Cost Value

Engineering
Group Assignment (QSB 4214)
Semester 6, 30th November 2016
Norbert Voo Hsien Yung (0303748)
Wilson Lo Wei Kong (0317382)
Chew Jun Ming (0310173)
Chris Huang Chuang Ji (0314208)
Kavilan Manoharan (0903P72082)
Fatin Atiqah Putri Binti A Razak (0308496)
Yo Kai Sen (0310563)
Ahmed Munzir B Akmal (0304924)
Hussain Ajuadh (1007P78209)

TABLE OF CONTENTS

NO

TITLE

PAGE

1.0

Introduction of Value Management

1.1

Purpose of Value Management

1.2

Concepts of Value Management

1.3

Characteristics of Value Management

1.4

Advantages of Value Management

1.5

Why Apply Value Management

1.6

When Apply Value Management

2.0

Executive Summary

11

2.1

Project Details

11

2.2

Clients Requirement

12

2.3

Brief Summary of Problems

12

3.0

Functional Analysis

13

3.1

Space Function Analysis

14

3.2

Result of Space Function Analysis

15

4.0

Proposed Changes in Design

18

4.1

Space Reduction

18

4.1.1
4.1.2
4.1.3
4.1.4
4.1.5
4.1.6
4.1.7
4.1.8
4.1.9
4.1.10
4.1.11
4.1.12
4.2
4.3
4.3.1
4.3.2
4.3.3
4.3.4
5.0
5.1
5.2
6.0
7.0
8.0

Classroom and Library

Table/ Chair Storage
Admin/ Teacher Office
Overspilled Area
Tadika
Taska
Sickbay
Dining Area
Kitchen
Indoor Game
Sleeping Room
Sang Kancil
Space omission
Finishes Replacement
Sport/ Community Hall
Elderly Centre
Children Centre
Adolescent Centre & Others
Supporting data of substitution and omission of area
List of cost for different types of flooring materials
Supporting data of changing of flooring area
Cost analysis
Action plan
Conclusion

19
20
20
21
21
22
22
23
23
24
24
25
25
27
29
29
29
27
31
33
34
35
38
42

8.1
9.0

Recommendation
References

43
44

1.0

Introduction of Value Management

Value management is a service which maximizes the functional development from

concept to completion, through the comparison and audit of all decisions against a value
system determined by the client or customer. It is an integrated, organised and structured
process, led by an experienced facilitator and broken down into various stages to enhance
the value of a construction project, not necessarily only by cutting costs. It is a systematic
multidisciplinary effort made to enhance the value of a construction project in many other
ways than just cutting on costs. The best time to implement it is in the early development
phases on a project.
Optimal benefits will be obtained on larger and more complex projects. The most
commonly used stages and phases into which Value Management is divided is the: Prestudy phase, Information stage, creative phase, evaluation phase, development phase,
presentation phase and post-study phase. There are various definitions for Value
management. Some of the definitions that are:
VM has been recognized as an emerging paradigm that focuses on
continuously increasing the value provided to the client and is widely
accepted as an important tool in recent management of construction
projects (Elis, Wood. Et al 2005)
VM is also critical to the success of projects as it provides a basis for
improving value for money in construction (Ashworth & Hogg 2000)
It focuses on value rather than cost and seeks to achieve an optimal
balance between time, cost and quality (Kelly, Male et al 2004)
It provides a method of integration in the building process that no other
management structure in construction can provide (Kelly & Male 1991).

The Value management definition in last decades can be identified with four keywords or
phrases, as:
i.

Systematic process: It has a definite beginning and end and it differs from cost
reduction exercises which are normally unstructured and conducted in an informal
way. This process is referred to as the job plan which consists of a sequence of steps
that guide the Value Management team through the problem solving process.

ii.

Multi-disciplinary effort: A group of individuals are brought together to analyse all

aspects of the project that are studied. They all work together as a group under the
leadership and guidance of the Value Management facilitator. Most projects make use
of various disciplines because no one individual is an expert in every area of the
construction project.

iii.

Functions: Function analysis is at the basis of Value Management and this is what
separates Value Management from other cost cutting programs. But in Value
Management the question of what does it do and what is the function that it seeks to
achieve is asked. It must be undertaken without compromising the quality, reliability,
safety and aesthetic features that the client requires.

iv.

Value: The main function of Value Management is not to reduce costs but to improve
value. Value is made up by balancing cost, time and function/quality of the
product/project. Value can also be seen as the benefit the client or the occupants of
such a building or structure enjoys.

1.1

Purpose of Value Management

As Value management allows client to reduce cost for the project by eliminate
unnecessary cost. The purpose of Value Management is not just to reduce cost, but the
purpose is to produce solution creatively and economically by identify unnecessary
expenditure. It will identify the function analysis and reduce unnecessary expenditure for
the project. The purpose of Value Management is also generating alternative ideas to
provide better function and value to the project so client will achieve their needs
effectively.
Besides that, promoting innovation is also the purpose of Value Management. It
will promote innovation by introducing alternative materials with better functions to the
project. Another purpose of Value Management is to optimize the resources. It is essential
as balancing resources to avoid over abundance on the particular element. Furthermore,
by conducting Value Management, the client will allow saving time, money and energy as
Value Management will eliminate unnecessary installment and expenditure for the
project. Simplifying methods and procedures is also the purpose of Value Management.
In addition, updating standards, criteria and objective is also the purpose of Value
Management.

1.2

Concepts of Value Management

Value is the benefit to the client offered by a project. It means ensuring the right
choices are made about obtaining maximum benefit for the client within time, cost
and quality constraints.
Value is taken to mean how the building satisfies the owners expectations and the
sacrifices, in terms of resources, he must make in order to get it.
Value management is concerned with defining what are needed in a project to deliver
the expected benefits and ensuring these are implemented effectively, economically
and efficiently, using minimum resources. Value Management concentrates on the
actual needs of the user to focus its resources on. It is different from cost-cutting
exercise, which achieves economies by using less or cheaper materials.
The Value Management approach involves the use of creative techniques, combined
with the latest technical information on materials and construction methods. The
Value Management theory is the principle that there is always more than one way to
achieve project objectives and that examination of the alternatives will produce the
most acceptable conclusion.
The core of the Value Management process is the analysis of functions from the point
of view of the systems as a whole (including the relationship or cost impact of design
decisions on the project and the schemes operation). This aspect distinguishes Value
Management from other methods of improving value.

1.3

Characteristics of Value Management

Bone, C., Law, M. (2000) state that there are ten mandatory characteristics of value
management practice and they are as follows:

1.4

It is visibly supported by senior management;

It generates a clear programme of work;
It involves structured team-based workshops. It employs a range of analytical tools;
It involves creative brainstorming;
It is led by a qualified value practitioner;
It follows a structured Job Plan.;
It involves customers;
It involves suppliers; and
It causes study teams to achieve sustained improvements.

Advantages of Value Management

Value Management has a lot of advantages ranging from financial benefits, to

helping to build the morale of the professional team. Value Management will affect
everyone associated with the project, otherwise known as stakeholders. The client seeks
to achieve value for money, whilst the users want a product that meets their needs as
effectively as possible.
On the other hands, the project managers are responsible to ensure that the project
is on time and falls within the budgetary constraints, the contractor wishes to provide a
service which will afford them an adequate profit and the designers are keen to meet the
expectations of the client whilst complying with certain standards and performance
criteria. Value Management can address most of these needs directly or indirectly, thus
bringing a degree of satisfaction to all the stakeholders involved.

