1. 1
COST VALUE ENGINEERING
QSB 4215/60203
Assignment – Case Study Report
Prepared by:
HAJI MUHD SYAFIQ BIN HJ ABD ZARIFUL 0314702
RACHEL ERNESTA 0317966
LEONARD KOMBO 0313369
KELLYAN HIEW YAU MEI 0319532
PARHAM FARHADPOOR 0313698
MUHAMMAD AIMAN 0321832
ABANG AZRIN 0319073
LEE HAN LIN 0310527
SCHOOL OF ARCHITECTURE, BUILDING AND DESIGN
BACHELOR OF QUANTITY SURVEYING (HONOURS)

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TABLE OF CONTENTS PAGE
NO.
1. INTRODUCTION – PRIMARY PURPOSE OF
VM STUDY
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to enter
text.
2. EXECUTIVE SUMMARY OF PROJECT
UNDER STUDY
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to enter
text.
 A brief description of project
 A brief summary of problem
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to enter
text.
3. RESULT OF VM tools/techniques
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to enter
text.
4. SKETCHES BEFORE AND AFTER DESIGN
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to enter
text.
5. TECHNICAL DATA
6. COST PLAN/COST ANALYSIS/COST
STUDY
7. ACTION PLAN
8. CONCLUSION AND RECOMMENDATION

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1.0 INTRODUCTION
Through the years of Value Management implementation in the construction
industry, it has been widely implemented in some countries for good reasons. Value
Management is a systematic effort to improve the value and to optimize the cost of
projects, facilities and systems. Most often misinterpreted as a cost cutting tool, the
focus of Value Management study is not limited to cost reduction but also
concentrates on improving performance and quality.
Value Management is necessary in the construction industries with the
primary purpose of achieving better value from the resources, but also to deliver
other benefits such as better communication, improved team-working, better
understanding of project objectives and many more. It also provides practitioners,
with an excellent opportunity of contributing further to the value added service they
provide. In the construction sector, Value Management studies are typically initiated
for a number of reasons such as cost overrun of the project, communication
problems, clients not satisfied with their approach to project management and finally
clients who understand and believe that a VM study helps improving the value of the
project. Our Value Management team conducted a Value Management study for the
Maktab Rendah Sains MARA (MRSM) project.
Our Value management team comprises of mainly the existing design team
with the inclusion of the external team. Use of the existing design team brings
several advantages to the proceedings. Where existing project members are used,
there is less likelihood of difficulties with the implementation of ‘outsiders’ ideas,
costs are curtailed, there is a saving in time due to the existing knowledge state of the
project and it could prove to be a useful team building exercise. The contribution to
every member of the VM team is essential to ensure the success of the project. In a
meeting with the facilitator and members of the Value Management team and the
client organisation, information is required in the workshop by identifying the key
information collected to all study participants. This report explains the findings of the
value management conducted, which includes brief summary of problems, result of
VM tools used, and cost analysis.

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2.0 EXECUTIVE SUMMARY OF ROJECT
2.1 Brief Summary of Project
The MARA Junior Science College (Malay: Maktab Rendah Sains Mara
(MRSM)) is a group of boarding schools created by the People's Trust Council
(Malay: MajlisAmanah Rakyat, commonly abbreviated as MARA), a Malaysian
government agency. The institution provides learning facilities for bright students in
local schools throughout Malaysia. The first MRSM was established in Seremban in
February 1972 with its first intake of 150 pioneering (male only) students from all
over Malaysia.
2.1.1 General information
MaktabRendahSains MARA
Location: Malaysia
Type: Public, Secondary school,
Boarding school, SekolahBerasramaPenuh, Mixed-gender education
Motto: BerdisiplinBerilmuBeramal
Established: February 1972
Principal: NorzanAkib
Grades: Form 1 – Form 5
Number of students : 500++
Medium of language: Malay, English

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2.1.2 Project Information
The new educational institution aims to accommodate the potential future
students in the area with quality education and good facilities such as a dormitory,
prayer room, multi-purpose hall and a student Centre. The project is a government
initiated project whereby Value Management is required for potential operational
cost savings and potential optimization of the benefits of capital funds made
available for the project.
MRSM, Bagan Datoh, Perak
 This project is about the construction of MRSM School located at
BaganDatoh, Perak. This project had been approved in the RM KE-11 (11th
Malaysian Planning) in the year of 2016.
 Estimate price is RM110 million proposed by Economic Planning Unit
(Prime ministry Department)
 The land was possessed by MARA (RasmiMajlisAmanah Rakyat).

