Value Management in Nigerian Construction

FACULTY OF SCIENCE,
ENGINEERING AND COMPUTING
School of Civil Engineering and

Construction
MSc DEGREE
IN
MANAGEMENT IN CONSTRUCTION
UCHENNA OKPALAUNEGBU
K0851660
Value Management in Nigerian Construction Industry-The Role of

Government
1st October, 2013
Supervisor: Mr. Gover A. Grant
WARRANTY STATEMENT
This is a student project. Therefore, neither the student nor Kingston University makes any
warranty, express or implied, as to the accuracy of the data or conclusion of the work performed
in the project and will not be held responsible for any consequences arising out of any
inaccuracies or omissions therein.
Value Management in Nigerian Construction Industry The Role of
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DEDICATION PAGE
To Our LORD & PERSONAL SAVIOUR JESUS CHRIST.
To my 1 & Only - Her Royal Highness Lolo

AdaofomaOkpalaunegbu
To our Children - Princess Adaeze&Ndidiama,

Prince Abraham & Joshua.
ToOwelle(Prince) Nicholas C. Ukachukwu, MFR, MHR

&
The amiable wife - Barrister NnennaUkachukwu.
&
Their Children-Prince Nicholas Jr., Henry, Philip and King David

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Acknowledgements
On completion of this Dissertation, I am highly indebted to the LORD GOD Almighty who
showed me and my wife once again, that HE is still the GOD of impossibility.
I take a special delight to appreciate my wife for her wonderful prayers, encouragement and
prodding to go for the programme after series of indecision on the admission since 2009 and
postponement till 2012. Without how GOD used her to galvanise and support me throughout the
duration of the programme and the research, this dissertation wouldn't have been possible.
Moreover, I will want to express my heartfelt gratitude to the Director of the Course, Mr Allan
Ellis who notwithstanding his apparent strict disposition delivered his lectures with wonderful
academic skills mixed with the touch of a Motivational Speaker.
I am deeply grateful to my Supervisor, Mr Grant A Gover, under whose able guidance this work
has been successfully carried out. I am delighted to have him as a supervisor for his keen interest
and numerous suggestions on helpful materials and writing strategy at various stages of this
dissertation research and writing. I am greatly indebted to Mr. Colin Fuller, the Lecturer whose
lectures and suggestions formed the bedrock of this dissertation research.
I highly appreciate all the great people of Kingston University Community for their warm
reception, assistance and goodwill shown to me while I was doing this programme and research.
The same goes to the Pastorate, Workforce and the Members of my Church at Kingston - Grace
Sanctuary for All Nations (RCCG). They were a wonderful family of GOD to me while I was on
this programme & the research work.
Lastly, I thank all the respondents, interviewers who helped to make these work outcomes a
splendid success in my humble estimation. GOD Bless you all in JESUS Name! Amen!!

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EXECUTIVE SUMMARY
Nigerian has a forecasted astronomical growth in Construction Industry in the next ten years that
is faster than both USA and China. The irony is that in spite of this growth, the landscape is
regrettably littered with abandoned projects. The dissertation is about applying Value
Management in Nigeria Construction Industry, with special role by the Federal Government,
end-users/other stakeholders to find a lasting solution to the menace of corruption, Abandoned,
and/or White Elephant projects in Nigerian. The literature review is structured under four
chapters (1) Overview of Value Management (2) Value Management Globally, IN UK & USA (3)
Value Management in Nigerian Construction Industry (4) Integrating Value Management & Risk
Management. Questionnaire was mainly consisted of five sections with three questions each
amounting to total of fifteen questions. Four hundred questionnaires were sent out and two
hundred and fifty-eight (64.5%) were returned. Likewise eight professionals and three National
Parliamentarians were interviewed. The survey indicated among other things that only 16.2% of
the respondents know the meaning of the concept, while only 6.3% confirmed that it is practised
in Nigeria, 84.5% agreed that Government have a role to play. Another highpoint of the survey
were that 85.10% of the respondents agreed that introduction of end-users/other stakeholders
have the capacity to address the issue of corruption. The research results reflect the general
thinking of other research works on value management in Nigeria but with great emphasis on the
role of Government as the missing link that had been hindering its growth in Nigeria, which is
the main thrust of this research.