10

Locke et.al (1994) stated that the followings are the brief list of some of the
benefits of Value Management that is somehow directly or indirectly connected with
optimising the value for money for a project. The benefits are as follows:

iv.
v.

Benefit of Value Management

Value Management creates a clearer focus on the project objectives;
Value Management works towards arriving at a more effective design;
Identification of alternative methods of construction and favourable
adjustments to the construction timeline;
Discovery and discussion of project issues, constraints and risks involved;
Clearer project brief and decision making; o Identifies and removes

vi.

unnecessary costs associated with the project

Value Management deals with lifecycle costs also, not only initial project cost

i.
ii.
iii.

and provides an authoritative review of the project in its totality and not just a
few elements. Future profitability can also be assessed if the lifecycle costs
vii.

are known;
Decisions are made with greater confidence because it can be supported by

viii.
ix.
x.

data and defined performance criteria;

All options, alternatives and innovative ideas are considered;
Value Management seeks to obtain maximum efficiency ratios;
Over specification is addressed and an improved building programme can be

xi.

developed leading to time being saved and ultimately savings in cost;

If properly implemented it can identify possible problems early on in the
project;

1.5

Why Apply Value Management

Despite increased recognition of Value Managements benefit and marked level of

success worldwide. Its full potential is yet to be realized especially in Malaysia. Like
many other techniques or disciplines that have to undergo the stage of awareness prior to

11

public recognition, Value Management is essential. Among significant contributions and

potentials of Value Management are:

Value Management Promote Systems Thinking: Value Management as a tool for

systems thinking and look things in a broader perspective rather than just the brick
and the mortar issue;

Establishing Customer Needs: The function analysis allows us to establish customer

needs as we can identify those needs due to the participate nature of the Value
Management study. Those needs statement can also be priorities and set the direction
to achieve those needs;

Value Management Change Proposal (VMCP) incentive clause: VMCP Australian

Department of Defence incorporate the incentive in their procurement contract where
the contractor is allowed to offer alternative proposal to the components through
Value Management Charge Proposal Programme, but not compromising on the
quality nor function. The saving will be share between the contractor and the client
on certain agreed terms;

Staff Development: Team Building is promoted during the Value Management study
and as such it is an important staff development exercise as every participant fells
that he is needs and ideas generated are noted and discussed. They also learn to work

under certain pressure as the deadline for the submission of the report has to be met;
Partnering: Partnering is based on the fundamental human value concepts of common
sense, trust and commitment, which all practitioners would doubtless see as vital to
the success of Value Management;

Vehicle for change: One of the most important aspect of Value Management study is
to generate as many ideas as possible and the creation of new an innovation method.
Change is an essential aspect in todays and future business success. Due to holistic
and participatory in any organization will not be much disrupted as the various levels
of staff are involved in creating change to be more competitive;

12

Identifying and Removing Unnecessary Costs: One of the objectives of Value

Management is to eliminate unnecessary costs without reducing reliability and
saleability.

13

a) 1.6

When Apply Value Management

b)
c)

d)
e)

Figure above shows that Value Management studies can take place at any

stage in the development of a project. It shows that it can be implemented in briefing,

sketchy, working and site. However, it is acknowledged that there is the potential for
greater return on investment if it is used at the very clear stages.
f)
g)
h)
i)
j)
k)
l)
m)
n)
o)
p)
q)
r)

14

s)

t)
u) Figure above shows that Value Management should be performed as early as possible
even before the commitment of funds, approval of systems or design as to maximize
results. The earlier the implementation of Value Management, the higher the
potential saving. It clearly shows that the saving is the highest in the concept stage
while lowest in the construction stage.
v)
w)
x)
y)
z)
aa)
ab)

15

ac) 2.0

Executive summary

ad)
ae)

The project is a proposed construction of a double story community center

located in LOT 38561, Batu 7, Jalan Puchong, Mukim Petaling, 58200 Kuala Lumpur.
This development is to be completed inclusive of various facilities such as a multia) Criteria

b) Description

purpose

c) Number of units

d) 1 unit

center, nursing homes,

e) Built up Area

f)

g) Building height

h) Two story

i)

Components of Building

j)

3756 m2
Multi-purpose Hall

k) Youth Center
l)

Nursing Homes

m) Clinics

remembrance site, waste

room, playground and a
guardhouse
af)
ag)

ah) 2.1 Project

Details
ai)

p) Playground
q) Waste Room
r)

al)
am)
an)
ao)
ap)

Guard House

youth

clinics, a kindergarten,

n) Kindergarten
o) Remembrance Site

hall,

aj)
ak)

16

aq) 2.2

Clients Requirements

ar)
Value for money
Optimize cost
as)
at)

The client for this project is Dewan Bandaraya Kuala Lumpur (City Hall).

Being a government entity the client wishes to achieve the best value for the money from
the development without having to diminish the functionality of the building.
au)
av)
The client wishes to further achieve this through the optimization of costs
by mainly reducing construction costs. The identification of unnecessary costs and
removing them from the constructions process is the main way this can be achieved.
aw)
ax)

ay) 2.3

Brief Summary of Problems

az)
ba)

Most of the problems are present in the design whereby the proposed

design leads to a high construction cost. Some problems are due to types of materials and
finishes being used and the higher cost it incurred.
bb)
bc)
Moreover, poor space arrangement leads to unnecessary space, which in
turn incurs unnecessary costs.
bd)
be)
bf)
bg)
bh)
bi)

17

bj) 3.0

Functional Analysis

bk)
bl)

Function of an item is the main defining purpose of a specific item in order to

meet the demands or requirement of the user. Functional Analysis is sometimes
defined as the systematic process of identifying functions and their related costs. By
identifying the functions will allow VM to eliminate some unnecessary functions.
The aim of this analysis technique is to simplify the design, operation, plan or
schedule of the item. Thus, the cost of the item will be reduced and more effective.

bm)
bn)

Functional analysis involves analyzing the individual parts of a project or item

instead of looking at it as a whole. This technique will commence by listing and
identify the functions of the item and also providing clear descriptions of the
functions. The type of each function is also classified accordingly.

bo)
bp)

By approach functional analysis in this project, there are 6 steps will need to
involve for the approach. The six steps are to investigate the function of the total
system, investigate the function of the system components, break the system down in
into quantifiable parts, consider what each part does, place a worth on each part and
Evaluate and make comparisons. With these six steps, functional analysis will use in
appropriate way.

bq)
br)

Function definitions can be classified at four different levels according to

D MC George and A Palmer (1997):

bs)

Function as a whole
Function of the spaces within the project
Function of the elements
Function of components

18

bt) 3.1

Space Function Analysis

bu)
bv)

Space function analysis was conducted in this project. The purpose is to

identify the respective spaces and their functions. This building comprises of only two
stories. By identifying their function, any unnecessary spaces can be reduced and
omitted. By doing so, the cost can be reduced without sacrificing the main purpose of the
building or the clients requirements.
bw)
bx)
Space function analysis is the process of optimizing the space as required
by the client. By analyzing the used and required space for the main function, the area
and even the quality of the space can be changed to have the optimum service. An
example would be to have a space of 60m2, which is constantly full instead of a space of
120m2, which is never filled and half-filled most of the time.
by)
bz)
When the different spaces for individual functions are identified, the VM
team will investigate each of the space and determine whether spaces are required to
fulfill the main function of the building. The investigation will accomplish to the highest
level of efficiency usage of space based on the intended purposed.

