Value management was introduced in the construction industry in the 1980s and in the decades since, many organisations have used it with varying degrees of success.
Value management sometimes receives bad publicity when it or one of its core methods, value engineering, is used as a euphemism for cost-cutting. But, if implemented properly by competent, trained professionals, value management can offer many benefits for an organisation and its projects.
It involves defining the scope and requirements for a project, establishing and achieving clear, measurable objectives and maximising value: in other words, defining the right project, then designing and completing the project to realise the required outcomes.
Quantity surveyors, project managers and project teams can, with specialised competency-based training, offer best-practice value management for their clients.
In the current edition of Value management and value engineering, RICS guidance note, value is defined as the ratio between benefits – outputs – and the cost or effort – inputs – necessary to achieve it.
Figure 1 illustrates the general concept of value assessment as defined in BS EN 12973:2020.
In this instance, needs are the essential outputs and outcomes required by the stakeholders. For example, a new hospital could be needed to respond to population growth and related healthcare demand in a city, in which case the resources will include the labour, materials, equipment and plant, services and utilities needed to define, design, build and operate that hospital.
BS EN 12973:2020 Value management states that value management is ‘all about organisational improvement, setting clear goals, improving productivity, certainty and return on investment’. It adds that the practice of value management is an underlying concept applied within existing management systems and approaches based on value and function-orientated thinking, behaviour and methods. It is particularly dedicated to motivating people, developing skills, promoting synergies and innovation, with the aim of maximising the overall performance of the organisation.
A selection of case studies on the IVM website show the benefits that value management can realise: across the case studies a collective 19% value improvement was achieved, that is £536m savings on a £2.9bn of allocated budget.
The core methods of value management are the following.
Value analysis or value engineering
This involves methodologies which combine function analysis, function cost analysis, challenge, creative thinking and evaluation of customer and user needs and, if relevant, stakeholder priorities to stimulate better design, innovation, or change in a project, product, service, system or organisation.
Function analysis
This involves identifying functions, validating them and, with the help of clear logic elements, characterising them. This enhances communication to obtain a common understanding between stakeholders about the project.
Function cost
This includes the value of each required function, providing the link between the project requirements expressed in terms of functionality and the related cost. Consideration of the cost of functions – instead of elemental costs – is a powerful method in the value management approach.
Functional performance specification
This is a standardised document by which an enquirer expresses needs in terms of user-related functions (URFs) without reference to the technical solutions. This document is then issued to designers, manufacturers and others in the project team to respond, indicating how their solutions meet the URFs.
Design to objectives and design to cost
Design to cost (DtC) evolves into design to objectives (DtO) when objectives other than costs are considered. It monitors the trade-offs between cost, performance and schedule. This leads to emphasising the importance of value analysis and value engineering for a DtC management of a project. Function analysis is one of the steps of DtC process.
Other methods and tools in BS EN 12973:2020 include benefits management, cost–benefit analysis, cost modelling, kaizen, lean management and life-cycle costing.
For maximum effect, value management should be used iteratively and continuously throughout the project life cycle. It is not a series of workshops, meetings, or agenda items; rather, it is something that should be integrated from the start of a project and through into its operational life.
Lessons can be learned at each of the eight RIBA project stages in the interests of continual improvement. The key value management decision-making stages are indicated in Figure 2. Each stage normally involves a period of preparation, one or more workshops and a report, which identifies actions to develop and implement.
Figure 2: Key opportunities for value management and value engineering throughout the project lifecycle
| Value management key decision points | RIBA Plan of Work stage | |
| Value management 0 (VM0) Defining the business need |
Stage 0 Strategic definition |
|
| Value management 1 (VM1) Understanding, challenging and validating the business need |
Stage 1 Preparation and briefing |
|
Continuous value engineering |
Value management 2 (VM2) Deciding on the best business solution |
Stage 2 Concept design |
| Value management 3 (VM3) Re-validating the project objectives and design development |
Stage 3 Spatial coordination |
|
| Value management 4 (VM4) Signing off the design |
Stage 4 Technical design |
|
Value management 5 (VM5) |
Stage 5 Manufacturing and construction |
|
| Post-occupancy evaluation (POE1) Learning lessons |
Stage 6 Handover |
|
| Post-occupancy evaluation (POE2) Learning lessons and validating outcomes meet the business need |
Stage 7 Use |
Figure 2: Key opportunities for value management and value engineering throughout the project lifecycle
| Value management key decision points | RIBA Plan of Work stage | |
| Value management 0 (VM0) Defining the business need |
Stage 0 Strategic definition |
|
| Value management 1 (VM1) Understanding, challenging and validating the business need |
Stage 1 Preparation and briefing |
|
Continuous value engineering |
Value management 2 (VM2) Deciding on the best business solution |
Stage 2 Concept design |
| Value management 3 (VM3) Re-validating the project objectives and design development |
Stage 3 Spatial coordination |
|
| Value management 4 (VM4) Signing off the design |
Stage 4 Technical design |
|
Value management 5 (VM5) |
Stage 5 Manufacturing and construction |
|
| Post-occupancy evaluation (POE1) Learning lessons |
Stage 6 Handover |
|
| Post-occupancy evaluation (POE2) Learning lessons and validating outcomes meet the business need |
Stage 7 Use |
BS EN 12973:2020 defines three approaches to value management: informal, formal and study-based.
