BUILD CONSTRUCTION PRO1ECTS: A METHODOLOGY FOR IMPROVED COST OPTIMIZATION M.Saifulni:am 1 and J.Coffev 2
1 PhD Candidate, School of Urban Development, Facultv of Built Environment and Engineering Queensland Universitv of Technologv, Australia, saifulni:am.mohamadstudent.qut.edu.au 2 Senior Lecturer, School of Urban Development, Facultv of Built Environment and Engineering Queensland Universitv of Technologv, Australia, v.coffevqut.edu.au
ABSTRACT
Value Management (VM) has been proven to provide a structured Iramework, together with other supporting tools and techniques, that Iacilitate eIIective decision-making in many types oI projects, thus achieving best value` Ior clients. One oI the major success Iactors oI VM in achieving better project objectives Ior clients is through the provision oI beneIicial input by multi-disciplinary team members being involved in critical decision-making discussions during the early stage oI construction projects. This paper describes a doctoral research proposal based on the application oI VM in design and build construction projects, especially Iocussing on the design stage. The research aims to study the eIIects oI implementing VM in design and build construction projects, in particular how well the methodology addresses issues related to cost overruns resulting Irom poor coordination and overlooking oI critical constructability issues amongst team members in construction projects in Malaysia. It is proposed that through contractors` early involvement during the design stage, combined with the use oI the VM methodology, particularly as a decision-making tool, better optimization oI construction cost can be achieved, thus promoting more eIIicient and eIIective constructability. The main methods used in this research involve a thorough literature study, semi-structured interviews, and a survey oI major stakeholders, a detailed case study and a VM workshop and Iocus group discussions involving construction proIessionals in order to explore and possibly develop a Iramework and a speciIic methodology Ior the Iacilitating successIul application oI VM within design and build construction projects. Keywords: value management, design and build, early contractors` involvement, constructability, cost optimization
INTRODUCTION Value management (VM) has been recognised within the last decade as an emerging paradigm that Iocuses on continuously increasing the value provided to the client and is widely accepted as an important tool in the successIul management oI construction projects (Ellis et al., 2005). VM aims at improving the client value system in projects, products, processes and systems (Kelly et al., 2004). The primary aim oI this doctoral research is to study the eIIects oI implementing VM in design and build construction projects in particular, addressing design issues that directly relate to cost optimisation oI construction projects in Malaysia.
The research in the area oI VM has matured over the time and there has been substantial research into the application oI VM within the construction industry over the last Iew decades. According to Bowen et al. (2009) previous research addressed issues such as use oI value management in construction (Dell'Isola, 1982; Kelly and Male, 1993; Connaughton and Green, 1996; Kelly et al., 2004); best practice and benchmarking (Male et al., 1998); VM Ior managing the project brieIing and design processes (Yu et al., 2005); VM methodologies and techniques (Dell'Isola, 1982; Zimmerman and Hart, 1982),VM in strategic development oI inIrastructure (Barton and Knott, 1996; Che'Mat, 2006);VM perIormance measures (Lin and Shen, 2007); relationship between VM and quantity surveying (Ellis et al., 2005; Hogg, 1999); integration oI risk and value management (Dallas, 2006; AIila and Smith, 2007); group decision support systems (Fan et al., 2008), group dynamics in VM (Leung, 2003), the implementation oI VM in the public sector projects(Kelly and Male, 1999), global development oI VM client value systems (Kelly, 2007), VM in alternative dispute resolution (Tanenbaum, 2004);and hard versus soIt VM (Green and Liu, 2007). Further to this, successIul VM application has been reported in many cases on construction projects and according to Cheah and Ting (2005), the practice oI VM embraces other tools and techniques such as the structured job plans, the Functional Analysis Systems Technique (FAST) (KauIman, 1990), Simple Multi Attribute Rating Technique (SMART) (Green, 1994) and even methods to nurture creative thinking (i.e. Delphi Method). The application oI various VM tools provides Ior diIIerent industrial contexts such as in, transportation systems design (Wilson, 2006), health care procurement (Ghosh, 2003), waste management (Parikh, 2005), space management (Che'Mat and Shah, 2006), risk management in construction projects (Dallas, 2006; Chang and Liou, 2005), design and build bid proposals (Kolano and Vohra, 2006), alternative dispute resolution (Tanenbaum, 2004) and sustainability oI construction projects (Zainul Abidin and Pasquire, 2007). The somewhat generic nature oI VM makes it applicable to many types oI projects ranging Irom buildings to water treatment works (Cheah and Ting, 2005). Moreover, it also suggested that implementing VM at the corporate level Ior tasks such as strategic decision-making (Che'Mat, 2002) , quality management (Teck, 2003; Wixson, 2005) and other systematic contexts are providing bright prospects Ior the VM discipline and its practitioners in Iuture. This noted, only a small minority oI research to date has Iocussed extensively on examining the application oI VM in speciIic construction procurement systems. The research reported here describes the potential Ior developing a Iramework to Iacilitate the application oI VM in design and build construction projects within the context oI the Malaysian construction industry. The study will Iocus on VM application in the design stage oI a construction project and in examining the contribution oI contractors` early involvement to more eIIective and eIIicient constructability, which in turn leads to greater cost optimization. This paper commences with a background review oI VM and design and build, Iollowed by description oI the survey design and research Iramework. The methodology and expected outcomes oI research are discussed as is the signiIicance oI the research.