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LIST OF CONTENTS PAGE
ITEM
DEDICATION 2
ACKNOWLEDGEMENTS 3
EXECUTIVE SUMMARY 4
TABLE OF CONTENTS 5
LIST OF TABLES 9
LIST OF FIGURES 9
CONTENTS
CHAPTER 1:00 INTRODUCTION 11

1:10 Problem Statement 11
1:20 Research Question 12
1:30 Hypothesis 13
1:40 Objectives 13
1:50 Significance of the study 14
1:60 Outline of the Research Methodology 14
1:70 Research Programme 15
1:80 Outline of the Thesis Structure 15
CHAPTER 2:00 LITERATURE REVIEW: 18

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OVERVIEW OF VALUE MANAGEMENT AND ENGINEERING
2:10 Introduction 18
2:20 Value Management and Engineering 18
2:30 Basic Value Management Process 19
2:40 Comparisons between Value Management and Engineering 20
2:50 Innovative core aims of Value Management 21
2:60 Distinguishing factors of Value Management 21
2:61 End-user Perspectives 21
2:62 Systematic Approach Perspectives 21
2:63 Function Perspectives 22
2:64 Value Perspectives 22
2.65 The Value Management Team/Workshop Perspective 22
2:66 Multi-disciplinary Perspectives 22
2:70 Methodology involved in Value Management 23
2:71 Approaches to Value Management 23
2:72 Comparisons between external and internal facilitators 24
2:73 Stages and activities of management study 24
2:74 Workshop Process or Job Plan 25
2:80 Basic reasons for Value Management 26

VALUE MANAGEMENT IN USA, UK AND GLOBAL CONSTRUCTION INDUSTRY
3:20 Origin of Value Management in USA 27
3:30 Origin of Value Management in UK 28
3:40 Development of Value Management in other Countries 29

VALUE MANAGEMENT IN NIGERIAN CONSTRUCTION INDUSTRY

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4:20 Scenario of Nigerian Construction Industry 31
4:30 Growing demand of Value Management in Nigeria 33

INTEGRATING VALUE MANAGEMENT AND RISK MANAGEMENT
5:20 Integrating Value and Risk Management 35
CHAPTER 6:00 RESEARCH METHODOLOGY 37

6:20 Design 37
6:30 Population 37
6:40 Data Collection 38
6:41 Literature review 38
6:42 Pilot Study 38
6:43Questionnaires 39
6:44 Semi-structured interviews: face-to-face/telephone interviews 40
6:44.1 Schedules of Interviewees 40
6:50 Data Analysis 40
CHAPTER 7:00 RESULTS ANALYSIS, FINDINGS AND DISCUSSIONS 41

7:20 Results Analysis from the Questionnaires 41
7:21 Survey questionnaires returned 41
7:22 Sector-by-sector distributions of respondents 42
7:30 Results Analysis from the follow up interviews 42
7:40 Findings and discussions Questionnaires 43
7:41 Questionnaire Section A 43
7:41 Questionnaire Section B 47
7:41 Questionnaire Section C 50

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7:41 Questionnaire Section D 53
7:45 Questionnaire Section E 57
7:50 Findings and discussions Follow up interviews 61
7:51 Interview No.1 61
7:60 Summaries of findings 67
CHAPTER 8:00 CONCLUSIONS & LIMITATIONS OF THE RESEARCH 69

8:20 Conclusions 69
8:30 Limitations of the Research 72
CHAPTER 9:00 RECOMMENDATIONS &SUGGESTIONS FOR FUTURE RESEARCH

74
9:20 Recommendations 74
9:30 Suggestions for future Research 75
REFERENCES 76
APPENDCES 80
Cover Letter 80
Questionnaire Sample 81
Letter of Introduction to the Ministry of Niger Delta Affairs 84

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Letter of Introduction to the MD: NDDC 85
Letter of Introduction to the Ministry of Lands & Housing 86
Letter of Introduction Nigerian High Commission, UK 87
Acknowledgement letter from the Nigerian High Commission UK 88
Schedule of Interviewees 89
LIST OF TABLES
NO DESCRIPTIONS PAGES
2.1 Depicts comparisons between value management and engineering 20
2.2 Comparisons between external and internal facilitators 24
7.1 Sector-by-sector distributions of respondents 42
LIST OF FIGURES
2.1 Basic techniques in value management 19