19

ca) 3.2

Result of Space Function Analysis

cb)

cc)

In general, the new Gross Floor Area (GFA) is 3756.00m2 after carried out

the functional space analysis. A total of 309.76m2 GFA can be reduced. In other words,
8.25% of floor area saving is achieved. Table 1.1 shows the summary of proposed space
allocation.
cd)
ce) Table 1.1: Summary of Proposed Space Allocation
cf)
N

cl)

cg) Space

cm)

cs) ct) GROUND

FLOOR
cz) da) Sport/Comm
A
unity Hall
dg)
dh) Entrance porch
1

dn)
2
do) Lobby
du)
3

ch) Function

dv) Sport/Commun
ity hall
eb) ec) Stage
4

cn)

cu)
db)
di) Parking space for
vehicle

dp) Passenger pick-up

and drop-of

dw) Sport exercise/

organizing event
ed) Presentation

ci)
Typ

co)

cv)
dc)

cj) Area
(m2)

cp) C
ur
re
nt
D
es
ig
n

cq) P
r
o
p
o
s
e
d
D
e
s
i
g
n

cw)

cx)

cy)

dd)

de)

df)

dj)
SR

dk) 85
.2
7

dq)
SR

dr) 11
0.
60

dx)
B

dy) 60
3.
00

ee)
SR

ef) 85
.8
0

dl) 8
5
.
2
7
ds) 1
1
0
.
6
0
dz) 6
0
3
.
0
0
eg) 8
5
.
8

ck) Pr
op
os
ed
Id
ea

dm) Re
m
ai
n
dt) Re
m
ai
n
ea) Re
m
ai
n
eh) Re
m
ai
n

20

en)
ei)
5
ej) Overspilled
area
ep)
6

eq) Management
office

ew)
7 ex) VIP lounge +
toilet

el)
S

em) 25
6.
00

es)
SR

et) 30
.0
0

ez)
UN

fa) 24
.0
0

fg)
SR

fh) 32
.0
0

fn)
S

fo) 2.
40

fu)
S

fv) 32
.0
0

gb)
S

gc) 48
.0
0

ek) Waiting space

eu)

er) Working space

ey) Waiting space

fb)

fi)
fd)
8
fe) Meeting room
fk)
9

fr)
10

fl)

D/B

fs) Table / Chair

store

f)

Work discussion

fm) Electric distribution

work

fp)

fw)

ft) Storage
gd)

fy)
11

fz) Food
preparation
room

ga) Facilitate food

gk)
gf)
12

gg) TNB
substation,
switch room,
genset

gm)
gn) Dressing room
13
& Changing
cubical

gi)
SR

gj) 12
8.
78

gp)
SR

gq) 79
.2
2

gw)
SR

gx) 84
.0
0

gh) Electric distribution

work

go) Change Room of

sport

gr)

gy)
gt)
14
gu) Toilet + Janitor
ha) hb) Surau &
15
Ablution

gv) Enhance sanitation

hc) Pray

hd)
SR

he) 64
.0
0

hf)

0
1
9
0
.
0
0
3
0
.
0
0
0
.
0
0
3
2
.
0
0
2
.
4
0
2
4
.
0
0
4
8
.
0
0
1
2
8
.
7
8
7
9
.
2
2
8
4
.
0
0
6
4
.

eo) Re
du
ce
ev) Re
m
ai
n
fc) O
mi
t
fj)

Re
m
ai
n

fq) Re
m
ai
n
fx) Re
du
ce
ge) Re
m
ai
n
gl) Re
m
ai
n
gs) Re
m
ai
n
gz) Re
m
ai
n
hg) Re
m
ai

21

0
0
hh)

hk)

hi)
ho) hp) Elderly
B
Centre
hv)
16
hw) Bed 1 + toilet
ic)
17

id) Living +
reading

hj)
hr)
hq)

hx) Sleeping and

Enhance sanitation

ie) Provide Rest and

Study

ij)
18
ik) Dining
iq)
19

ir)

Kitchen +
toilet

ix)
20
je)
C

iy) Bed 2 + toilet

jf) Medical
Centre

jl)
21
jm) Clinic + toilet
js)
22
jt)
jz)
23

kg)
24

Dispensary

ka) Dr.room +
toilet

kh) Treatment
room
kn) ko) Children Play

il)

is) Facilitate food and

Enhance sanitation

iz) Sleeping and

Enhance sanitation
jg)
jn) Healthcare facility
and Enhance
sanitation

ju) Distribution of
medication

kb) Consultation and

Enhance sanitation

ki) Services of
Healthcare
kp) Entertainment

hl)

hm)

hn)

hs)

ht)

hu)

hy)
B

hz) 20
.0
0

if)
SR

ig) 32
.0
0

im)
SR

in) 26
.3
9

it)
SR

iu) 22
.0
0

ja)
B

jb) 20
.0
0

Consuming food

jh)

ji)

jo)
B

jp) 64
.0
0

jv)
SR

jw) 16
.0
0

kc)
SR

kd) 24
.0
0

kj)
SR

kk) 16
.0
0

kq)

kr) 16

ia) 2
0
.
0
0
ih) 3
2
.
0
0
io) 2
6
.
3
9
iv) 2
2
.
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jc) 2
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.
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jj)
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jx) 1
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ke) 2
4
.
0
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kl) 1
6
.
0
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ks) 0

ib) Re
m
ai
n
ii)

Re
m
ai
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ip) Re
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ai
n
iw) Re
m
ai
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jd) Re
m
ai
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jk)
jr)

Re
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jy) Re
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ai
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kf) Re
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ai
n
km) Re
m
ai
n
kt) O

22

25

area

ku)
26
kv) Sick bay

lc) Store

ky) 16
.0
0

mf) Consuming food

ml) Kitchen +
toilet

mm) Facilitate food

and Enhance
sanitation
mt) Childcare

my)
32

nu) Sickbay &

toilet

lu)

lz)
B

ma) 80
.0
0

mg)
S

mh) 72
.0
0

mn)
S

mo) 48
.0
0

mu)
SR

mv) 80
.0
0

nb)
S

nc) 80
.0
0

ni)
S

nj) 64
.0
0

np)
SR

nq) 48
.0
0

nw)
S

nx) 21
.6
0

nh) Entertainment

nm)
34
nn) Admin/teacher

lt)

na) Exhibiting Talent

nf)
33
ng) Indoor game

ls)

ly) Education

me) Dining area

mz) Sang kancil

ln)

lr)

md)
29

ms) Taska

8.
00

.
0
0
kz) 1
6
.
0
0
lg) 8
.
0
0

lm)

lk)

lw)
28
lx) Tadika

lf)

ld) Storage
ll)

lj)
lp) lq) Children
D
Centre

nt)
35

kx)
SR

le)
S

li)

mr)
31

.0
0

kw) Rest

lb)
27

mk)
30

no) Working space

nv) Rest and Enhance

sanitation

mb) 6
4
.
0
0
mi) 5
7
.
6
0
mp) 3
8
.
4
0
mw)
64.00
nd) 6
4
.
0
0
nk) 5
1
.
2
0
nr) 3
8
.
4
0
ny) 1
7
.
2
8

mi
t
la) Re
m
ai
n
lh) Re
m
ai
n
lo)
lv)
mc) Re
du
ce
mj) Re
du
ce
mq) Re
du
ce
mx) Re
du
ce
ne) Re
du
ce
nl) Re
du
ce
ns) Re
du
ce
nz) Re
du
ce

