Overcoming difficulties in construction value management - Revision history

Editor at 19:34, 29 October 2020

2020-10-29T19:34:49Z

← Older revision		Revision as of 19:34, 29 October 2020
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	\|-		\|-
	\| For		\| For
		+	\| Familiarity with the project – may help the team to achieve a deeper understanding of the project. Can contribute towards effective team building.
	\|		\|
−	~~Familiarity with the project – may help the team to achieve a deeper understanding of the project.~~	+	Fresh ideas are generated. Items can be critically appraised without having to defend existing ideas or approaches.
−	~~Can contribute towards effective team building.~~	+
−	\|	+
−	Fresh ideas are generated.	+
−	Items can be critically appraised without having to defend existing ideas or approaches.	+

	Can bring experience from other more diverse projects and organisations.		Can bring experience from other more diverse projects and organisations.
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	\| Against		\| Against
	\|		\|
−	May not be able to appraise their own work critically.	+	May not be able to appraise their own work critically. May not be able to introduce fresh and new ideas.
−	May not be able to introduce fresh and new ideas.	+

	Are more likely to confirm that their original approach is the most effective one.		Are more likely to confirm that their original approach is the most effective one.
	\|		\|
−	Potential conflict between external and internal parties.	+	Potential conflict between external and internal parties. The project team may be unwilling to implement recommendations made externally.
−	The project team may be unwilling to implement recommendations made externally.	+

	The ownership and liability for particular design ideas may be unclear.		The ownership and liability for particular design ideas may be unclear.
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	--[[User:CIOB\|CIOB]]		--[[User:CIOB\|CIOB]]

−	~~= Find out more =~~	+	= Related articles on Designing Buildings Wiki =
−		+
−	=== Related articles on Designing Buildings Wiki ===	+

	* Best value.		* Best value.
		+	* Principal-agent theory.
	* Team management.		* Team management.
	* Value.		* Value.
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	* Value planning.		* Value planning.

−	=== External references ===	+	= External references =

	* Hamersley, H (2002) Value Management in Construction, Dallas (2006), Kelly, (2004).		* Hamersley, H (2002) Value Management in Construction, Dallas (2006), Kelly, (2004).

	[[Category:DCN_Commentary]] [[Category:Construction_techniques]] [[Category:Cost_/_business_planning]] [[Category:Design]]		[[Category:DCN_Commentary]] [[Category:Construction_techniques]] [[Category:Cost_/_business_planning]] [[Category:Design]]

Designing Buildings at 05:13, 22 October 2020

2020-10-22T05:13:33Z

← Older revision		Revision as of 05:13, 22 October 2020
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	{\|		{\|
	\|width="33%"\|		\|width="33%"\|
−	\|width="33%"\|An internal facilitator	+
−	\|width="33%"\|An external facilitator	+	\|width="33%"\| An internal facilitator
		+	\|width="33%"\| An external facilitator
	\|-		\|-
−	\|For	+	\| For
−	\|Familiarity with the project – may help the team to achieve a deeper understanding of the project.	+	\|
		+	Familiarity with the project – may help the team to achieve a deeper understanding of the project.
	Can contribute towards effective team building.		Can contribute towards effective team building.
−	\|Fresh ideas are generated.	+	\|
		+	Fresh ideas are generated.
	Items can be critically appraised without having to defend existing ideas or approaches.		Items can be critically appraised without having to defend existing ideas or approaches.

	Can bring experience from other more diverse projects and organisations.		Can bring experience from other more diverse projects and organisations.
	\|-		\|-
−	\|Against	+	\| Against
−	\|May not be able to appraise their own work critically.	+	\|
		+	May not be able to appraise their own work critically.
	May not be able to introduce fresh and new ideas.		May not be able to introduce fresh and new ideas.

	Are more likely to confirm that their original approach is the most effective one.		Are more likely to confirm that their original approach is the most effective one.
−	\|Potential conflict between external and internal parties.	+	\|
		+	Potential conflict between external and internal parties.
	The project team may be unwilling to implement recommendations made externally.		The project team may be unwilling to implement recommendations made externally.