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 Land area is 50 acres but for construction area its required 35 acres.
 Location of the land is located at Lot 17005 MukimBaganDatoh, Daerah Hilir
Perak, Perak.
 Capacity students for the school are 750 people. The students intake are from
form 1 to form 5
 The client estimate construction start on year 2017 and completion of the
project is 2 years.
 Bagan Dato is located at 130 km from the Ipoh, Perak and 46 km from
TelokIntan.
2.1.3 Cost Model
Cost model after VE
Figure: cost model before VE
*Including provisional sum
*Including External works
*Excluding 6% GST
5%
6%
44%22%
22%
1%
Construction Cost
preliminaries
piling
Building
Services
External works
provisional Sum

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2.1.4 VE study timing
 20-24 march 2017(Monday to Friday)
 8.30 a.m to 5 p.m
 Location : Kolej Poly-Tech MARA Bangi Section 14, Bandar Baru Bangi
43650 Selangor
 This VE workshop was conducted in one (1) week to justify and brainstorm
various ideas from the team.
2.1.5 Scope of VE study
Scope of VE study was to verify or improve upon the design proposed for the
project. To accomplish the VE team aims to achieve the following
 Apply the principles and practices of VE
 Conduct a thorough review and analysis of the project
 Evaluate the possible improvement of the facility
 Identify potential value added and cost saving opportunities

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2.1.6 VE Team Members
Majlis Amanah Rakyat (MARA) Client
Teluk Intan Municipal Counc il Stakeholder
Pejabat Daerah Dan Tanah Bagan
Datuk
Stakeholder
Jabatan Pengairan dan Saliran /
Jabatan Kerja Raya (JPS & JKR)
Government department
Tenaga National Berhad (TNB) Electrical service
Lembaga Air Perak (LAP) Water service
TMpoint Teluk Intan Internet cable supply
Indah Water Konsortium Sdn. Bhd Sewerage service
W&W architect Architect
Perkasa Associates Consulting
Engineers Sdn. Bhd
Civil &Structural engineer
AD Associates Sdn. Bhd Mechanical and Electrical
Perunding Ukur Bahan Akmar Quantity Surveyor (Facilitator)
2.1.7 VM/VE Timetable
The VM process can be categorized into 3 stages namely:-
a) Pre workshop stage
b) Workshop stage
c) Post workshop stage
The time table below illustrates the workshop carried out during the workshop stage.
The VM workshop was facilitated by Perunding Ukur Bahan Akmar (Quantity
Surveyor).

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Date Session
Morning Afternoon
8.30 am – 1.00 pm 2.00 pm – 5.00 pm
20/3/2017- Monday Lab briefing & Information
Phase
Information Analysis Phase
21/3/2017 – Tuesday Information / Function
Analysis Phase
Function Analysis Phase
22/3/2017 – Wednesday Creative Phase Evaluation Phase
23/3/2017 – Thursday Development Phase Development Phase
24/3/2017 – Friday Presentation Phase Presentation Phase
Session Activity
Day - 1
Morning
-Registration
-Lab Opening Session
-Brief & VE study Objectives and agenda
-Brief project information:
 VA/ relevant government approval
 Client needs and requirement
 Project objectives
 Background of the project
 Project Cost estimating and design
 Project risks
Afternoon -Confirmation about VE study scopes and workshop working groups
 Quantity surveyor, Architect and Jkr will be team 1
 M&E, LAP, Indah Water and TNB will be team no 2
 -C&S and Jkr will be team no 3
 All stakeholder will be in all those team
-Present Information Phase
Day – 2
Morning
-Confirm VE study scopes and workshop working progress
-Present Information phase
-Brief on Function Analysis Phase
-Verify project Functions

