Benefits of Adopting Value Management to Mitigate the Problems in the Nigerian Construction Industry

Tanko, Bruno Lot; Ramly, Zuhaili Mohamad

doi:10.1166/asl.2018.11490

Cited by 6 publications

(11 citation statements)

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“…As the primary stakeholder and user, the client has the exclusive right to develop all VM policies. Moreover, the client has a significant investment formation required to finance infrastructure and property development [16]. Including wide-ranging prospects was essential to simplify the use of sustainable technologies and products.…”

Section: Clientmentioning

confidence: 99%

“…Government representatives and the controller of the construction industry were the primary regulators and proponents [108]. Therefore, the active involvement and support of the client in adopting VM by contemporary construction practices were critical [16]. The support from a client in implementing VM can offer and define proper assistance (i.e., monetary inducements), and the requirement (i.e., required conservational guidelines) to present sustainability requirements.…”

Section: Clientmentioning

confidence: 99%

“…The work plan and the structured process exhibit the fundamental VM principles and distinguish them from other management methods. Tanko et al [16] suggested that regular VM workshops should be implemented as a capacity-building effort in the construction sector to make explicit the relevance VM to construction experts and other stakeholders of VM application. Similarly, [26] concluded that VM implementation in construction should be adopted based on formal VM workshops.…”

Section: Workhopmentioning

confidence: 99%

“…Kissi et al [15] announced that VM was one of the 10 leading drivers to enhance output and value for money, by the Royal Institution of Chartered Surveyors. Tanko et al [16] support this initiative, which has argued that VM unmistakably seeks to maximize quality and performance without losing value. VM seems to be a globally accepted solution for value for money and increase productivity [17].…”

Section: Introductionmentioning

confidence: 99%

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Addressing of Value Management Implementation Barriers within the Indian Construction Industry: A PLS-SEM Approach

et al. 2022

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This study aims to evaluate the value management (VM) implementation barriers in construction projects. Consequently, information from 126 experts in the building industry was gathered via a questionnaire survey. Subsequently, the data were analyzed by exploratory factor analysis (EFA) and partial least square structural modeling (PLS-SEM). The results of EFA revealed that the VM barriers were grouped into six new constructs: client, knowledge, information, culture, resources, team members, and workshop. The barriers prioritization model was developed using PLS-SEM, and it indicated that team members are critical barriers to VM adoption. Although this study was limited to India’s VM context, its findings can be applied to other developing countries yet to implement VM in their construction industries. The study enhances stakeholder awareness and an understanding of the barriers affecting the implementation of VM, including building professionals, in India. It suggests strategies and activities overcome these barriers and facilitate a higher building quality, while maintaining a reasonable price.

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Section: Clientmentioning

confidence: 99%

Section: Clientmentioning

confidence: 99%

Section: Workhopmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Addressing of Value Management Implementation Barriers within the Indian Construction Industry: A PLS-SEM Approach

et al. 2022

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“…With these demands increasing, construction projects' cost reduction becomes the primary objective, especially for government-invested projects [13]. In response to the inefficiency dilemma of the construction projects in developing countries, especially in China, value management (VM) is introduced into construction projects to optimize management efficiency, control project risk cost, and promote project success, which is a viable solution [14].…”

Section: Introductionmentioning

confidence: 99%

Critical Obstacles in the Implementation of Value Management of Construction Projects

Deng

Yin

et al. 2022

Buildings

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At present, the construction industry in China has problems such as low production efficiency, low technical efficiency, low management efficiency of the construction project, delayed delivery, budget overruns, and unreasonable risk allocation. Value management can address these issues by enhancing the value of construction projects in China, reducing construction costs, and ensuring significant investment returns. This study uses literature analysis to identify the critical obstacles to adopting value management and uses questionnaires and surveys, structural equation modeling, and factor analysis to prioritize the critical obstacles to adopting value management. What is more, the main contribution of this research is to identify the critical obstacles to the adoption of value management, which provides a new perspective for related research and has specific positive significance for practice summary and reform direction. The research was limited to the region of Tianjin and its surrounding cities. The critical survey respondents for this study are architects, quantity surveyors, contractors, civil engineers, and service engineers with rich experience in construction management. The research results show that the key obstacles to implementing value management in the construction industry in China are mainly divided into four categories: Environmental Factors; Stakeholder and Management Factors; Technological Factors; Information Factors. In addition, the researchers found that the level of the adoption of value management in the construction industry in China is deficient. Value management was not used in most of the organizations surveyed, and project teams did not practice its concept.

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ICT Cost Impact Model in Construction Project Management

Mandičák

Mésároš

Behúnová

et al. 2022

6th EAI International Conference on Management of Manufacturing Systems

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Benefits of Adopting Value Management to Mitigate the Problems in the Nigerian Construction Industry

Cited by 6 publications

References 0 publications

Addressing of Value Management Implementation Barriers within the Indian Construction Industry: A PLS-SEM Approach

Addressing of Value Management Implementation Barriers within the Indian Construction Industry: A PLS-SEM Approach

Critical Obstacles in the Implementation of Value Management of Construction Projects

ICT Cost Impact Model in Construction Project Management

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