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	* Hamersley, H (2002) Value Management in Construction, Dallas (2006), Kelly, (2004).		* Hamersley, H (2002) Value Management in Construction, Dallas (2006), Kelly, (2004).

−	[[Category:Construction_techniques]] [[Category:Cost_/_business_planning]] [[Category:Design]]	+	[[Category:DCN_Commentary]] [[Category:Construction_techniques]] [[Category:Cost_/_business_planning]] [[Category:Design]]

Editor at 13:31, 10 November 2017

2017-11-10T13:31:40Z

← Older revision		Revision as of 13:31, 10 November 2017
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	* Value management.		* Value management.
	* Value management techniques.		* Value management techniques.
		+	* Value planning.

	=== External references ===		=== External references ===

Editor at 16:32, 9 March 2017

2017-03-09T16:32:55Z

← Older revision		Revision as of 16:32, 9 March 2017
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	* Individual insecurity – needing to make their mark.		* Individual insecurity – needing to make their mark.

−	However, it is important to remember that not all the conflicts are counterproductive. One of the keys to a successful value management process (in particular the value management workshop) is to select a multidisciplinary team with different backgrounds and attitudes. Apart from ensuring that all the necessary technical expertise is present, this is likely to introduce differing views and solutions to the problem being studied. One of the challenges for the process leader (or the facilitator) is to harness this conflict constructively, leading to innovative thinking and improved outcomes.	+	However, it is important to remember that not all the conflicts are counterproductive. One of the keys to a successful value management process (in particular the value management workshop) is to select a multidisciplinary team with different backgrounds and attitudes. Apart from ensuring that all the necessary technical expertise is present, this is likely to introduce differing views and solutions to the problem being studied.
		+
		+	One of the challenges for the process leader (or the facilitator) is to harness this conflict constructively, leading to innovative thinking and improved outcomes.

	The general rules to achieve conflict resolution in group situations are equally applicable in these instances:		The general rules to achieve conflict resolution in group situations are equally applicable in these instances:

−	* Emotions and people issues should be separated – consideration must be given to each issue from both sides’ perspective.	+	Emotions and people issues should be separated – consideration must be given to each issue from both sides’ perspective.
−	* It is important to be even-handed, and not favour one party over another. Efforts should be made to understand why the emotions are being felt and to get the person feeling those emotions to express his/her feelings clearly.	+
−	* Focus should be on people’s interests and not their positions. Positions are normally taken as a way of avoiding talking about the problem. A list may be made of each protagonist’s interests (not their positions) on two separate sheets of paper and then the common points of interest can be identified, not focusing on the differences. It is likely that the points of common interest far outweigh the differences.	+	It is important to be even-handed, and not favour one party over another. Efforts should be made to understand why the emotions are being felt and to get the person feeling those emotions to express his/her feelings clearly.
−	* The facilitator (or the process leader) should focus the group on exploring a variety of options so that each party gains something (a win – win scenario), avoiding any premature judgement or a single answer. There is usually more than one way to solve a problem. Encouraging each protagonist to consider the other person’s problem as well as their own can often help the individuals to understand the issues better and allow them to accommodate at least part of the other person’s requirements.	+
−	* When closing the process to reach an agreement, the facilitator should use objective criteria, rather than subjective parameters that are drawn directly from the problem. Use should be made of norms, standards and benchmarks, market conditions, precedence and published data. If one party’s demands are seen to be way out of line with the common practice, it is more likely that they may relax their demands.	+	Focus should be on people’s interests and not their positions. Positions are normally taken as a way of avoiding talking about the problem. A list may be made of each protagonist’s interests (not their positions) on two separate sheets of paper and then the common points of interest can be identified, not focusing on the differences. It is likely that the points of common interest far outweigh the differences.
		+
		+	The facilitator (or the process leader) should focus the group on exploring a variety of options so that each party gains something (a win – win scenario), avoiding any premature judgement or a single answer. There is usually more than one way to solve a problem. Encouraging each protagonist to consider the other person’s problem as well as their own can often help the individuals to understand the issues better and allow them to accommodate at least part of the other person’s requirements.
		+
		+	When closing the process to reach an agreement, the facilitator should use objective criteria, rather than subjective parameters that are drawn directly from the problem. Use should be made of norms, standards and benchmarks, market conditions, precedence and published data. If one party’s demands are seen to be way out of line with the common practice, it is more likely that they may relax their demands.