23

oa)
36
oh)

ob) Sleeping room

+ toilet

oc) Sleeping and

Enhance sanitation

oi)

oj)

oo)
E op) Others

oq)

ov)
37
ow) Staircase
pc)
38

pj)
39

pd) Corridor &

service porch
pk) Pondok
pengawal

pq)
pr) Pusat
40
pengumpulan
sampah
px)
41

py) Laman
Kenangan

ok)
or)

qz)
ra) Library &
42
Computer
Room

pe) Walkway and

Parking vehicle

om)

on)

os)

ot)

ou)

oy)
B

pf)
B

pg) 60
6.
44

pm)
B

pn) 4.
00

pt)
B

pu) 12
.0
0

qa)
B

qb) 24
.0
0

pl) Facilitate secure

ps) Disposal of Waste

pz) Gardening
qg)
qn)

qo)
qv)

qu)

ri) Education
rp) Facilitate exercise

pb) Re
m
ai
n
pi) Re
m
ai
n
pp) Re
m
ai
n
pw) Re
m
ai
n
qd) Re
m
ai
n

qj)

qk)

qp)

qq)

qr)

qw)

qx)

qy)

rc)
SR

rj)
B

rk) 24
0.
00

rq)
SR

pa) 2
7
.
6
0
ph) 6
0
6
.
4
4
po) 4
.
0
0
pv) 1
2
.
0
0
qc) 2
4
.
0
0

og) Re
du
ce

qi)

rd) 80
.0
0

rb) Resources

rg)
43
rh) Class room
1,2,3
ro) Gymnasium

ol)

oz) 27
.6
0

qh)

qf)
ql) qm) FIRST
FLOOR
qs) qt) Adolescent
F
Centre

of) 6
9
.
7
6

ox) Connecting Floor

qe)

rn)
44

od)
S

oe) 87
.2
0

rr) 80
.0
0

re) 6
4
.
0
0
rl) 1
9
2
.
0
0
rs) 6
4
.

rf) Re
du
ce

rm) Re
du
ce
rt) Re
du
ce

24

ru)
45
rv) D/B

rw) Electric distribution

work

sb)
46

se)
S
sc) A/V

sd) Resources

si)
47

sl)
S
sj) Circulation

sp)
sq) Rain water
48
Harvesting
Tank Room
sw)
49

td)

rx)
S

sx) Air-cond Plant

room

te) Total Area

(m2)

tk) tl)

Cost / m2

sk) Walkway
ss)
S
sr) Water Storage
sz)
S
sy) Maintenance

tf)

tm)

tr)

ts) Total Cost (RM)

tt)

ty)

tz) Total Saving

(RM)

ua)

tg)

tn)

tu)

ub)

0
0
rz) 2
ry) 2.
.
40
4
0
sg) 1
sf) 18
8
.8
.
0
8
0
sn) 6
sm) 67
7
.5
.
0
5
0
su) 4
st) 40
0
.0
.
0
0
0
tb) 4
ta) 40
0
.0
.
0
0
0
ti) 3
4
th) 3
4
7
6
5
.
6
2
4
tp) 2
1
to) 21
4
44
4
.9
.
3
9
3
tw) 7
,
3
tv) 8,
9
05
1
6,
,
35
9
7.
4
08
3
.
5
6
uc) 664,413.
52

sa) Re
m
ai
n
sh) Re
m
ai
n
so) Re
m
ai
n
sv) Re
m
ai
n
tc) Re
m
ai
n

tj)

tq)

tx)

ue)

25

ud)

uf)
ug)
uh)
ui)
uj)

Legend: B Basic Function

:
SRRequired Secondary Function:
S
Supporting Function

uk) UN
primary
ul)
um)

Unnecessary function

Serve primary function of the house

Support basic function
Do not contribute directly to basic
:

function
Not necessary to serve
function

Based on the functional analysis, the ground and first floor have made for

reductions. These two floors have identified the functions of the spaces. Basic, required
secondary and supporting functions will be reducing for unnecessary space, while
unnecessary functions will omit the entire space. The vip lounge with toilet from
sport/community hall and children play area from medical centre are found that they are
unnecessary function as vip lounge is serve for vip waiting area and not the main purpose
of sport/community hall. As for children play area is serve for entertainment and not main
purpose for medical centre. The overspilled and table/chair store from sport/community
hall are identify as support function and the spaces have reduced. The whole children
centre and adolescent centres spaces have reduced because they have already existed in
nearby the project. The total reductions and omission of the spaces are 309.76 m2,
changed from 3756.00 m2 to 3446.24 m2. It is lead to save cost for the project, which is
RM664, 413.52.

26

un) 4.0

Proposed Changes in Design

uo)
up)
uq) There are basically two types of proposed changes under this project. The first
changes are space reduction and omission while the second changes are material
substitution.
ur)
us)

ut) 4.1

Space reduction

uu)

uv) The table and figures below shows the proposal for reduction in space and it has been
made for the following areas
uw)
ux) Space reduction
uz) Sport/Community

uy) Justifications
vb) It has reduced after considering the size of the hall that

Hall
va) Table/chair storage
vc) Sport/Community

is present.
ve) It has reduced due to the availability of the lobby and

Hall

surrounding area around the sports courts.

vd) Overspilled area

vf) Children centre
vg) Tadika, Dining area,
vh) Kitchen + toilet,
vi) Taska, Sang Kancil,
vj) Indoor game,
vk) Admin/teacher,
vl) Sickbay & toilet,
vm) Sleeping room +

vn) The whole children centre have been reduce as the

interior furnishing can be rearranged and optimized to
reduce excess space. Since there are other
kindergardens and daycare centre in the area as well,
these facilities will not cater as many children.
vo)

toilet
vp) Adolescent centre
vq) Classrooms 1, 2, 3

vr) It has been reduced in size due to the availability of

other schools in the area. However, it is not omitted as

Library & computer

they will still be a small population who will use the

room, Gymnasium

classrooms and library in this building due to

conviniences.

vs)

27

vt) 4.1.1

Classrooms and Library

vu)
vv)

vw) (Before deduction)

vx)
vy)
vz)

wa) (After Deduction)

wb)
wc)
wd)

28

we) 4.1.2

Table/Chair Storage

wf)
wg)
wh)
wi)
wj)
wk)
wl)
wm)
wn)
wo)
wp)
wq)

(Before deduction)

(After

deduction)
wr)

ws) 4.1.3

Admin/Teacher Office

wt)
wu)
wv)
ww)
wx)
wy)
wz)
xa)
xb)
xc)
xd)
xe)
xf)
xg)
xh)
xi)