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-Analyse function of space/ element/ component/ system
Afternoon -Analyse function of space/ element/ component/ system ( continue)
- Present Function Analysis Template
Day – 3
Morning
- Brief on creative phase
- Generate ideas – List of creative and innovative ideas
Afternoon Generate ideas – List of creative and innovative ideas ( continue)
Day – 4
Morning
-Brief on Development Phase
-Develop and further evaluate shortlisted ideas to determine best solutions
(Mix all the ideas)
Afternoon -Summarize all recommended ideas and study findings
-Develop action plan- agreed any of the action plan
- Review achievement of VE Study Objective – ensure objective is
establish
Day – 5
Morning
- Brief on presentation phase
- Presentation of VE study recommended and findings
- Stakeholder advise and decision

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2.2 BREIF SUMMARY OF PROBLEMS
 The goal is to ensure the student intake is made on year 2019 therefore
timing of the construction process should be carefully monitored and
maintained according to schedule.
 Any delay could effect on their goal and government planning toward its
education
 Resistance from stakeholders to implement the changes.
 High expectation from the public for government to construct the school.
 Stay within the footprint of the environmental impact assessment
 Prioritizing quality over cost. VM study most often incorrectly aims to
reduce cost hence lowering the quality.
 Not incurring major design changes and reworking
3.0 RESULT OF VM TOOLS AND TECHNIQUES
Functional Analysis
Step 1: Investigate the function and users of the whole system.
i. This section defines the function of the project
ii. the purpose of college is used to accommodate student
iii. The users are identified as students, staffs and visitors.

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Step 2: Investigate the function of the system components
Each space is assigned to their function for investigation
Item BUILDING SPACE / AREA Function
a
Administration - Pentadbiran
Area to facilitate administrative
activities
b
Academic - Akademik
Area to Accommodate students
learning
c Dormitory & Warden's Quarters - Asrama & Kuarters
Warden
Area to Accommodate
occupants
d Canteen - Dewan Selera Place provided for dining
e Prayer Room - Surau Place to facilitate
f
Student Center - Pusat Pelajar
Place to Facilitate students
activities
g Multipurpose Hall - Dewan Serbaguna Place to Facilitate any activities
h Cafeteria - Kafeteria Area for food and beverage
i
Principal's Quarters - Kuarters Pengetua
Area designated to
Accommodate the pricipal
j
Vice Principal's Quarters - Kuarters TImbalan Pengetua
Area designated to
Accommodate the vice principal
k
Head Warden's Quarters - Kuarters Ketua Warden
Area to Accommodate Head
warden
l Staff's Quarters - Kuarters Staf Area to Accommodate staff
Step 3: Breaking down of the into quantifiable parts
3 BUILDING SPACE / AREA Floor Area m2
a Administration - Pentadbiran 2,055 m2
b Academic - Akademik 9,682 m2
c Dormitory & Warden's Quarters - Asrama &
Kuarters Warden 11,679 m2
d Canteen - Dewan Selera 1,377 m2
e Prayer Room - Surau 1,624 m2
f Student Center - Pusat Pelajar 465 m2
g Multipurpose Hall - Dewan Serbaguna 2,207 m2
h Cafeteria - Kafeteria 193 m2
i Principal's Quarters - Kuarters Pengetua 290 m2
j Vice Principal's Quarters - Kuarters TImbalan
Pengetua 660 m2
k Head Warden's Quarters - Kuarters Ketua
Warden 220 m2
l Staff's Quarters - Kuarters Staf 1,100 m2
31,552 m2

