Hiley, A and Gopsill, G (2000) The implementation of value management as a design management tool in the UK construction industry. In: Akintoye, A (ed.) Proceedings of 16th Annual ARCOM Conference, 6-8 September 2000, Glasgow, UK.
Abstract
Reviews of the UK construction industry have documented inefficiencies that contribute to a lack of quality in project outcome. Research shows that the design process plays a significant role in achieving success in project development and outcome. The literature on design management and the conflicting agenda underlying the design process and the management process is reviewed. This review is related to our study that reports on the perceptions of construction professionals concerning the implementation of Value Management. A number of results emerge. There is agreement that some problems arise from the complexity of the design process and its separation from construction processes, and that efficient design management can aid integration. The research supports the conclusion that although Value Management is deemed to be a valuable design management tool, there are significant barriers to its use. These range from a lack of education to the characteristics of the industry. This study shows that there is an awareness of the benefits of Value Management although its potential within the industry has not been realised.
| Item Type: | Conference Paper (Paper) |
|---|---|
| Uncontrolled Keywords: | design management; value management; design team |
| Index terms: | design process, design team, project outcome, construction professional, design management, construction process, integration, value management, implementation, construction industry, project development, complexity |
| Subjects: | professional development, design process, management, systems engineering, industry analysis, building construction, organizational analysis, design methods, project completion, project delivery, professional practice, contractual arrangements |
| Topics: | Site Management, Organizational Design, Design Practice, Value Management, Procurement, Engineering Principles, Information Management, Project Management, Research Practice |
| Descriptive scope: | 3 PCT |
N.B. Descriptive scope is a count of how many of the five facets of empirical research are indicated by the words used in title, abstract and keywords. It is not intended as a judgement on the research; merely a count of the kind of word we would expect to indicate Phenomenon, Concepts, Theoretical framing, Empirical techniques, Analytical techniques. If all five are present, then a code of “5 PCTEA” will indicate this. If you feel the coding for this record is questionable, we welcome discussion around the terms we matched or the way we categorized them. The facet you would expect may not be coded, or a facet may be coded inappropriately. This can also bear on a larger question, of which facets should be treated as defining in construction management research. Please get in touch, and we will look at it. More details here