Figure 4.1 – Five steps of JB The five steps of the JB are shown diagrammatically in Figure 4.1 above. The significance of the arrows is that, whilst a cascade system is used, with each phase flowing on from and using the output of the preceding phase, there is frequently reversion to a previous phase, as a result of some discovery or unexpected development.
Figure 4.3 – Procedure of the 40 – Hour Workshops Source: J.R. Kelly & S.P. Male (1991), The Royal Institution of Chartered Surveyors.
4.2 Pre-study Preparation Preliminary discussion with the project client prior to the actual workshop is very important in ensuring all the parties involved understand the concept of the VMS, and know their role in the study. The topics of discussions and confirmation can be summarized as follows: • Assumptions, constraints and perceived problems. • Project givens and musts. • Function Analysis of Project. • Objectives and brief for study. • Selection of team members and number of teams. • Date and venue for study • Brief description of the Value Management Process
4.3 Value Management Workshop
The workshop can be classified into 5 phases namely: Information, Speculation, Judgement, Development and Recommendation & Action Plan. Introductory comments by a Senior Executive of Clients office is very important as that can highlight his vision and user requirements. Figure 4.3 illustrates the typical VM study session of 40-hour workshop conducted especially in USA. Some basic concepts of VM are explained by the VM facilitator such as brief description of the VM process its concepts and philosophy, what does a VM team do and the JP. Subsequently ,to that the formal VMS begins.
4.3.1 Information Phase
The information phase is the beginning of JB and it is crucial to understand the decisions that have influenced the development of the project design. Designers are present an-oral overview of the project. It includes the preparation of a cost model from the financial data collected earlier which could be prepared by the project Quantity Surveyors (QS) or Cost Engineers. Function are then analysed prior to the preparing of the Function Analysis System Technique (F.A.S.T) diagram (if necessary). The function analysis is the core of the VM technique. Cost and worth are than assigned to the function to identify the cost / worth ration of isolate the high cost areas. Prior to which the cost elements are validated. The higher the cost / worth ratio, the greater the potential for discovering and developing cost saving. Worth is assigned based on the fact on finding the least cost to provide the required function. The assignment of cost and worth will determine the area for further studies. The success of VM depends largely on the amount of information available on the project, product, system and facilities under analysis. To gather, collate and relate the information to the particular product. The following are some of the common question normally used when gathering the facts about the project, products, system and facilities. • What is the function? • What does it cost? • Does it perform reliably? • Query the design? • What was used before? • What did that cost? • How did it function? • Was it reliable? • Why was it changed? • How long will it be before the present design is changed?
4.3.2 Speculation Phase
Speculation or creativity to some practitioners is very important as during this session the workshop group generates a vast amount of ideas sometimes over 100 ideas. The principal question is what else can perform the same function? The information phase of VMS never ends as it keeps adding on as the study progresses. The VM team then accomplishes the creativity phase to generate as many ideas as possible. The more basic information we obtain prior to the speculative phase, the easier the work would be during this phase. A brainstorming technique is adopted to stimulate the participants to be more creative and actively participate in the idea generation, speculate on how to perform a function. Here are some question that can stimulate the brainpower as suggested bt Prof. Roy Barton (1995) • Can we simplify function / anything? • Can we eliminate function / anything? • Can we add anything? • Can we relocate? • Can we change anything? The other questions that are normal asked are as follows. • Is the item worth what it cost? • What/how else will you perform the required function? • Could you make the item round instead of square? • Can you eliminate the need for a fitting by merely boring a hole? • Can you combine several functions in one part? • Why do you make the item out of metal? • Why can’t the item be made out of cheaper material such as wood or cloth? The participants are advised to recover every suggestion, even if the idea generated seems impractical.
