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

This section reviews the participant’s professional background and attributes.

1.0 Professional Field:

Architecture

Project management

Quantity Surveying

Structural/Civil Engineering

Mechanical Engineering

Electrical Engineering X

2.0 Categorization of role in the organization:

Director

Managing Partner

Senior Management

Mid-level Management X

Others

3.0 Professional Experience:

5-10 years X

11-15years

16-20 years

>20 years

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

<5

5-10

11-15

16-20

>20 X

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

Yes X

No

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

processes linked to ensuring achievement of maximization of functional requirements of the

client at a minimal cost without comprising quality. It is intended to gather consensus on

effectiveness of existing value management practices in influencing achievement of expected

project performance from a view point of construction professionals as applied to our local

construction industry within the private sector.

Please respond to the questions below as per the following instructions.

Please use the 5-point scale shown below to indicate your view (by typing X) on each of the

following statements, placing your rating in the box to the right hand side of each statement.

Scale:- Strongly Disagree

(SD)

Disagree

(D)

Neutral

(N)

Agree

(A)

Strongly Agree

(SA)

Section B-Perceptions and opinions of value management adoption

1. The following are the opinions/beliefs of value management on construction projects.

SD D N A SA

Cost cutting exercise X

Time consuming exercise X

Design improvement exercise X

Is the Qs and Architect’s responsibility X

Value enhancing exercise X

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

SD D N A SA

Confirming project brief: client requirements, project

objectives as well as project stakeholder requirements

X

Achieve reduction in project budget X

Achievement of value for money for funds invested X

Section C -Value management practices adopted in local construction industry

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

SD D N A SA

Inception stage- project briefing X

Feasibility stage X

Concept design X

Scheme design X

Detailed design & BOQ X

Tender stage X

Construction stage X

Defects/maintenance period X

Throughout the entire project X

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

SD D N A SA

Client X

Financiers X

Design team ( Architect, engineers, QS) X

Project manager/ team leader X

Facilitator X

Others/Specify X

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

factors:

SD D N A SA

Risk factors X

Cost factors X

Quality factors X

Time related factors X

Safety and environmental factors X

4. Decision making process of design alternatives involves the following :

SD D N A SA

Group decision making/ consensus group

decision making after collaborative

discussions with value management team

members regarding design alternatives

X

Decisions are made by the team leader

/project manager after consultations with

value management team members

regarding design alternatives

X

5. Value management methods/techniques commonly adopted:

SD D N A SA

Value management workshops( brainstorming sessions

involving iterative discussions of suitable design

alternatives)

X

Value engineering change proposal provision in contracts (

Contracts designed to allow contractors suggest improvement

X

in design and specifications without affecting project budget)

Life cycle costing(evaluation of design options based on total

cost of acquisition, ownership, operation and disposal of a

facility)

X

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

of anticipated project performance?

SD D N A SA

a. Value management workshops

b. Value engineering change proposal

c. Life cycle costing

f. Combination of a,b,c X

g. Others/specify

Section D-Impact of value management practices on project performance

1. Based on the value management practices/techniques commonly adopted above( section C),

what impact have they had on the following project objectives:

SD D N A SA

Fully achieved all project objectives X

Partially achieved all project objectives

Fully achieved cost objectives only

Fully achieved quality/functional objectives only

Fully achieved time objectives only

Others/specify

Section E-Challenges of implementing effective value management

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

SD D N A SA

a.Lack of adequate team integration to result into

information sharing on aspects related to design

alternatives

X

b. Professional rewards not sufficient ( clients not willing

to pay reasonable fees for VM studies and design changes)

X

c. Lack of adequate direct interface between client and

design team during project life leading to fragmented

information flow regarding their requirements

X

d. Lack of VM knowledge and experience of VM team

members

X

e. Lack of VM culture within the industry hence resistance

to design reviews by consultants

X

f. Others/specify X

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

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

........................................................................................................................

Section F- Strategies for improvement of value management effectiveness

1. Challenges of achieving of effective value management may be mitigated by implementing

the strategies below:

SD D N A SA

Appropriate project leadership and management to influence

adequate team integration

X

Early engagement/interface of all project stakeholders including

the client during the project life

X

Engagement of contractors/suppliers during the early stages of a

project to benefit from their construction knowledge and

methodologies

X

Adequate client involvement throughout the project life to result

into clear communication of project goals

X

Sensitization of construction professionals in value management

concepts through trainings with professional bodies such as

USA, UIPE etc

X

2. What other strategies in your opinion would result in improvement in value management

effectiveness to influence achievement of expected project performance?

…………………………………………………………………………………………………

Thank you for sharing your thoughts towards my research. The questionnaire will be

treated as completely confidential.