It defines the informal approach, ‘sometimes called an intuitive approach', as 'when an organisation has developed a value culture aligned with its goals. The individuals, departments or groups within the organisation and its external supply chain fully understand the organisation’s vision, mission, values and strategic objectives. They are focused on these as part of their daily working lives and undertake all activities related to delivering these on an informal basis, i.e. second nature’.
An example is a major mixed-use property developer where everyone in the organisation and its external supply chain knows how to maximise value for the developer. This could be through, for example, lettable floor square footage, types of anchor stores, a mixture of and other commercial spaces focused on public interest, and related turnover rents or income generators, whole life costs and economic and social value.
The formal approach, meanwhile, is characterised by BS EN 12973:2020 as 'being both visible and trackable as far as required and by being considered to improve overall performance of the organisation – in the short, medium or long term. The organisation has documented its vision, mission, values and strategic objectives, and the individuals, departments and groups in the organisation fully understand these and can reference them.
'The individuals, departments and groups are focused on these as part of their daily lives and undertake all value management activities on a formal basis with reference [to the] policy, principles and procedures ... The vision, mission, values and strategic objectives are also communicated in literature to external parties.’
An example is a where an organisation needs to improve performance and demonstrate value for the public purse, achieving outcomes that are transparent and auditable.
Finally, BS EN 12973:2020 states the study-based approach ‘may be applied independently to, or in combination with, informal or formal value management approaches. The study-based approach tackles a specific subject or subjects and typically aims to enhance performance within a discrete part or parts of an organisation.’
An example is where a hospital wants to refurbish a ward, build an extension or review its processes.
The Value management and value engineering RICS guidance note focuses on the study-based approach – a specific subject or subjects are studied on a project and brought to the decision-making points.
An effective and efficient value management approach has a defined management structure that clearly sets out ownership, accountability, roles and responsibilities including governance. In particular, this structure should ensure that the adequately trained people participate in value management activities.
'An effective and efficient value management approach has a defined management structure that clearly sets out ownership, accountability, roles and responsibilities'
The four essential principles of value management are the following.
Strengthen value orientation
A constant awareness of the value and the introduction of measures for value acquisition, monitoring and implementation.
Apply function thinking
Realising that a value increase requires change and creativity, in addition to applying function thinking as the key to innovation and improving value.
Apply a structured, holistic approach
Regarding and evaluating the perspective of all stakeholders; a cross-functional team approach that recognises sustainable systems and timescales relevant for the organisation.
Manage complexity, risk and uncertainty
Ensuring that value is realised and maximised.
There are four attributes in existing systems that have a strong influence on how effective value management will be. These attributes, known as drivers or levers for value management, are as follows.
A collaborative style of managing fundamentals
This requires collaboration among stakeholders and the organisation, permitting freedom of thinking and facilitating teamwork.
Allowing for a positive human experience
This means respecting diversity, recognising both individual views and team views and empowering people to take ownership of outcomes.
Considering both the internal and external environment
This means understanding the effects of the environment and associated uncertainty, opportunity, constraints and degrees of freedom to make changes to the internal or external conditions.
Applying proven methods and tools
This means the core, specific methods and tools of value management are understood and can be applied by the organisation where appropriate.
The way an organisation applies the essential principles and drivers, or levers, for value management becomes its distinctive value management approach.
It is best practice is to apply BS EN 12973:2020 effectively on your portfolios, programmes and projects and BS EN 16271:2012 on related procurement. Qualified value associates (QVAs) know how to participate effectively in value studies, while dedicated professionals and trainers in value management (PVMs and TVMs) know how to lead such activities for organisations.
The independent role of quantity surveyors means they are seen as being outside the traditional design disciplines and construction team and, therefore, in an ideal position to focus on providing and managing value, as well as managing cost and the change control process to improve value. Quantity surveyors need to be fully aware of the effect of cutting costs to meet a client’s budget; this must be done very carefully, without affecting the functions required for safety, well-being and other critical outcomes on a project.
Provided they have been properly trained in value management, project managers are also well placed to be value management leaders. The key for a project manager is to have a value management policy and procedure in place in the project documentation, and ensure all parties are aware of their responsibilities in securing value.
Professionals with the right competencies deploying value management in the right way can thus be of considerable help in ensuring projects succeed.
'The key for a project manager is to have a value management policy and procedure in place in the project documentation'
Keith Owen is a MRICS, a professional in value management (PVM), member of the Institute of Value Management executive committee, a Certification Board member, a Value for Europe board member and chair of CEN technical committee 279 on value management, value analysis and function analysis
Contact Keith: Email
Related competencies include: Client care, Commercial management, Managing projects, Project feasibility analysis
All extracts from BS EN 12973:2020 in this article are included with the kind permission of BSI.
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