(Before deduction)

(After deduction)

29

xj) 4.1.4

Overspilled Area

xk)
xl)

xm) (Before reduction)

xn)
xo)

xp) (After reduction)

xq)
xr)

xs) 4.1.5

Tadika

xt)
xu)
xv)
xw)
xx)
xy)
xz)
ya)
yb)
yc)
yd)

(Before deduction)

(After deduction)

30

ye) 4.1.6

Taska

yf)
yg)
yh)
yi)
yj)
yk)
yl)
ym)
yn)
yo)
yp)

(Before deduction)

(After deduction)

yq)

yr) 4.1.7

Sickbay

ys)
yt)
yu)
yv)
yw)
yx)
yy)
yz)
za)
zb)
zc)
zd)
ze)

(Before deduction)

( After deduction)

31

zf) 4.1.8

Dining Area

zg)
zh)

zi) (Before Deduction)

zj)
zk)

zl) (After Deduction)

zm)

zn) 4.1.9

Kitchen

zo)
zp)

zq) (Before deduction)

zr)

32

zs)

zt) (After deduction)

33

zu) 4.1.10

Indoor Game

zv)
zw)
zx)
zy)
zz)
aaa)
aab)
aac)
aad)
aae)
aaf)
aag)

(Before deduction)

(After deduction)

aah)

aai)4.1.11

Sleeping Room

aaj)
aak)
aal)
aam)
aan)
aao)
aap)
aaq)
aar)
aas)
aat)

(Before deduction)

(After deduction)

34

aau) 4.1.12 Sang Kancil

aav)
aaw)
aax)
aay)
aaz)
aba)
abb)
abc)
abd)
abe)
abf)
abg)
abh)

(Before deduction)

(After deduction)

abi)
abj)

abk) 4.2

Space omission

abl)

abm) The table and figures below shows the proposal for omission in space and it has
been made for the following areas
abn)
abo)

Space

Omission
abq) Sport/Com
munity Hall
abr) VIP lounge

abp)

Justifications

abt) The presence of the lobby waiting area can substitute VIP
lounge
abu)

abs)
abv)

Medical

Centre
abw)

Play area

abx)

The main function of medical centreis for civilians to

seek medical treatment. Hence, the play area does not

contribute to the value of the clinic.
aby)

35

abz)
aca)

acb)
acc)
acd)
ace)
acf)
acg)
ach)
aci)
acj)
ack)
acl)
acm)
acn)
aco)
acp)

36

acq) 4.3
acr)

Finishes Replacement

37

acs)

38

act)
acu)
acv)
acw)

These highlighted space are the replacement to the finishes made with

consideration of the usage in each department.

acx)
acy)
acz)
ada)

adb) 4.3.1 Sport/ Community Hall

adc)
add)

Tiles used in lobby, management office, meeting room and VIP lounge+

toilet are replace from homogeneous tiles 300mm x 300mm to homogenous tiles 200mm
x 200mm. Dressing room & changing cubical replaced from ceramic tile 200 x 200mm to
cement render whereby in ceramic tile in toilet + janitor remains in toilet while in janitor
is replaced with screed.
ade)
adf)

adg) 4.3.2 Elderly Centre

adh)
adi)

In Bedroom 1 & 2 ceramic tiles 200 x 200mm are replaced to vinyl tiles

305 x 305mm for bedroom while ceramic tiles are remains in toilets. Whereby in living &
reading room and dining room is replaced from ceramic tiles 200 x 200mm to vinyl tiles
305 x 305mm.
adj)
adk)

adl)

4.3.3 Children Centre

adm)
adn)

In tadika and sleeping room area ceramic tiles 200 x 200mm are replaced

with vinyl tiles 305 x 305mm.

ado)
adp)

adq) 4.3.4 Adolescent Centre & Others

adr)

39

ads)

Ceramic tiles 200 x 200mm are replaced to cement render in staircase,

corridor & service porch, pondok pengawal, pusat pengumpulan sampah, library &
computer room, Classroom (1,2,3), D/B, A/V and circulation area.
adt)

40

adu)

Overall, the fact that homogenous tiles 300mm x 300mm replaced to

homogenous tiles 200mm x 200mm is they both serve the same purpose but the tiles
sized 200 x200mm cost lesser. Ceramic tiles are replaced with vinyl tiles is because it is
cheaper and is more aesthetically pleasing. The tiles in the staircase, corridor & service
porch, pondok pengawal and pusat pengumpulan sampah, library & computer room,
classrooms 1,2,3, D/B, A/V and circulation have been proposed to use cement screed at
the tiles at those locations serves no purpose.
adv)
adw)

adx)
ady)
adz)
aea)
aeb)

41

aec)

5.0

Supporting data of substitution and omission of area

aee)

In this scenario, the building is neighbored with kindergarten, nursery and

aed)
secondary schools. Which in turn affects the usage of children center and adolescent
center within the building. Hence, the particular area required in this building can be
reduced when there is low usage of its facilities. The followings are the reduced space in
order to reduce the cost of construction while the performance of building remains
optimum.
aef)
aeg)
Sport/Community Hall
aeh)

Overspilled area

aek)The overspilled area

aei)

VIP lounge and toilet

ael) The VIP lounge is

aej)
aem)

Table / chair store

The area for table /

does not require such

unnecessary since there

chair store can be reduce

big area since the users

is another option

when the arrangement of

will normally leave the

whereby it located in

the tables and chairs are

hall after certain of

overspilled area

properly managed in the

time playing sports.

store.
aen)

aeo)
Medical Centre
aep)
aeq)

Children play area

Children play area is unnecessary

in medical centre since there is another

better option available (indoor game) in
children centre
aer)
aes)
aet)
aeu)
aev)
Children Centre

42

aew)
aex)

Whole Area: (Tadika, Dining area, Kitchen & toilet, Taska, Sang Kancil,
Indoor game, Admin / teacher, Sickbay & toilet, Sleeping room & toilet)
All spaces are being cut down since there are kindergarten and nursery nearby the

building.
aey)
aez)
Adolescent Centre
afa)Library & Computer
Room
afd) Spaces are being cut

afb)Classroom 1,2,3
afe) Spaces are being cut

afc) Gymnasium
aff) Spaces are being cut

down since there is

down since there is

down since there is

Adolescent Centre

Adolescent Centre

Adolescent Centre

nearby the building.

afg)
afh)
afi)
afj)
afk)
afl)
afm)
afn)
afo)
afp)
afq)
afr)
afs)
aft)
afu)
afv)
afw)

nearby the building.

nearby the building.

afx)

afy)

5.1

List of cost for different types of flooring materials

afz)
aga)Description

agb)
Rate

agc)U
n

M
)

43

agd)

Supply

labour

and

materials

to

lay

200

200mm age)4

homogeneous tiles to floor (any grade, size, colour and pattern)

1.

jointed at 5mm wide and pointed with approved grout including

minimum 20mm thick base screed

agg) Supply labour and materials

to

lay

300

1
300mm agh)

agf) m
2

agi) M

homogeneous tiles to floor (any grade, size, colour and pattern) 63.41

jointed at 5mm wide and pointed with approved grout including

minimum 20mm thick base screed
agj) Supply labour and materials to lay 200x200mm ceramic tiles to agk)

agl) m

floor (any grade, size, colour and pattern) jointed at 5mm wide and 54.36

pointed with approved grout including minimum 20mm thick base

screed
agm) Supply labour and materials to lay Vinyl tiles 305 x 305mm to agn)
floor (Imperial Series to any color and pattern) jointed at 5mm 50.97

ago)
m2

wide with approved adhesive including minimum 25mm thick base

screed
agp) 25mm thick cement and sand (1:3) screed rendering to ground agq)

agr) m

floor trowelled to a smooth finish including coved and rounded 13.74

angles
ags)Prepare and apply waterproofing coating to floor rolled to a agt) 2
smooth finish

3.