LITERATURE REVIEW
Jalue management (JM) in the construction industry VM is a structured, organized team approach to identiIying the Iunctions oI a projects, product or service with recognized techniques and providing the necessary Iunctions to meet the required perIormance at the lowest overall cost (SAVE International, 2001). VM has been recognized as one oI the most eIIective methodologies Ior achieving 'best value-Ior-money Ior clients since its introduction into the construction industry in the early 1960`s (Shen and Liu, 2003). VM evolved Irom the manuIacturing industry, which initiated Value Analysis (VA) in 1940`s, and was Iirst applied in the construction industry in 1963 (Dell'Isola, 1982) and is now attracting interest Irom many sectors oI the construction industry across the world (Fong and Shen, 2000). The UK has already seen a substantial growth in the development and practice oI VM, mainly in the construction industry, since the introduction oI VE to the UK in the 1980s. As reported by Shen (1995), in 1988 RICS published "A Studv of Jalue Management and Quantitv Surveving Practice", by Kelly and Male, which illustrated the practice as used in North America, and proposed the beneIits and potential oI using VM in the UK, particularly to the quantity surveying (QS) proIession. The publication marked the beginning oI the serious development oI VM as a tool to be used in the construction industry to achieve better value Ior money.VM in the UK construction industry has evolved to become an established service with commonly understood tools, techniques, and styles (Kelly et al., 2004); while Ellis et al. (2005) describe VM as 'widely accepted as an important tool in the management oI projects. Ever since this time, the VM initiative has been benchmarked by several countries such as Australia, France, Germany and Hong Kong and this has helped to Iurther the development and implementation oI country-speciIic VM initiatives. The concept and application oI VM do not seem to be so well embraced in the Southeast Asian construction industry (Cheah and Ting, 2005). In Malaysia, VM was Iirst introduced in 1986 and despite some beneIits being observed as a result oI its application, VM has not yet become widely practiced in the Malaysia (Jaapar and Torrance 2005; Jaapar 2006). According to Jaapar et al. (2006), a knowledge gap exists between the current development and application oI VM in the Malaysian construction industry as compared to other developed countries using VM. It is posited that this is largely due to the lack oI knowledge and regular practice oI VM, and also to a resistance to change by the parties involved during VM workshops (Jaapar and Torrence, 2006). A preliminary literature review has indicated ((Jaapar and Ismail, 2001; Jaapar et al., 2006; Teck, 2003; Tan, 2005; Che'Mat and Shah, 2006; Tek, 2004; Ghani, 2004) that some client organisations in Malaysia have been applying certain aspects oI the VM methodology and concepts in their project operations, however due to some unsuccessIul outcomes, the take up oI VM practices in Malaysia has not been large (Jaapar et al., 2009). Despite some resistance to applying VM due to lack oI knowledge and stories oI past experience by clients, nevertheless, the construction industry proIessionals acknowledged that VM contributes to the achievement oI value Ior money. Based on a study conducted by Jaapar et al. (2009), there is a positive Iuture Ior VM within the Malaysian construction industry as proIessionals Irom various segments oI the industry now appear ready to implement VM applications in their Iuture projects. The level oI awareness and appreciation oI VM as an essential toolset Ior providing better value has developed over time since the inception oI this study to the extent that the Institute oI Value Management Malaysia (IVMM) was established in 2000 with help and encouragement Irom Government agencies such as the ProIessional Services and Development Corporation (PSDC). The latter agency has initiated great eIIorts to promote and provide training courses in VM within the construction industry. This continuous initiative has opened new opportunities Ior VM to be accepted into companies at a senior management level. The recently issued Government circular 'Value Management Guideline Circular 3/2009 authored by the Economic Planning Unit oI the Prime Minister`s Department mandates that Ior every construction project valued at more than RM 50 million, a VM study is required to be undertaken (Economic Planning Unit Malaysia, 2009), This marks the beginning oI a new paradigm Ior VM in the Malaysian construction industry, which is expected to allow Ior more potential areas oI VM to be developed and introduced into the sector.