	-----		-----

Designing Buildings at 15:17, 9 September 2016

2016-09-09T15:17:02Z

← Older revision		Revision as of 15:17, 9 September 2016
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	\|For		\|For
	\|Familiarity with the project – may help the team to achieve a deeper understanding of the project.		\|Familiarity with the project – may help the team to achieve a deeper understanding of the project.
−
	Can contribute towards effective team building.		Can contribute towards effective team building.
	\|Fresh ideas are generated.		\|Fresh ideas are generated.
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	Are more likely to confirm that their original approach is the most effective one.		Are more likely to confirm that their original approach is the most effective one.
	\|Potential conflict between external and internal parties.		\|Potential conflict between external and internal parties.
−
	The project team may be unwilling to implement recommendations made externally.		The project team may be unwilling to implement recommendations made externally.

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	-----		-----
	The text in this article is based on VALUE MANAGEMENT IN CONSTRUCTION, by Saleem Akram, Andrzej Minasowicz, Bartosz Kostrzewa, Arnab Mukherjee and Piotr Nowak. The original manual was published in 2011. It was developed within the scope of the LdV program, project number: 2009-1-PL1-LEO05-05016 entitled “Common Learning Outcomes for European Managers in Construction”. It is reproduced here in a slightly modified form with the kind permission of the Chartered Institute of Building.		The text in this article is based on VALUE MANAGEMENT IN CONSTRUCTION, by Saleem Akram, Andrzej Minasowicz, Bartosz Kostrzewa, Arnab Mukherjee and Piotr Nowak. The original manual was published in 2011. It was developed within the scope of the LdV program, project number: 2009-1-PL1-LEO05-05016 entitled “Common Learning Outcomes for European Managers in Construction”. It is reproduced here in a slightly modified form with the kind permission of the Chartered Institute of Building.
		+
		+	--[[User:CIOB\|CIOB]]

	= Find out more =		= Find out more =

Editor at 16:41, 21 June 2016

2016-06-21T16:41:46Z

Show changes

Designing Buildings: moved Overcoming difficulties in value management to Overcoming difficulties in construction value management

2014-10-14T11:54:27Z

moved Overcoming difficulties in value management to Overcoming difficulties in construction value management

← Older revision

Revision as of 11:54, 14 October 2014

CIOB at 14:37, 24 October 2013

2013-10-24T14:37:25Z

← Older revision		Revision as of 14:37, 24 October 2013
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	*Who should perform the role of the facilitator?		*Who should perform the role of the facilitator?

−	A balance must be struck between early application before an adequate understanding of the problem and constraints, and late application, when conclusions have been drawn and opinions hardened. Feasibility (when identifying suitable options) and pre-construction (before the design – freeze) would generally be suitable, but each project should be examined on its merits.	+	A balance must be struck between early application before an adequate understanding of the problem and constraints, and late application, when conclusions have been drawn and opinions hardened. Feasibility (when identifying suitable options) and pre-construction (before the design freeze) would generally be suitable, but each project should be examined on its merits.

	A facilitator can be used to gain commitment and motivate participants; draw out views, ensure a fair hearing, select champions to take forward ideas generated and, to keep to the agenda. To achieve these goals the facilitator must be independent, possess well developed interpersonal and communication skills and be able to empathise with all participants. Although the facilitator needs to understand the nature of the project, this need not be at a detailed level.		A facilitator can be used to gain commitment and motivate participants; draw out views, ensure a fair hearing, select champions to take forward ideas generated and, to keep to the agenda. To achieve these goals the facilitator must be independent, possess well developed interpersonal and communication skills and be able to empathise with all participants. Although the facilitator needs to understand the nature of the project, this need not be at a detailed level.
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	Items can be critically appraised without having to defend existing ideas or approaches.		Items can be critically appraised without having to defend existing ideas or approaches.

−	~~can~~ bring experience from other more diverse projects and organisations	+	Can bring experience from other more diverse projects and organisations.