Figure 4.3.2 helps to list the speculation on each function. Brainstorming There are two distinctly types of thinking: • Analytical thinking • Creative thinking Analytical thinking is the traditional thought process of progressing from one logical step to another, whereas creative thinking seeks to breakout of this progression by making a ‘conceptual step sideways’. Edward de Bono has compare analytical thinking to process of digging the hole deeper whilst creative thinking is seen as finding somewhere else to dig hole. Creative thinking alone does not solve problems, it merely provides the alternative from which to choose. Analytical thinking is then required to evaluate the practicality and the comparative merit of the identified solution. Both types of thinking are necessary for solving open ended problem, which is part of VM structured methodology. Brain storming is one of the most effective and probably the most widely used process within a group to generate creative ideas. The processes became known as brainstorming because the participants were used to “storm” a problem.
4.3.3 Judgement Phase.
Ideas generated from the creative phase are the judged based on their merits and demerits. Ideas found impractical, irrelevant and / or not worthy of additional study are disregarded. Those ideas that have potential for cost saving or improvements to the project are then develop further. Eric Adam categorised the ideas as follows:- • Can be done right away (Category 1) • Good idea but will need the investigation or fund (Category 2) • Good idea for the future (Category 3) • Delete but keep on record (Category 4) Weighted Evaluation is adopted so as to rank the designs criteria and user requirements. Reviews of ideas are done together with the Client so as to get their commitment and feedback. The formal attached are normally used to rank and judge criteria idea. Prioritising Matrix and Evaluation Matrices These prioritising matrixes in Figure 4.3.3(a) and the weighted evaluation matrix Figure 4.3.3(b), are normally adopted by some practitioners during this judgement phase. These prioritising matrixes are adopted to measure the group perception of the importance of various factors pertaining to a single item, product or system. The weighted evaluation matrix is used assist in the evaluation of a range of option available pertaining to a particular problem for the single item. Example of such usage is the selection of the roof cover or any other useful application. The techniques have been successfully adopted in the proposed Exposition Centre in Johor Bahru, way back in 1994. The client and the designer were seeking VM expert advice to recommend the design criteria and the construction method, for the project to be complete beyond a normal construction pace. The building is an area of about 4,000m2 which needed to be complete within a period of less than 4 months. The information pertaining to the project was gathered before and during the workshop itself . It suggested to the design team to get an expert in the dry method of contraction Figure 4.3.3(c) and 4.3.3(d), where the flexibility of the design obtained the highest score the project promoter was to convert the exposition centre to a shopping mall later. By using the “evaluation matrix” from as in Figure 4.3.3(e), the VM study team concluded and recommended to the Client to use space frame as a method of construction which they followed and the project was completed ahead of schedule. The exposition centre was the converted into popular shopping mall.
Figure 4.3.3 (c)Design Criteria
1. Space (layout and landscape)
2. Accessibility
3. Services
4. Image
5. Method of Construction
6. Context
7. Budget
8. Flexibility
9. Tender Options
Design Criteria
(Priority after Value Management Exercise – Refer to Figure 4.3.3 (c) )
1. Flexibility
2. Space (layout and landscape)
3. Method of Construction
4. Tender Options
5. Budget
6. Image
7. Context
8. Services
9. Accessibility
Figure 4.3.3 (d)
4.3.4 Development Phase
The ideas that had been evaluated and selected earlier are expanded into workable solutions. Alternative design sketches and illustration are prepared whenever necessary. The alternative proposal is estimated preferably with its life cycle cost that including not only initial cost, but also operation and maintenance during its economic life span. Although each JP phase has specific item that must be accomplished and specific cut off time and dates, it dost not mean that the JB is nonflexible. It may be necessary, after receiving new information, to revert back to the earlier phase of the JP to gain information or brainstorm new ideas.
4.3.5 Recommendation & Action Plan
The functions of the recommendation and action plan are to:-
• Sell Recommendations
The decision maker and the implementation people must believe is good recommendation.
• Incite Action
After the recommendations are accepted as being good, then there must be some direction to act. The VM team can resist request made by Client to review the implementation of the approaches recommended earlier.
• Convey Information
The specific details must be communicated in order to implement the ecommendations.
This phase is very important because without an effective report off the study, effort not bring much impact.