Jalue Management and Design and Build Construction project are usually initiated based on the needs oI the client. In order to satisIy the client`s requirements in terms oI time, cost and quality, various procurement methods are available Ior consideration to increase the chance oI success Ior the complex sequence oI activities. Numerous studies suggested that VM is highly eIIective in the early planning stages oI a project as well as during other stages oI design and construction (Hunter and Kelly, 1998) and this supports the idea oI a potential existing Ior greater cost savings to be identiIied by teams oI designers and builders. The identiIication oI potential cost saving opportunities at the early stage oI a construction project does not occur in all procurement settings which separate the design and construction phases such as traditional lump sum contracting, however, the prospect can be more easily applied in a Iast-track system such as design and build. Design and build integrates design and construction to overcome some oI the hurdles inherent in the traditional lump sum contracting method (Lam et al., 2008) and it is a project delivery method in which a project owner has a contractual relationship Ior both design and construction with a single entity. Unlike the traditional arrangement where the client`s consultant architects and engineers deal with and manage contractors, in a design and build project, the contractor and client are in close contact Irom the design stage till the completion oI a project (Ling and Chong, 2005). The strategy thereIore places single point responsibility on the contractor Ior the entire construction process and thereIore the contractor is totally responsible Ior the not only the construction but also the design liability, including the selection and management oI design teams (Ng and Skitmore, 2002). The strategy promotes the more eIIective and eIIicient constructability oI a project due to the input to the design Irom the building contractor which allows them to inject their own capability, capacity and available technology into the upstream decision-making, plus it sets a Ioundation Ior speedier project delivery due to the beneIicial overlaps between design and construction. Uhlik and Lores (1998) cited in (Song et al., 2009), Iound that design and build and construction management contracts Iacilitate the integration oI general contractor`s knowledge into the design and they conclude that early involvement oI contractors in construction projects is highly recommended. The involvement oI contractors at the early stage oI projects is seen as providing greater opportunity to enhance the project by way oI allowing construction knowledge to be input by the contractor at this critical juncture. An absence oI contractor expertise may result in over- emphasis on the building design, and a Iailure to properly consider the practicalities oI construction (Bowen et al. 2009). According to Song et al. (2009), there are several distinct advantages to contractors having early involvement in construction projects which are Iollows:
i. Contractors have a higher level oI construction expertise due to specialist training and an in-depth knowledge oI construction materials, methods and local practices; ii. Contractors can provide project and contractor speciIic inIormation on the availability and limitations in term oI cost, perIormance, access and site conditions and this is needed to support design; iii. It is the contractors who are responsible Ior the actual construction operations, thereIore, their input has direct impact on the perIormance oI the project; and, iv. Continuous involvement Irom the design stage promotes opportunities to inIluence project costs, which in turn gives time Ior better quality oI construction planning.