	\|-		\|-
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	*A lack of belief in the process;		*A lack of belief in the process;
	*Difficult people with difficult personality traits (“the spectator” – does not easily participate; “the windbag” – tends to try to dominate discussions; “the rambler” – loses track and uses far-fetched examples; “the squatter” – will not change from initial position – See team management for more information);		*Difficult people with difficult personality traits (“the spectator” – does not easily participate; “the windbag” – tends to try to dominate discussions; “the rambler” – loses track and uses far-fetched examples; “the squatter” – will not change from initial position – See team management for more information);
−	*Members of the team, representing different organisations, may be working to different agendas which are not aligned to those of the value management process;	+	*Members of the team representing different organisations may be working to different agendas which are not aligned to those of the value management process;
	*Conflicts between individuals and a tendency to point scoring;		*Conflicts between individuals and a tendency to point scoring;
	*Lack of effective communication leading to misunderstanding;		*Lack of effective communication leading to misunderstanding;
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	=== Related articles on Designing Buildings Wiki ===		=== Related articles on Designing Buildings Wiki ===
		+	*Team management.
		+	*Value.
	*Value engineering.		*Value engineering.
	*Value management.		*Value management.
	*Value management techniques.		*Value management techniques.
		+
		+	=== External references ===
		+	* Hamersley, H (2002) Value Management in Construction, Dallas (2006), Kelly, (2004).

	[[Category:Construction_techniques]]		[[Category:Construction_techniques]]
	[[Category:Design]]		[[Category:Design]]
	[[Category:Cost_/_business_planning]]		[[Category:Cost_/_business_planning]]

CIOB at 14:26, 24 October 2013

2013-10-24T14:26:24Z

← Older revision		Revision as of 14:26, 24 October 2013
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	For		For

−	\| *Familiarity with the project – may help the team to achieve a deeper understanding of the project	+	\|
−	*can contribute towards effective team building	+	Familiarity with the project – may help the team to achieve a deeper understanding of the project.

−	\| *Fresh ideas are generated	+	Can contribute towards effective team building.
−	*items can be critically appraised without having to defend existing ideas or approaches	+
−	*can bring experience from other more diverse projects and organisations	+	\| Fresh ideas are generated.
		+	Items can be critically appraised without having to defend existing ideas or approaches.
		+
		+	can bring experience from other more diverse projects and organisations

	\|-		\|-
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	Against		Against

−	\| *May not be able to appraise their own work critically	+	\| May not be able to appraise their own work critically.
−	*may not be able to introduce fresh and new ideas	+	May not be able to introduce fresh and new ideas.
−	*are more likely to confirm that their original approach is the most effective one	+
		+	Are more likely to confirm that their original approach is the most effective one.
		+
		+	\|
		+	Potential conflict between external and internal parties.
		+
		+	The project team may be unwilling to implement recommendations made externally.
		+
		+	The ownership and liability for particular design ideas may be unclear.

−	~~\| *Potential conflict between external and internal parties~~	+	May experience a more difficult learning curve.
−	*the project team may be unwilling to implement recommendations made externally	+
−	*the ownership and liability for particular design ideas may be unclear	+
−	*may experience a more difficult learning curve	+

	\|}		\|}

CIOB at 14:24, 24 October 2013

2013-10-24T14:24:24Z

← Older revision		Revision as of 14:24, 24 October 2013
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	{\| border="0" cellspacing="0" cellpadding="0"		{\| border="0" cellspacing="0" cellpadding="0"
	\|-		\|-
−	\| \|	+	\|
−		+	\|
−	\| \|	+
	An internal facilitator		An internal facilitator

−	\| \|	+	\|
	An external facilitator		An external facilitator

	\|-		\|-
−	\| \|	+	\|
	For		For

−	\| \| *Familiarity with the project	+	\| *Familiarity with the project – may help the team to achieve a deeper understanding of the project
−		+
−	– may help the team to achieve a deeper understanding of the project	+
	*can contribute towards effective team building		*can contribute towards effective team building

−	\| \| *Fresh ideas are generated	+	\| *Fresh ideas are generated
	*items can be critically appraised without having to defend existing ideas or approaches		*items can be critically appraised without having to defend existing ideas or approaches
	*can bring experience from other more diverse projects and organisations		*can bring experience from other more diverse projects and organisations