7.1.1 Results for question 1 44
7.1.2 Column chart for question 1 44

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7.9.2 Column chart for 9 53

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CHAPTER ONE
1:00 INTRODUCTION
Construction industry all over the world has not been static and the reasons for this include
clients growing demand, complexity of construction projects, advancement in technology and
introduction of new innovations amongst others (Oke, 2004). Demand for value management all
over the world is on the increase as noted by Morrison (1984) and Nigeria will soon be a part of
it as stated by Ayodeji & Ogunsemi (2004). All over the world, especially in North America and
Europe the issue of abandoned, and or white elephant is considerably not a menace as is
obtainable in third world countries. The case of Nigeria is as embarrassing as it had defied all
known Project Management Techniques. At a glance it will seem that non-payment of certificates
generated by the contractors accounted for most of these abandonments. Actually, at the root of
the problem is lack of Value management as applied by the developed world.
They have been an attempt in the time past to introduce this concept in Nigerian it failed
woefully and it will continue to fail unless and when the Federal Government of Nigeria supports
and promotes it. Best practices in Value Management and Engineering have been under
continued research in Nigeria Construction Industry for the past two decades. Yet, very limited or
virtually no research has been done lately into the Role of Nigerian Government in the
application of the philosophy. The application of Value Management in Nigeria and the Role of
the Government will be the main thrust of this research,

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Government policy and incompetent professionals were the two major factors identified as
militating factors against value management in Nigeria ( Oke & Ogunsemi, 2004). While a call
is made for an encouragement of the "Contractor's Change Proposal" approach of value
engineering with the enactment and implementation of a law backing its practices in Nigeria
(Olawuyi,2009)
1.10 Problem Statement
The latest 10-year (2009-2020) forecast as released by Global Construction Perspectives &
Oxford Economics (Global Construction 2020, 2013) stated that:
Construction (worth over $60 Billion) growth in Nigerian will be the fastest of all markets that
include USA, CHINA, and INDIA etc.
Only Nigerian and India will enjoy higher growth rates than China, with Nigerian growing by a
whopping 128% from now till 2020.
The irony of Nigerian Construction industry is that in spite of this growth, the landscape is
regrettably littered with abandoned and white elephant projects. Several construction projects
which would have impacted positively on the economic and overall social development of the
nation litters the corners and open spaces of the company (Olabusi, Otunola, 2012).
Ms. Sayeh, IMF Director for Africa expressed the frustration of Nigerians regarding the menace
of not only white elephant but also abandoned projects that spread across the country that such
projects will lead Nigeria nowhere (The Nation Newspaper, 28 October 2012)
Most projects are therefore conceived out of nowhere and lacking in internal coherence and
consistency with other programs." (El-Rufai, 2012). Poor location of infrastructural facilities and
conception of projects out of the blues without the involvement of the End-Users and other
relevant stakeholders are one of the fundamental problems in the Nigerian construction industry.
1.20 Research Questions:
This research is tailored to achieve its objectives. Hence my study is guided by the following
research questions and is intended to answer them accordingly.

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1) Are Project abandonment, and or white elephant projects a common feature and menace in
Nigerian Construction landscape?
2) To what extent do the construction professionals, Industry players and Government know
about the application of Philosophy of Value management?
3) To what extent will the introduction of end users and other independent stakeholders in the
conception, design, development, commissioning and decommissioning stages of project address
this menace.
4) Specifically, will the innovative introduction of End-Users as watchdogs, who are actually the
owners of these projects in all the stages of the procurement route address the endemic
corruption that is the bane of project delivery in Nigeria.
5) Does the Federal Government of Nigeria have any contributory roles to play in promoting the
application of Value Management and making it a success?
1.30 Hypothesis.
It is my hypothesis that when the end users (as watch dog) who are the ultimate beneficiary of
Governments projects, including the independent stakeholders who are not from the originating
organisation, are introduced into Nigerian Government projects from the conception, design,
development, commissioning and decommissioning stages of project, it will address this menace.
Secondly, Federal Government of Nigeria will have a role to play in promoting the application of
Value Management in the Construction Industry. Otherwise the corruptive tendencies in Nigerian
systems will frustrate it. The absence of clear-cut involvement of Government is the reason why
the past efforts to introduce this philosophy have failed.
1.40 Objectives
The objectives of this research are to:
Identify and examine other factors that make Value Management philosophy's awareness low in
Nigeria Construction Professionals and Industry