2
agu)
m2

8
agv)

3
Prepare and apply PU epoxy coating Mackincote PU54 to floor agw)

agx)

rolled to a smooth finish including coved and rounded angles

22.73 m2
agy)
agz) Table above shows the different price of floor finishes including labor cost
as required in the specifications. A portion of the floor finishes are being changed and
substitute by other floor finishes with less expensive cost yet remain its performance to
an optimum.

44

aha) 5.2

Supporting data of changing of flooring materials

ahb)
ahc) Location
ahf) Lobby

ahd)Original floor finishes

ahg) Homogeneous
tile

ahe) Substitute floor finishes

ahh) Homogeneous tile (200x200)

ahi) Management office

(300x300)
ahj) Homogeneous

tile

ahk) Homogeneous tile (200x200)

ahl) Meeting room

(300x300)
ahm) Homogeneous

tile

ahn) Homogeneous tile (200x200)

(300x300)
ahq) Ceramic tile

ahr) Cement render

aht) Ceramic tile

ahu) Vinyl for bed and ceramic for

ahv) Living + reading

ahy) Dining
aib) Bed 2 + toilet

ahw) Ceramic tile

ahz) Ceramic tile
aic) Ceramic tile

toilet
ahx) Vinyl
aia) Vinyl
aid) Vinyl for bed and ceramic for

aie)
aih)
aik)
ain)

aif)
aii)
ail)
aio)

Ceramic tile
Ceramic tile
Ceramic tile
Ceramic tile

toilet
aig) Vinyl
aij) Vinyl
aim) Cement render
aip) Cement render

porch
aiq) Pondok pengawal
ait) Pusat
pengumpulan

air) Ceramic tile

aiu) Ceramic tile

ais) Cement render

aiv) Cement render

sampah
aiw) Library & computer

aix) Ceramic tile

aiy) Cement render

aja)
ajd)
ajg)
ajj)

ajb)
aje)
ajh)
ajk)

aho) Dressing room &

ahp) changing cubical
ahs) Bed 1 + toilet

aiz)
ajc)
ajf)
aji)

Tadika
Sleeping room + toilet
Staircase
Corridor & service

room
Classroom 1,2,3
D/B
A/V
Circulation

Ceramic tile
Ceramic tile
Ceramic tile
Ceramic tile

Cement render
Cement render
Cement render
Cement render

ajl)
ajm)

Table above demonstrates the adjustments in floor finishes of the building.

The purpose of this is to enhance the cost and performance of the flooring system by
providing the necessary function at the most minimal cost. Under this situation, cement
render is used to replace ceramic tiles because it is unnecessary to use ceramic tiles in
certain place like staircase, corridor etc. Cement render is opted as the alternative
materials because it is durable, easy to maintain and relatively cheap compare with
ceramic tile.

45

ajn)

6.0

Cost Analysis

ajo)

ajp) The following table shows that the building element costs before and after the functional analysis application for the proposed
Double-storey Community Centre, Dewan Bandaraya Kuala Lumpur.
ajq)
ajs) Before Funtional
ajr) Gross Floor area (M2)

ajx)
Ref:

ajy) Elements

Analysis (M2)
ajv) 3756
ajz) Percentage of
Total Cost
akf) Sing akg) Gro
le
up
Ele
Ele
men
men
ts
ts
akp) (%)

akx)
A
alh)
1
alr)
2
amb)
aml)
B
amv)
1
anf)
2
anp)
3
anz)
4
aoj)
5

aky) Substructure
ali) Piling
als) Work Below Lowest Floor
Level
amc)

akz)

akq) (%)
ala)

alj) 2.95
alt) 10.5
7
amd)

alk)
alu) 13.5
2
ame)

amn)

amo)

amx)3.46

amy)

ang) Upper Floor

anh) 3.64

ani)

anq) Roof

anr) 9.84

ans)

aoa) Stairs

aob) 0.30

aoc)

aok) External Wall

aol) 1.93

aom)

amm)

Superstructure

amw)

Frame

aka) Cost per Metre

Square
akh) Sing aki) Gro
le
up
Ele
Ele
men
men
ts
ts
akr) (R
aks) (R
M)
M)
alb)
all) 63.1
8
alv) 226.
73
amf)

alc)
alm)
alw) 289.
91
amg)

amp)
amz)74.1
5
anj) 78.1
0
ant) 211.
11

amq)

aod) 6.46
aon) 41.3
9

aoe)

ana)
ank)
anu)

aoo)

akb) Cost of Elements

ajt) After Functional

Analysis (M2)
ajw) 3446.24
akc) Cost of Elements

akj) Single
Element
s

akk) Group
Element
s

akl) Single
Element
s

akm)Group
Element
s

akt) (RM)

aku) (RM)

akv) (RM)

akw)(RM)

alf)
alp) 217,733
.44
alz) 781,366
.00
amj)

alg)

ald)
aln) 237,304
.08
alx) 851,597
.88
amh)
amr)
anb) 278,507
.40
anl) 293,343
.60
anv) 792,929
.16
aof) 24,263.
76
aop) 155,460
.84

ale)
alo)
aly) 1,088,9
01.96
ami)
ams)
anc)
anm)
anw)
aog)
aoq)

amt)
and) 255,538
.70
ann) 269,151
.34
anx) 727,535
.73
aoh) 22,262.
71
aor) 142,639
.87

alq)
ama)999,099.
44
amk)
amu)
ane)
ano)
any)
aoi)
aos)

