Establishing the synergy between the perceptions of construction professionals and the phases of value management

Abstract

PurposeThis study aims to lay the groundwork for the potential application of value management (VM) in construction projects. This paper presents a critical review on the status of VM in a developing country and highlights the role of perceptions on critical success factors (CSFs) for the phases of VM studies, as the participants in a VM study should consider CSFs tailored to the local context.Design/methodology/approachA series of interviews and a questionnaire were conducted to understand the drivers, perceptions, barriers, and CSFs of VM in the Jordanian construction industry. Although descriptive statistics were used to analyze the status of VM, a structural equation modeling (SEM) approach was adopted to highlight the interrelationships between perceptions and the CSFs of the three phases of VM (i.e. pre-workshop, workshop, and implementation).FindingsThe descriptive analysis revealed conflicting viewpoints for perceptions and drivers. Most practitioners acknowledged little awareness of VM phases, and the SEM results indicated that perceptions of VM, in terms of its capacity in improving the scope and objectives of the project, and reducing overall costs, most strongly influenced the CSFs of the implementation phase in terms of support and clear plan for implementation, and had the least influence on the pre-workshop phase. Further, the perceptions had a moderate effect on the CSFs of the workshop phase and it tended to be positive, highlighting the importance of function analysis in this phase.Originality/valueThis is the first study to reveal the status of VM in Jordan in terms of adoption, drivers, perceptions, barriers and CSFs; no prior studies have investigated how perceptions can affect the CSFs of each phase of VM and the endorsement of VM by the construction industry. The contributions of this study include linking the perceptions of construction professionals with the CSFs of VM.

Critical Obstacles in the Implementation of Value Management of Construction Projects

“…All construction institutions need to hold training workshops on value management for their employees regularly, and include this content in their continuous professional development evaluation [16]; (3) The government could help facilitate the application of value management by formulating policies, regulations, and guidelines. These policies, regulations, and guidelines will promote the adoption of value management in the construction project [14]; (4) Decision makers should regularly attend VM seminars or training [67,68].…”

Enhancing Projects’ Sustainability Through Value Management Approach for The Malaysian Construction Industry: A Literature Review

“…Due to its core activity in recognising value towards the construction industry, the UK construction industry used VE instead of VM in the 1980s to achieve value for money rather than cost examination and incorporate function analysis as a core activity [11]. According Male et al [12], Thneibat et al [13], VM began to gain momentum in Australia and Japan about the same time, with signs of use in China by 1978.…”

Developing a weighted synergy network–based model for selecting prefabricated construction services

“…Collaborative relationships can tap into potential requirements by building strong customer communications (Tong and Zhu, 2020). Furthermore, the interaction of collaborative relationships can be traced back to the service provider who can gather and recombine knowledge from these construction processes and thereby be synergy effect (Thneibat et al, 2021). The synergistic enhancement among various inter-connected services can enhance the probability of sharing knowledge and resources, and lower deployment time and costs (Li et al, 2019a, b;Liu et al, 2022).…”

“…Collaborative relationships can tap into potential requirements by building strong customer communications (Tong and Zhu, 2020). Furthermore, the interaction of collaborative relationships can be traced back to the service provider who can gather and recombine knowledge from these construction processes and thereby be synergy effect (Thneibat et al. , 2021).…”