Ekanayake, B J; Ysandanayake, Y and Ramachandra, T (2018) Application of value management to refurbishment projects: A Sri Lankan case study. In: Gorse, C and Neilson, C J (eds.) Proceedings of 34th Annual ARCOM Conference, 3-5 September 2018, Queen’s University, Belfast, UK.
Abstract
Refurbishment offers solutions to issues such as deterioration and obsolescence of buildings by upgrading, altering, extending, renovating and improving facilities. Nevertheless, refurbishment projects are uncertain and sophisticated with many challenges. In this context, value management (VM) is recognised as a suitable approach, which improves quality and functionality, while ensuring value for money. This research therefore, investigated the application of VM to refurbishment projects in Sri Lanka. Three hotel refurbishment projects procured under traditional method, which have employed VM were investigated and data were analysed using content analysis. According to findings, meeting the client’s budget, time overruns, limitations to introduce changes to existing structures and simultaneous operations in buildings during refurbishment are the top most challenges encountered. Although SAVE 40-hour job plan is recognised as the most appropriate VM job plan approach for construction projects, only one project has applied it, as the necessity of applying VM emerged only during the construction stage with the focus of reducing costs through alternatives. In contrast, the other two projects have employed contractor’s change proposal to deliver VM during the tender stage, as the contractors were influenced to employ VM as a cost cutting exercise. Respondents emphasised that VM is practiced in Sri Lankan refurbishment projects in an ad-hoc manner perceiving it as a cost cutting exercise. They indicated that lack of awareness about VM, low participation of project team members as a result of traditional procurement method and negative attitude of the client towards implementing VM are the major contributors, which avert exploiting the full potential of value enhancement through VM. Therefore, this study recommends strategies such as incorporating VM during the refurbishment design stage, making the client aware of the importance of VM and allocating time to conduct VM workshops during project lifecycle for the systematic implementation of VM in refurbishment projects.
| Item Type: | Conference Paper (Paper) |
|---|---|
| Uncontrolled Keywords: | refurbishment projects; Sri Lanka; value for money; value management |
| Index terms: | deterioration, proposal, case study, exercise, time overrun, workshop, project lifecycle, functionality, strategy, content analysis, upgrading, traditional procurement, tender stage, hotel, construction project, value management, Sri Lanka, obsolescence, design stage, refurbishment project, implementation, value-for-money, project team |
| Subjects: | project controls, asset management, management, tendering, Geography, production management, evaluation, infrastructure engineering, design features, contractual arrangements, data analysis and analytics, project planning, professional practice, material degradation and durability, project delivery, strategic management, construction type, data collection methods, project completion, health behaviours and lifestyles |
| Topics: | Design Practice, Value Management, Time Control, Business Strategy, Health and Safety, Research Practice, Geographical Context, Project Management, Engineering Principles, Construction Materials, Construction Technology, Procurement |
| Descriptive scope: | 4 PCEA |
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