop. Hence, it is important for the industry owners and industrial practitioners to

have the right standards to carry out VM among other members in its practice. At the

moment, VM is not encouragingly enough to be implemented with its application still in

doubt which suggests that many of the respondents agree that it should be developed

first and foremost and furthermore believed that it will be successful in the future. In

conclusion, with the findings from this study, it can potentially help provide new

information to researchers and VM practitioners. Furthermore it is hoped that VM will

be researched on further with the hopes of bringing substantial benefits in the

construction practice in the future.

97

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APPENDIX A

QUESTIONNAIRE SURVEY FORM

103

104

105

106

107

108

109

110

APPENDIX B

EMAIL FROM RESPONDENT

111

APPENDIX C

RESPONSES