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Step 4: Assigning function type
Item
BUILDING SPACE / AREA
Function
Function TypeVerb Noun
a Administration - Pentadbiran facilitate administration Supporting
b Academic - Akademik Accommodate Students Basic
c Dormitory & Warden's Quarters - Asrama &
Kuarters Warden Accommodate occupants Supporting
d Canteen - Dewan Selera Provide F&B Supporting
e Prayer Room - Surau facilitate Praying Supporting
f Student Center - Pusat Pelajar Facilitate students Supporting
g Multipurpose Hall - Dewan Serbaguna Facilitate Activities Supporting
h Cafeteria - Kafeteria Provide F&B Supporting
i Principal's Quarters - Kuarters Pengetua Accommodate principal Supporting
j Vice Principal's Quarters - Kuarters TImbalan
Pengetua Accommodate Vice principal Supporting
k Head Warden's Quarters - Kuarters Ketua
Warden Accommodate warden Supporting
l Staff's Quarters - Kuarters Staf Accommodate staff Supporting
Step 5: Place a “a worth” on each part
Worth is defined as the least cost to perform the required function. Worth is
determined by multiplying the GFA with the cost per m2.
3 BUILDING SPACE / AREA Floor Area m2 Cost/m2 37,057,000.00
a Administration - Pentadbiran 2,055 1,300.00 2,671,500.00
b Academic - Akademik 9,682 1,100.00 10,650,200.00
c Dormitory & Warden's Quarters - Asrama &
Kuarters Warden 11,679 1,100.00 12,846,900.00
d Canteen - Dewan Selera 1,377 1,300.00 1,790,100.00
e Prayer Room - Surau 1,624 1,350.00 2,192,400.00
f Student Center - Pusat Pelajar 465 1,300.00 604,500.00
g Multipurpose Hall - Dewan Serbaguna 2,207 1,400.00 3,089,800.00
h Cafeteria - Kafeteria 193 1,200.00 231,600.00
i Principal's Quarters - Kuarters Pengetua 290 1,400.00 406,000.00
j Vice Principal's Quarters - Kuarters TImbalan
Pengetua 660 1,300.00 858,000.00
k Head Warden's Quarters - Kuarters Ketua
Warden 220 1,300.00 286,000.00
l Staff's Quarters - Kuarters Staf 1,100 1,300.00 1,430,000.00
31,552

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6th step: Evaluate and make comparison
Evaluation is made to provide the best possible solutions for the project under
study. The technique to carry out evaluation of the ideas rely more on subjective
judgment on the VM team the reasons are provided in the table below.
No Idea Remark Reason to evaluate or discard
1
Increase
Administration Area
Discard Provide more space
2
Increase Akademik
Area
Evaluate
Provide more space to accommodate
more students
3
Increase Multipurpose
hall
Evaluate Accommodate more students
4 Workshop Discard Optimize circulation space
5 reception Discard Optimize computer room space

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Priority setting matrix
Setting priorities are the key to getting organised and making the most of your time.
The action is to be prioritized into one seamless set of action items to make sure arts of
the construction in terms of planning and design doesn’t take precedence over your goals
and vice versa.
Priorities can be classified into:
Priority 1: Must Do – these goals or activities must be achieved if you are to consider
yourself ‘successful’. These are your highest priority goals or activities.
Priority 2: Should Do – these goals or activities should be achieved (but it is not
essential) to consider yourself ‘successful’.
Priority 3: Nice to Do – self-explanatory.
The terminologies that can be referred to are “High, Medium, Low priority”.
1. Structure
Priority setting Matric table
A: Quality
AB B:Reliability of supply
AC BC C : Fast installation
AD BD CD
D:Easy
installation
AE BE CE DE E: Cost

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Weighted criteria
A B C D E
3 0 3 1 2
Score Rating
5- Excellent 4- Very good 3- Good 2- Fair 1- Poor
Options A B C D E
3 0 3 1 2
Precast
concrete
5 15 2 0 4 12 3 3 3 6 36
Concrete
in-situ
3 9 5 0 2 6 1 1 5 10 26
Steel
frame
5 15 3 0 4 12 4 4 1 2 33
 Based on the outcome of the functional analysis recast concrete IBS was
identified in order of priority as the best option
 High priority was given to the level of quality and fast installation of the chosen
system. The result of the techniques applied is followed by cost easy installation
and lastly reliability of supply.

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2. Roofing
Priority setting Matric table
Weighted criteria
A B C D E F G
1 1 5 5 5 3 1
Score Rating
5- Excellent 4- Very good 3- Good 2- Fair 1- Poor
A. Workmanship
A B
B. Easy Installation
A C B C
C. Durability
A D B D C D
D. Maintenance
A E B E C E D E
E. Longetivity
A F B F C F D F E F
F. Attractive Finish
A G B G C G D G E G F G
G. Cost