In addressing problems which exist in design and build, a study by Akintoye (1994) on the reduction in overall project costs using design and build procurement, has suggested that the use oI Value Management (VM) as an alternative method used Ior solving engineering problems, leads to early cost appraisal oI a more eIIicient plan layout and selection oI alternative materials and establishment oI best methods oI construction by the contractor. This is also supported by Lam et al. (2008) who observes that the inclusion oI innovative management approaches at an early project stage (i.e. Value Management) contributes one oI the major success Iactors Iound in design and build projects. Cheng (1995) in Lam et al. (2008) has reported that value management has been carried out in design and build projects to eliminate unnecessary costs without additional expenditure through the beneIits realizes through extensive teamwork at the early stage oI a project where project participants meet together with the aim oI optimizing cost oI that project. A study conducted by Akintoye (1994) on contractors` views on design and build highlighted that the Iactors most signiIicant to reducing the overall project cost which the application oI VM assisted in identiIying are: (i) alternative solutions to engineering problems (ii) early cost appraisal oI eIIiciency oI plan layouts and (iii) selection oI alternative materials and methods oI construction. It appears that the integration oI the design and construction stages does oIIer Ilexibility to the project which makes design and build an ideal contract arrangement Ior projects to better meet client objectives. There are nonetheless setbacks and issues Iaced by design and build which need to be taken into consideration. According to Chan et al. (2005), the end product oI design and build projects can be uninteresting and dull, since the designer`s creativity can be stiIled because oI interIerence Irom builders (due to the leading, and equal role given to them) in the design. This problems exists when there is separation oI design roles and overall design management (Love et al., 1998), dispute oI design responsibility (Chan and Chan, 2000, in Chan et al, 2005) and inheritance oI design errors (Ng and Skitmore, 2002). The RICS Procurement Guide (Royal Institution oI Chartered Surveyor (RICS), 1996) Iurther suggests that other disadvantages attendant to design and build are: i) The client is required to commit beIore the detailed design is completed, leaving limited room Ior contribution to design requirements; ii) There is no design overview unless separate consultants are appointed by the client Ior this purpose; iii) DiIIiculties can be experienced by clients in preparing an adequate brieI; iv) Design liability is limited by the use oI standard Iorm oI contract; and, v) Client changes to project scope can be expensive.
Throughout the literature, the combination oI design and management Iunctions in design and build projects has oIten been highlighted as a central issue which impedes the pursuit oI success in construction projects. This means that any Iailure in coordinating management, design and construction among various parties can seriously aIIect the achieving oI the client`s objectives. The eIIect oI such Iailure oIten leads to a longer time being spent to complete the project, poor end-quality and cost overruns. According to a case study conducted by Panciuk (2009), there is a high risk oI the cost oI the construction blowing-up` iI activities such as design coordination, contingency recommendation and the contractor not being provided with complete inIormation, in particular drawings, are not properly managed during the early design stage oI a project.
Ashworth and Hogg (2000) pointed out that VM has been recognized as a Iactor that is critical to the success oI projects. Most VM currently practiced in the industry Iocuses on the design development and improvement to the Iunctions oI the project. Green (1997) stated that VM provides a second look` at design decisions which have been taken in response to a projected cost overspend. It Iocuses on value rather than cost and seeks to achieve an optimal balance between time, cost and quality as it provides a method oI integration in the building process that no other management structure in construction can provide (Kelly et al., 2002). It is distinguished by three primary core elements namely i) a value system, ii) a team-based process and iii) the use oI Iunctional analysis to promote in-depth understanding (Kelly et al., 2004). The literature appears to indicate the Iact that a weakness exists in design and build systems, particularly related to coordination during the design stage oI a project where the contractors` early involvement is expected to inIluence the more eIIective achievement oI project objectives. It is this aIorementioned discussion that has raised several research questions that need to be examined as Iollows; i. How do decisions made during design stage oI construction projects adopting a design and build strategy succeed in achieving client`s objectives in terms oI meeting approved cost budgets? ii. What are the critical issues involved during the design stage oI projects which oIten lead to Iinal costs exceeding budgets? iii. How does the application oI VM (with the inclusion oI contractors` inputs during design stage) assist in addressing issues pertaining to cost optimization and value- adding to client`s existing requirements?
Based on these research questions, the main research objectives can be established, which will later drive the research process and these are: 1. To identiIy the decision-making process perIormed by the design team and contractors during design stage; 2. To identiIy constraints Iaced by design teams and contractors in developing design that Iully meet client`s requirements; 3. To study the contractor perceptions oI how, or iI, VM applied during the design stage (upstream`), Iacilitates better ultimate buildability during construction (downstream`); and, 4. To examine the potential savings generated Irom VM intervention during the design stage, especially when applied with inclusion oI contractors` inputs.
METHODOLOGY The purpose oI the study on which this paper is based to assess and investigate the application oI VM theory, and how this rolls out in practice within the Malaysian construction context, particularly in design and build projects. The research will adopt a mix oI quantitative and qualitative methodologies, however a qualitative approach will be the dominant method used Ior conducting the study; speciIically using a case study, conducting Iocus group sessions and development oI a VM workshop approach speciIically directed at the typical prevailing situation in the Malaysian construction industry. Rouse and Dick (1994) have suggested that qualitative research techniques are needed to capture holistic real- world answers to real-world problems in a way that is not possible using quantitative methods. The case study will be used to test the eIIicacy and impact oI implementing VM during the design stage oI construction projects, with contractors` early involvement, i.e. can this assist in value-adding and cost optimization. It is anticipated that this approach will generate rich data Ior Iurther analysis relating to the experiences and practices oI VM among construction teams in the Malaysian setting. The Iocus group and workshop are aimed at validating Iindings Irom the case study and as a platIorm Ior a Knowledge Bridge` between the theoretical and practical views. Some basic quantitative methods will be applied in reviewing survey data obtained Irom the application oI the VM Iramework and Ior setting criteria Ior the case study selection. In this research, the literature review will be used to explore the principles, application, criteria and theories oI VM that address issues related to design management and coordination oI processes and stakeholders in design and build projects.