46

aot)
6
apd)
7
apn)
8

apx)

aou) Windows & External Doors

aov) 4.25

aow)

ape) Internal Walls & Partitions

apf) 1.49

apo) Internal Doors

app) 1.42

apg)
apq) 26.3
3

aox) 91.1
1
aph) 32.0
2
apr) 30.3
7

aoy)
api)
aps) 564.
71

aoz) 342,209
.16
apj) 120,267
.12
apt) 114,069
.72

apa)
apk)
apu) 2,121,0
50.76

apb) 313,986
.93
apl) 110,348
.60
apv) 104,662
.31

apc)
apm)
apw)1,946,12
6.19

47

apy)
C
aqi)
1
aqs)
2
arc)
3
arm)
4
arw)
asg)
D
asq)
1
ata)
atk)
E
atu)
1
aue)
2
auo)
3
auy)
4
avi)
5
avs)
6
awc)
7
awm)
8
aww)
9
axg)
axq)
F

apz) Finishes

aqa)

aqb)

aqj) Internal Wall Finishes

aqk) 1.89

aql)

aqt) Internal Floor Finishes

aqu) 4.83

aqv)

ard) Internal Ceiling Finishes

are) 1.74

arf)

arn) External Finishes

arx)

aro) 0.98
ary)

ash) Fittings and Furnishing

asr)
atb)

asi)

arp) 9.44
arz)
asj)

aqc)
aqm)40.4
7
aqw)103.
50
arg) 37.4
2
arq) 20.9
7
asa)

aqd)

arh)
arr) 202.
36
asb)

aqe)
aqo) 152,005
.32
aqy) 388,746
.00
ari) 140,549
.52
ars) 78,763.
32
asc)

ask)
asu) 53.2
5
ate)

asl)
asv) 53.2
5
atf)

asm)
asw) 200,007
.00
atg)

ato)
aty) 18.4
7
aui) 46.9
5
aus) 71.2
1
avc) 236.
91
avm)40.1
9

atp)

avw)7.28
awg) 14.6
3

avx)

atq)
aua) 69,373.
32
auk) 176,344
.20
auu) 267,464
.76
ave) 889,833
.96
avo) 150,953
.64
avy) 27,343.
68
awi) 54,950.
28
aws) 9,990.9
6
axc) 15,061.
56
axm)
axw)

aqn)
aqx)

ass) 2.48
atc)

ast) 2.48
atd)

atm)

atn)

atv) Sanitary Appliances

atw) 0.86

atx)

auf) Plumbing Installation

aup) Air-conditioning &
Ventilation System

aug) 2.19

auh)
aur)

auz) Electrical Installation

auq) 3.32
ava) 11.0
4

avj) Fire Protection Installation

avk) 1.87

avl)

avt) Communication Installation

avu) 0.34

avv)

awd) Special Installation

awn) Builder's Work in Connection
With Services

awe) 0.68

awf)

awo)0.12

awq)2.66

awx) Sundries
axh)

awy) 0.19
axi)

awp)
awz) 20.6
1
axj)

axa) 4.01
axk)

awr)
axb) 442.
31
axl)

axs)

axt)

axu)

axv)

atl) Services

axr) External Works

avb)

atz)
auj)
aut)
avd)
avn)

awh)

aqf)

arj)
art) 760,064
.16
asd)

aqg)
aqq) 139,469
.33
ara) 356,685
.84
ark) 128,958
.30
aru) 72,267.
65
ase)

arl)
arv) 697,381.
13
asf)

asn)
asx) 200,007
.00
ath)

aso)
asy) 183,512
.28
ati)

asp)
asz) 183,512.
28
atj)

aqp)
aqz)

atr)

aqh)
aqr)
arb)

awt)
axd) 1,661,3
16.36
axn)

ats)
auc) 63,652.
05
aum)161,800
.97
auw) 245,406
.75
avg) 816,448
.72
avq) 138,504
.39
awa) 25,088.
63
awk)50,418.
49
awu)9,167.0
0
axe) 13,819.
42
axo)

awv)
axf) 1,524,30
6.41
axp)

axx)

axy)

axz)

aub)
aul)
auv)
avf)
avp)
avz)
awj)

att)
aud)
aun)
aux)
avh)
avr)
awb)
awl)

48

aya)
1
ayk)
2
ayu)
3
aze)
4
azo)
5
azy)
bai)
G1
bas)
bbc)

bbm)

ayb) Site Work

ayc) 16.4
2

ayd)

ayl) Drainage

aym)1.73

ayn)

ayv) External Services

ayw) 3.01

ayx)

azf) Ancillary Building

azg) 3.41

azp) Recreational Facilities

azz)

azq) 1.18
baa)

azh)
azr) 25.7
5
bab)

baj) Preliminaries
bat)

bak) 1.87
bau)

bbd) TOTAL COST:

bbe)

bal) 1.87
bav)
bbf) 100.
00

aye) 352.
11
ayo) 37.0
7
ayy) 64.6
4
azi) 73.2
2
azs) 25.2
9
bac)
bam)40.0
6
baw)
bbg)

ayf)
ayp)
ayz)
azj)
azt) 552.
33
bad)
ban) 40.0
6
bax)
bbh) 2,14
4.93

ayg) 1,322,5
25.16
ayq) 139,234
.92
aza) 242,787
.84
azk) 275,014
.32
azu) 94,989.
24
bae)
bao) 150,476
.70
bay)
bbi)

ayh)
ayr)
azb)
azl)
azv) 2,074,5
51.48
baf)
bap) 150,476
.70
baz)
bbj) 8,056,3
68.42

ayi) 1,213,4
55.57
ays) 127,752
.12
azc) 222,764
.95
azm) 252,333
.69
azw) 87,155.
41
bag)
baq) 138,056
.37
bba)
bbk)

ayj)
ayt)
azd)
azn)
azx) 1,903,46
1.74
bah)
bar) 138,056.
37
bbb)
bbl) 7,391,94
3.56

49

bbn)

Table xx shows the cost analysis of this project. After Functional Analysis being

conducted, the cost of that are being obtained is RM7,391,943.56. Thus, it helps to
save up a total of RM664,424.86 for the entire proposed project.

50

bbo) 7.0

Action Plan

bbp)
bbq)

Basically, action plan in VM practice is information that lists out the

recommendation, task, action by, phase and duration. It provides a framework to help
s)

every party monitor the progress of the project with a completion date. Every nominee
from the VM team would in charge of the action.
bbr)
bbs)
bbt)
bbu)
bbv)
bbw)
bbx)
bby)
bbz)
bca)
bcb)
bcc)
bcd)
bce)
bcf)
bcg)
bch)
ITE

bci) ELEM
ENT

SPACE FUNCTION ANALYSIS

bcj) RECOMMEN
DED

bck)

TASK

bcl) ACTI
ON

bcm) PHASE

bcn)

DU
ATION

51

M
bco)
1

SOLUTION
bcp) A.
Sport/
Comm
unity
Hall
bcq) Oversp
illed
area
bcr) -Table /
Chair
store
bcs)D.
Childr
en
Centre
bct) -Tadika
bcu) Dining
area
bcv) Kitche
n+
Toilet
bcw) Taska
bcx) Sang
Kancil
bcy) Indoor
Game
bcz)Adim /
Teache
r

bdd) Reduction
in floor space

BY
bde) Revise
on original
architectural
design

bdf)Archit
ect

bdo) Revise
cost plan/
cost
comparison

bdp)

bdv)

Impleme
ntation per
recommend
ation

bdg)
bdh)

bdk) 5
days

bdi) Detailed
Con
sultant
Quanti
ty
Survey
or

bdj) Design
Stage

bdw) Proj bdx) Constru

ect
ction Stage
Manag
er

bdr)2 days

bdy)

28d
ys

bdz)

bed)

Report
on
implementat
ion as per
recommend
ation

bee)Value
Manag
ement
Facilit
ator

bef) Workshop
Stage (Job
Plan) and
Implement
ation Phase

beg) 3
days

bek) Review
and audit on
implementat
ion and
approval of
detailed
reports

bel) Client/
Stakeh
older

bem) Postworkshop
Stage/
Implement
ation Phase

ben) 3
days

52

bda) Sickba
y&
Toilet
bdb) Sleepin
g room
+ Toilet
bdc)

beo)
bep) SPACE FUNCTION ANALYSIS
beq) ber) ELE
ITEM
MENT
bex)
1

bes) RECOMM
ENDED
SOLUTION

bey) F.
bfc)
Adol
esce
nt
Centr
e
bez) Librar
y&
Comp
uter
Room
bfa) Class
room
1,2,3
bfb) Gymn
asium