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 Based on the above decisions taken by the team, steel roofing is the best option
followed by ceramic and bituminous in which both are tied second.
 The team gave high priority to durability, maintenance and longevity. The team
considered workmanship, easy installation and cost as attributes of lower priority
of importance.
 Steel-framed roofing has high expected life with its resistances to fire, mildew,
insects, and rot; some materials may be applied over an existing roof and can
often downsize or reduce the number of roof support members which highlights
its ease of installation, it can also be installed on gently pitched roofs without
presenting a leaking potential.
 Thus, the team made a decision to recommend steel framed
Workmanship
Easy
Installaion Durability Maintenance Longetivity
Attractive
Finish Cost
A B C D E F G
1 1 5 5 5 3 1 Total
Steel roofing
3 3 4 4 4 20 5 25 4 20 3 9 3 3
84
Ceramic tile
2 2 3 3 5 25 4 20 3 15 4 12 2 2
79
Concrete tile
3 3 4 4 5 25 3 15 3 15 3 9 3 3
74
Bituminous tile
4 4 5 5 3 15 4 20 4 20 4 12 3 3
79
Polymer-Sand
tile
2 2 2 2 4 20 4 20 4 20 3 9 4 4
77
Coppertile
2 2 1 1 4 20 3 15 5 25 3 9 1 1
73
Stone tile
1 1 1 1 3 20 4 20 5 25 4 12 1 1
75
Options

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Smart Value Tree
The technique used by the VE team is the value tree. It is arranged in logical order from
left to right Sub objective is established to achieve the project objective. Each of the
objectives is then broken down to attributes.
Figure 2: Smart value Tree- External electrical
3. External electrical
The changes of the external electrical design is a result of minimizing the operating cost
between educational user and personal user therefore it is upon the decision of the team
that the personal users will bear their own electrical bills with each occupier allocated
their own meter.
Level 2Level 1Level 0
Changes of design
of external
electrical
Mnimise operating cost
between education user
and personal user
Additional meter
between personal use
and education purpose
Personal user will bear
their ownelectric and
water bills
Reduce wastage for
non-education
purposes
Encourage staff to save
electric and water
Maintenance cost bear
by the staff
0.72
0.28
0.15
0.35
0.11
0.24

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Figure 1: Smart value Tree- covered walkway
4. Covered walkway
To encourage the future building users to access the administration block and enable the
full use of space. The circulation will be optimized therefore it is required to extend
covered walkway.
Level 2Level 1Level 0
Extending
Covered
walkway
Protection
against
weather
Providecoveragainst
weather
Providenatural
ventilation
Optimize
circulation
Enable flexible use of
space
Encourage access to
administration block
Planned
systematic
circulation
Optimize space
standards
Protectturfing
0.2
000
0.5
000
0.3
0.02
0.05
0.32
0.32
0.07
0.22

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4.0 SKETCHES BEFORE AND AFTER VE
FIRST FLOORPLAN
Figure: first floor before VE

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FIST FLOORPLAN Cont’d
Figure: first floor after VE
SECOND FLOORPLAN
Void added
minimizing
floor area
Circulation
Area widened
Roof area
minimized
Reception
removed

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Figure: second floor before VE

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SECOND FLOORPLAN Cont’d
Figure: second floor After VE
workshop
removed

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5.0 TECHNICAL DATA
During the evaluation stage, the ideas will be evaluated with the standards and
guidelines listed in Uniform Building by Law (UBBL). Basic principles should be
followed as listed in Table 1.
Clause Description
30 Open spaces to be provided
32 Space about buildings abutting a street and a back lane
35 Access from a street
38 Width of footway
39 Natural lighting and ventilation
41 Mechanical ventilation and air-conditioning
46 Heights of rooms in buildings
165 Measurement of travel distance to exits
166 Exits to be accessible at all times
169 Exit route
173 Exit doors
182 Rate of discharge
183 Exit details for places of assembly
186 Exit doors in places of assembly
Table 1: Standards and Guidelines Listed in Uniform Building by Law (UBBL)

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6.0 COST PLAN/COST ANALYSIS/COST STUDY