	\|-		\|-
−	\| \|	+	\|
	Against		Against

−	\| \| *May not be able to appraise their own work critically	+	\| *May not be able to appraise their own work critically
	*may not be able to introduce fresh and new ideas		*may not be able to introduce fresh and new ideas
	*are more likely to confirm that their original approach is the most effective one		*are more likely to confirm that their original approach is the most effective one

−	\| \| *Potential conflict between external and internal parties	+	\| *Potential conflict between external and internal parties
	*the project team may be unwilling to implement recommendations made externally		*the project team may be unwilling to implement recommendations made externally
	*the ownership and liability for particular design ideas may be unclear		*the ownership and liability for particular design ideas may be unclear
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	*Individual insecurity – needing to make their mark.		*Individual insecurity – needing to make their mark.

−	~~<img width="207" height="2" src="file:///C:/Users/GANDAH~1/AppData/Local/Temp/msohtmlclip1/01/clip_image001.png" />~~However, it is important to remember that not all the conflicts are counterproductive. One of the keys to a successful value management process (in particular the value management workshop) is to select a multidisciplinary team with different backgrounds and attitudes. Apart from ensuring that all the necessary technical expertise is present, this is likely to introduce differing views and solutions to the problem being studied. One of the challenges for the process leader (or the facilitator) is to harness this conflict constructively, leading to innovative thinking and improved outcomes.	+	However, it is important to remember that not all the conflicts are counterproductive. One of the keys to a successful value management process (in particular the value management workshop) is to select a multidisciplinary team with different backgrounds and attitudes. Apart from ensuring that all the necessary technical expertise is present, this is likely to introduce differing views and solutions to the problem being studied. One of the challenges for the process leader (or the facilitator) is to harness this conflict constructively, leading to innovative thinking and improved outcomes.

	The general rules to achieve conflict resolution in group situations are equally applicable in these instances:		The general rules to achieve conflict resolution in group situations are equally applicable in these instances:
Line 78:		Line 75:
	*The facilitator (or the process leader) should focus the group on exploring a variety of options so that each party gains something (a win – win scenario), avoiding any premature judgement or a single answer. There is usually more than one way to solve a problem. Encouraging each protagonist to consider the other person’s problem as well as their own can often help the individuals to understand the issues better and allow them to accommodate at least part of the other person’s requirements.		*The facilitator (or the process leader) should focus the group on exploring a variety of options so that each party gains something (a win – win scenario), avoiding any premature judgement or a single answer. There is usually more than one way to solve a problem. Encouraging each protagonist to consider the other person’s problem as well as their own can often help the individuals to understand the issues better and allow them to accommodate at least part of the other person’s requirements.
	*When closing the process to reach an agreement, the facilitator should use objective criteria, rather than subjective parameters that are drawn directly from the problem. Use should be made of norms, standards and benchmarks, market conditions, precedence and published data. If one party’s demands are seen to be way out of line with the common practice, it is more likely that they may relax their demands.		*When closing the process to reach an agreement, the facilitator should use objective criteria, rather than subjective parameters that are drawn directly from the problem. Use should be made of norms, standards and benchmarks, market conditions, precedence and published data. If one party’s demands are seen to be way out of line with the common practice, it is more likely that they may relax their demands.
		+
		+	----
		+
		+	The text in this article is based on VALUE MANAGEMENT IN CONSTRUCTION, by Saleem Akram, Andrzej Minasowicz, Bartosz Kostrzewa, Arnab Mukherjee and Piotr Nowak. The original manual was published in 2011. It was developed within the scope of the LdV program, project number: 2009-1-PL1-LEO05-05016 entitled “Common Learning Outcomes for European Managers in Construction”. It is reproduced here in a slightly modified form with the kind permission of the Chartered Institute of Building.
		+
		+	= Find out more =
		+
		+	=== Related articles on Designing Buildings Wiki ===
		+	*Value engineering.
		+	*Value management.
		+	*Value management techniques.
		+
		+	[[Category:Construction_techniques]]
		+	[[Category:Design]]
		+	[[Category:Cost_/_business_planning]]