Reduction
in floor
space

bet) TASK

beu) AC
TION
BY

bev) PHASE

bfd) Revise bfe) Arc

bf)
on
hitect
bfg)
original
architectu
bfh) Detail
ral design
ed
bfn) Revise
cost plan/
cost
comparis
on

bfo) Co
nsult
ant
Quan
tity
Surve
yor

bfu) Implem
entation
per
recomme
ndation

bfv)

bgc) Report
on
implemen
tation as
per

bgd) Val
ue
Mana
geme
nt

bfi) Design
Stage

Pro bfw) Constr

ject
uction
Mana
Stage
ger
bge) Works
hop
Stage
(Job
Plan)

bew) DU
ATION

bfj) 5 day

bfq) 2
days

bfx)

28
ays

bfy)

bgf) 3
days

53

recomme
ndation

Facilit
ator

and
Impleme
ntation
Phase

bgj) Review
and audit
on
implemen
tation and
approval
of
detailed
reports

bgk) Cli
ent/
Stake
holde
r

bgl) Postworksho
p Stage/
Impleme
ntation
Phase

bgm) 3
days
bgn)

bgo)
bgp)
bgq)
bgr)
bgs)
bgt) SPACE FUNCTION ANALYSIS

bgu)
ITEM
bhb)
2

bgv) EL
EMEN
T
bhc) A.S
port/C
ommu
nity
Hall
bhd) VIP
lounge
+ toilet
bhe) Childre

bgw) RECOMM
ENDED
SOLUTION
bhg)

Omission

bgy)
bgx)

TASK

bhh) Revise
on original
Architectura
l Design
bhq) Revise
Cost Plan/
Cost
Comparison

AC
TION
BY

bhi) Archit
ect

bgz)

PHA
SE

bhj)

bha)

DUR
ATION

bhm) 5days

bhk)

bhl) Detailed
Design
bhr)Consul
Stage
tant
Quanti
ty
Survey
or

bht) 2days

54

n Play
area
bhf)

bip)
biq)
bir)
bis)

bhx)

Impleme
ntation per
recommend
ation

bhy)

Pro
ject
Manag
er

bhz)

Cons
truction
Stage

bia) 28days

bie) Review and

audit on
impleentatio
n

bif) Value
Manag
ement
Facilit
ator

big) Worksh
op
Stage
(Job
Plan)
and
Implem
entation
Phase

bih) 3days

bil) Review and

audit on
implementat
ion and
approval of
detailed
reports

bim)

bin) Postworksho
p Stage/
Implem
entation
Phase

bio) 3days

Cli
ent/
Stakeh
older

55

bit) 8.0

Conclusion

biu)
biv)

During the pre-study and the value management stages, we did an analysis

on the cost reduction approach through concept of value which is value is equal to
satisfactions of needs by use of resources and Approach Prices List in order to achieve
our objectives which are to optimize the cost without degrading the main purpose of the
building or the clients requirements. In value management job plan comprising of 7
main stages; information, function analysis, creativity, evaluation, development, and
recommendation and action plan. In this project, we reduce some of the elements cost
but main purpose of the element remains unchanged. Besides that, we also changed some
of the elements price to cheaper price. After the evaluation and development of value
management job plan, the total reductions and omission of the spaces are 309.76 m2,
changed from 3756.00 m2 to 3446.24 m2. It is lead to save cost for the project, which is
RM664, 413.52.
biw)
bix) The concept of Value is based on the relationship between satisfying needs
and expectations and the resources required to achieve them. The fundamental
contribution by the Value Management technique is to eliminate the unnecessary cost
which does not contribute to the value of the services, products, systems and that
obviously includes the construction projects. The aim of Value Management is to
reconcile all stakeholders views and to achieve the best balance between satisfied needs
and resources.
biy)
biz) A well-managed value management process can be facilitated with better
explanation and perceptive of the project objectives leading to a better client brief
therefore it will accumulate money, time and resources for a construction project. Indeed,
it will lead to a generation of alternative ideas, options and solutions to enhance
operational efficiencies, communication, teamwork and cooperation between employer
and employees.

56

bja)

8.1

Recommendation

bjc)

Generally, Value management is not about cost cutting process. It is a

bjb)
team-based approach technique which is adapted to clearly define the clients
requirement for certain project. The process also aims to determine the best value for
money and whole life solution which guided by the objectives determined at the early
stage.
bjd)
bje)

Hence, in order to achieve an optimum benefits through the process, it is

encouraged that value management should be carried out from the early stage of
construction process and not only be used when certain problems arises. The process
called for value management is value engineering. It is a systematic approach process that
will ensure certain functions are included based on the required standard at the minimum
cost. It should be used throughout the whole construction process as it can provide a
wider range of possible solutions against the value that needed by client. Hence, it is an
advantage for the client.
bjf)
bjg) Other than that, value management should be introduced at the early stage
of construction process as it can be used to recover any cost divergence that may be occur
as the design report is completed.
bjh)
bji)
Since it is a team-based approach in construction process, all team players
such as the client and consultant team should co-operate with the contractor and
construction manager in the value management process to achieve the best value for
money used for a certain project.

57

bjj)9.0

References

bjk)
bjl) Bone, C., Law, M. (2000). Management Action Note: Value Management - The best
practice approach for maximising productivity, performance & value for money.
Department of Trade and Industry Management Best Practice Unit, London.
bjm)
bjn) Designingbuildings.co.uk. (2016). Value management in building design and
construction
Designing
Buildings
Wiki.
[online]
Available
at
https://www.designbuildings.co.uk/wiki/Value_management_in_building_design_an
d_construction#The_need_for_value_management_on_construction_projects
{Accessed 28 Nov.2016}
bjo)
bjp) F, Rangelova and M, Traykova (2016). FIRST SCIENTIFIC - APPLIED
CONFERENCE WITH INTERNATIONAL PARTICIPATION "PROJECT
MANAGEMENT
IN
CONSTRUCTION"/PMC/
UNIVERSITY
OF
ARCHITECTURE, CIVIL ENGINEERING AND GEODESY. 1st ed.
bjq)
bjr) Locke, M.B. 1994. Management of value in the British construction industry. SAVE
International. London
bjs)
bjt) Male, S. and Kelly, J. (1991) March, Value Management and Economic Management
of Projects. The Building Economist Publication,
bju)
bjv) Quantity Surveyor Online. (2016). All-in Rates (Architecture). [online] Available at:
http://www.quantitysurveyoronline.com.my/all-in-rates-architecture.html [Accessed
28 Nov. 2016].
bjw)
bjx) Value Based Management.net. (2016). Why Value Based Management? Benefits.
[online],
available
at
http://www.valuebasedmanagement.net/faq_why_value_based_management.html
[Accessed 28 Nov. 2016].
bjy)
bjz)
bka)

bkb)
bkc)
bkd)