The main research on which this paper is based encompasses a study and discussion oI the philosophy and phenomenon oI VM, design management constraints, decision-making, project team operation, liIe cycle costing and client value systems. It will integrate these issues in order to identiIy and Iocus on the potential beneIits oI using VM as a tool that Iacilitates decision-making related to cost optimization and value-adding in construction projects. The organization oI the research has been divided into Iour stages (Figure 1) which are as Iollows.
Figure 1: Research Process
Stage 1: Literature Review An extensive and detailed literature review will be conducted with the aims oI obtaining inIormation pertaining to the current development oI VM in the Malaysian construction industry, the perspectives Irom various industry players` on the implementation oI VM at project level, and also on design management issues together with reported case studies. Furthermore the review will examine typical design and build activities Iocusing on the project design stage, methods used Ior decision-making and the methods Ior resolving conIlicting design issues, buildability and the roles played by various parties involved with the design and construction processes. The primary objective oI the literature review is to obtain a current picture oI the status oI strategic and operational VM application in the design development stage oI the typical design and build project. A pilot survey will be undertaken in order to obtain preliminary data on the current status oI the application oI VM in various types oI construction project and speciIically in design and build procurements. The literature review, together with a corroborative interview with an acknowledged expert in the Iield, will be used to Iormulate a set oI criteria which will be examined Iurther in a series oI semi- structured interviews.
Literature Research Interviews Survev Based on results Irom stage 1 & 2 Based on results stage Irom 1 - 3 STAGE 1 STAGE 2 STAGE 3 STAGE 4 Pilot Survey RESEARCH PROBLEMS CASE STUDY ANALYSIS Workshop DraIt VM Framework Focus Group Findings Stage 2: Case Study Investigation using a case study approach is a strategy directed at researching an experimental theory, or a topic, using sets oI procedures comprised oI several diIIerent combinations oI data collection such as interviews, surveys and documentary evidence, where the emphasis is placed on investigating a phenomenon within a context (Fellows and Liu, 2003, cited in (Knight and Ruddock, 2008)). An exploratory case study will be used Ior this research in order to investigate a contemporary phenomenon in-depth and within its real liIe context, especially when the boundaries between phenomenon and context are not clearly evident (hence the term exploratory`) (Yin, 2009). In this case, the Iocus oI the exploratory case study is the implementation oI VM during the project design stage. The case study will investigate and capture the situation/activities involved during the decision-making process oI a typical design and build project design stage. The capturing oI inIormation at this stage will Iurther identiIy the strategies used and constraints Iaced, by the project team in meeting their targeted project cost. An examination oI archival records such as correspondence, minutes oI meetings; drawings; Bills oI Quantities (BQ) and other transmittals will be examined in order to identiIy the various processes and activities involved during the project design stage that have an impact on, or are relevant to decision-making, cost optimization and buildability. This review oI documentation will attempt to identiIy the patterns oI behaviour oI the project team members in design decision-making process and the constraints Iaced in meeting client`s requirements. Understanding the behaviour and culture that exists within the working-team organisation will allow Ior codiIication oI the roles played by each team member and how their behaviour and attitudes can ultimately inIluence the cost and buildability oI the project. The unit oI analysis Ior this research variable will be the savings generated as a direct result oI applying the VM study. A multiple case study design is proposed where the sub-units oI analysis or variables will comprise oI the team oI proIessionals and stakeholders involved in the project, i.e., architects, engineers, quantity surveyors, contractors/sub-contractors and the client. The overall eIIicacy and reliability oI this method is dependent on the comprehensiveness oI the inIormation retrieved Irom the archival records oI the project selected. Past studies have indicated that the implementation oI VM at an early stage oI projects provides opportunities Ior greater savings in construction project costs (Barton and Knott, 1996; Dell'Isola, 1982; Kelly et al., 2004; Hunter and Kelly, 1998; Che'Mat, 2002; Dallas, 2006)and so a multiple case study has been selected Ior the main research as it is Iocused on testing a well- Iormulated theory (Yin, 2009) related to the application oI VM during the design stage oI a construction project. Design and build construction projects initiated by the private sector is selected as samples Ior case study. The selection oI case is made based on projects which have succeeded and Iall short to achieve the project objective (i.e. cost) and have not experienced any VM