The delivery of value for money in public sector projects in Qatar

The fundamental reason for the undertaking of any public sector building project by non-profit public sector organisations is to add value in the form of benefits to the organisation that commissioned the project in order to satisfy social demands and meet the current and future needs and expectations of its internal and external customers.   In this regard, the procuring authorities of public sector building projects in Qatar must seek fundamental changes in the way construction projects are procured and delivered to improve VFM. This thesis highlights an inherent link between the organisationâs strategic management process, projects as an outcome of that process and their need to be implemented as effectively and efficiently as possible; this link requires four aspects of management processes that maximise value and therefore obtain VFM as an output of the strategic management process of the client organisation.   This thesis develops a model strategically to enhance VFM in the procurement and delivery of public sector building projects in Qatar.   It concludes that the process of VFM comprises three distinct but interacting major value systems in any building project which reflect sub-processes of value transition points and four aspects of management processes that can influence the creation and improvement of VFM.   To obtain VFM through these three interacting value systems, it is vital for the successive stages of the project to remain in alignment and value must be transmitted, transformed, maintained and not broken during the management and delivery of the project process. By defining and integrating four aspects of management processes within the project value chain, the model optimises the project value thread to ensure VFM is obtained from inception, through development and into implementation and disposal. The thesis concludes by presenting the Transition Strategy plan for migrating VFM in public sector building projects in Qatar.