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7.0 ACTION PLAN
An action plan is a sequence of steps that must be taken or performed well for a
strategy to succeed. The sole purpose of an action plan is to help ideas or visions turn into
reality. In value management studies, an action plan is developed to outline the activities
to be performed in order to meet the client’s requirements. Preparation of an action plan
is to monitor the progress of the project and they will be conducted by the VM team.
Item Element
Recommen
d Solution
Task Action By Phase
Architectural
1 Reception Removed
Revise on
original
Architectural
Design
Architect
Detailed Design Stage
Revise Cost
Plan
Quantity
Surveyor
Implement as
per
recommendation
Project
Manager
Construction Stage
Report on
recommendation
Value
Management
Facilitator
Workshop Stage (Job
Plan) and
Implementation Phase
Review and
audit on
implementation
Client Post-Workshop Stage
2 Void added
Reduction in
Floor area
Revise on
original
Architectural
Design
Architect
Detailed Design Stage
Revise Cost
Plan
Quantity
Surveyor
Implement as
per
recommendation
Project
Manager
Construction Stage
Report on
recommendation
Value
Management
Facilitator
Workshop Stage (Job
Plan) and
Implementation Phase

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Review and
audit on
implementation
Client Post-Workshop Stage
3 Roof area Minimized
Revise on original
Architectural
Design
Architect
Detailed Design
Stage
Revise Cost Plan
Quantity
Surveyor
Implement as per
recommendation
Project
Manager
Construction Stage
Report on
recommendation
Value
Management
Facilitator
Workshop Stage
(Job Plan) and
Implementation
Phase
Review and audit
on implementation
Client
Post-Workshop
Stage
4 Circulation
area
Widened
Revise on original
Architectural
Design
Architect Detailed Design
Stage
Revise Cost Plan Quantity
Surveyor
Implement as per
recommendation
Project
Manager
Construction Stage
Report on
recommendation
Value
Management
Facilitator
Workshop Stage
(Job Plan) and
Implementation
Phase
Review and audit
on implementation
Client Post-Workshop
Stage
5 Workshop Removed
Revise on original
Architectural
Design
Architect Detailed Design
Stage
Revise Cost Plan Quantity
Surveyor
Implement as per
recommendation
Project
Manager
Construction Stage
Report on
recommendation
Value
Management
Facilitator
Workshop Stage
(Job Plan) and
Implementation
Phase
Review and audit
on implementation
Client Post-Workshop
Stage

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C & S Engineering
6 Structural
Revise on original
Structural Design
Architect Detailed Design
Stage
Revise Cost Plan Quantity
Surveyor
Implement as per
recommendation
Project
Manager
Construction Stage
Report on
recommendation
Value
Management
Facilitator
Workshop Stage
(Job Plan) and
Implementation
Phase
Review and audit
on implementation
Client Post-Workshop
Stage
7 Roofing
Revise on original
Structural Design
Architect Detailed Design
Stage
Revise Cost Plan Quantity
Surveyor
Implement as per
recommendation
Project
Manager
Construction Stage
Report on
recommendation
Value
Management
Facilitator
Workshop Stage
(Job Plan) and
Implementation
Phase
Review and audit
on implementation
Client Post-Workshop
Stage
M& E engineering
8 External
Electrical
Revise on original
electrical design
Architect Detailed Design
Stage
Revise Cost Plan Quantity
Surveyor
Implement as per
recommendation
Project
Manager
Construction Stage
Report on
recommendation
Value
Management
Facilitator
Workshop Stage
(Job Plan) and
Implementation
Phase
Review and audit
on implementation
Client Post-Workshop
Stage

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External works –Architectural / Project Manager
9 Covered
walkway
Revise on
architectural
design
Architect Detailed design
stage
Revise Cost Plan Quantity
Surveyor
Implement as per
recommendation
Project
Manager
Construction Stage
Report on
recommendation
Value
Management
Facilitator
Workshop Stage
(Job Plan) and
Implementation
Phase
Review and audit
on implementation
Client Post-Workshop
Stage

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8.0 RECOMMENDATION
Value management is recommended to be implemented in construction projects
because it gives many advantages ranging from monetary benefits and helping to
build the chemistry or teamwork of the professional team. Some of the benefits of
implementing VM are as such, it creates a clearer focus on the project objectives, and
VM works towards arriving a more effective design, identifies and removes
unnecessary costs relating with the project, VM seeks to obtain maximum efficiency
ratios and also identifies possible problems regarding the project if properly
implemented. At the end of the day, VM does not only save cost of the project, but
most importantly, it increases the quality and the function of the facility.
9.0 CONCLUSION