study. The combination oI both selections aimed at establishing a comparative result on the potential application oI VM which will better ampliIy the Iindings oI the study. Case selection will be shortlisted on a set oI criteria based on aspects drawn Irom the pilot survey. The private sector client`s organizations chosen will be those which initiate or promote construction projects that are listed on the Bursa Malaysia which is the largest reIerral bourse in Asia Ior business investments. The most typical (or most data-rich) that IulIil the short listing criteria will be selected Ior the case study with the aim oI identiIying the major operational activities associated with design stage, problems encountered, scope oI work involved, decision- making processes being applied, construction cost optimisation techniques used and value- added initiatives identiIied Ior the client. The outcome oI this phase oI the research is intended to explore areas such as the overall use and practices oI VM in the construction sector, the impact oI strategic stage in which the study is Iocused on cost optimization opportunities (i.e. the detailed design stage), involvement and contribution oI various involved proIessionals, savings gained (whilst still complying with client`s objectives oI cost optimization), and the designer`s value-adding ambitions.
Stage 3: Interviews and Survey The survey and subsequent interviews are intended to obtain inIormation Irom practitioners and experts with regard to the practice oI design management during the project design stage and to capture their views on any potential beneIits and constraints oI VM when used in the design stage oI design and build (or other procurement based) construction projects. The Iocus oI this stage oI the research is in speciIically achieving objectives 2, 3 and 4 oI the research as stated earlier in this paper, and the study will be conducted using two main methods, Iirstly, a series oI semi-structured interviews will be undertaken with selected project team members Irom the case study projects consisting oI engineers, architects and representatives Irom the client`s organization, project managers, quantity surveyors and contractors/sub-contractors. Secondly, a survey questionnaire will be distributed amongst identiIied practitioners in the VM sector based on a list obtained Irom the Institute oI Value Management Malaysia (IVMM). The IVMM database contains the names and addresses oI 130 registered members all actively practicing in the VM Iield. The expected outcomes Irom the exploratory study are to bring out the current development status oI VM in Malaysia in terms oI its acceptance level by relevant industry players, the current understanding oI the problems associated with design development, cost optimization activities related speciIically to project design stage and the potential opportunities Ior better achieving client`s objectives using a VM approach.
Stage 4: JM Workshop and Focus Croup Discussion The VM workshop and Iocus group discussion are proposed Ior the Iinal stage oI the study in order to Iurther examine the potential savings and value-additions that are available and yet to be applied in the case study projects. The workshop and Iocus group discussion will be primarily aimed at validating the Iindings obtained Irom the literature review, the case study and the interviews. Subsequently it is also aimed at obtaining ideas and contributions through discussion oI relevant issues. A panel` oI international experts in the VM Iield will be jointly invited to participate in a virtual` Iocus group discussion oI the Iindings via Windows Live Messenger (ninemsn Pty Ltd, 2010). The Iindings through the use oI this method are expected to address all oI the research questions thus indicating whether or not implementation oI VM in design and build construction projects (particularly using contractors` input at the project design stage) can really enhance the construction cost optimization, more Iully achieve project objectives, improve buildability and provide more value-additions Ior the client.
Significance of the Research The Iindings Irom the research represented in this paper are expected to be signiIicant in Iurther contributing to the current pool oI academic knowledge oI VM eIIectiveness and use and to advance the previous research conducted, integrating and lodging it speciIically within the construction and the private sectors, in a Malaysian context. The investigation and study oI the application oI VM theory and methodologies on actual construction projects using design and build procurement will enrich the extant literature with a contemporary viewpoint based on robust research on the beneIits oI VM implementaion in achieving cost optimization on, and adding value to, construction projects. It is anticipated that the Iindings oI this research could oIIer a Iramework Ior proIessionals and clients in the private sector to better understand the constraints oI, and strategies needed to implement, VM in their Iuture projects. A Iurther beneIit oI the research is to oIIer the chance Ior a paradigm shiIt Iorward Ior contractors to signiIicantly improve all aspects oI project outcomes Ior clients through their early involvement in the project design stage and through the use oI VM, speciIically in the Malaysian context.
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