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Establish how the introduction and application of Value Management in Nigerian Construction
Industry will help to address the menace of Abandoned, and or white Elephant Projects in
Nigeria.
Establish that the innovative introduction of End-Users as watch dogs from the conception,
design, development, commissioning and decommissioning stages of project will address this
menace.
Determine if it is possible to achieve and sustain End-User's satisfaction through Value

Management in Nigeria.
Establish the relationship between Federal Government supports and success of application of
Value Management philosophy.
To achieve these objectives, the research will combine literatures review, question surveys and a
case study of a Nigerian Government Organisation Niger Delta Development Corporation
(NDDC) and Federal Ministry of Housing and Urban Development as a means to conduct the
research.
1.50 Significance of the Research.
1. To achieve my principal aim of embarking on an MSc Postgraduate study in a British

University, which is to find a lasting solution to the menace of Abandoned, and or White
Elephant Projects in Nigerian?
2. To improve the understanding of Value Management in Nigerian Construction Industry.
3. To generally contribute towards improving the development of Project management culture

and philosophy in Nigeria
4. To facilitate rapid development of infrastructure as a means of facilitating economic growth

and social development in Nigerian
5. To fulfil the requirement for the award of MSc. Management in Construction
1:60 Outline of the research methodology.

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This research will conducted through the following stages following a comprehensive and
analytical literature reviews, raw data collection through questionnaire and follow up interviews,
analysis, discussions. The following stages describe succinctly the methodology adopted for this
research.
Stage 1: Literature Review.
Stage 2: Pilot Study
Stage 3: Data collection (through questionnaire & follow up interview)
Stage 3: Results and Analysis
Stage 4: Discussions
Stage 5: Conclusions and Recommendations.
1:70 Research programme.
The research was conducted following a programme laid out from the time the proposal was
submitted for approval to the actual research and this dissertation writing. (Please see Appendix
8)
1:80 Outline of the thesis structure.
This dissertation writing is divided into nine chapters as follows:
Chapter One: Introduction
Captured in this chapter are the introduction to the entire research work, it includes the problem
statement, research questions and hypothesis. It concludes with the objectives, significance of
the study, outlines of the research methodology and structure of the Thesis.

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Chapter Two: LITERATURE REVIEW: Overview Value Management and Engineering
This chapter deals with the general overview of the concept of Value management through
literature reviews.
Chapter Three: LITERATURE REVIEW: Value Management in USA, UK & Global

Construction Industry
This is another chapter that deals with the literature review but with special emphasis on the
practice of VM in USA, UK and Globally. It captures the origin of Value Management in USA
and UK and development of Value Management in other Countries.
Chapter Four: LITERATURE REVIEW: Value Management in Nigeria Construction

Industry.
This is another chapter and the third one on literature review of VM but with emphasis on
Nigeria. It details the scenario of Nigerian Construction Industry and the growing demand for
development of value management in Nigeria
Chapter Five: LITERATURE REVIEW: Integrating Value Management and Risk

Management.

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This fifth chapter and the fourth and the final one on literature reviews deals on integrating Value
and Risk Management, which is greatly advised by the previous works reviewed.
Chapter Six: RESEARCH METHODOLOGY.
This chapter explains the actual and detailed procedures used to conduct the research.
Chapter Seven: RESULTS ANALYSIS, DISCUSSIONS AND FINDINGS.
This chapter contains the results obtained from the questionnaires survey, follow up face-to-face
and the telephone interviews conducted. It ends by discussing these analysed results and giving
the summary of findings at the end of the chapter.
Chapter Eight: CONCLUSIONS AND LIMITATIONS OF THE RESEARCH
This is the Concluding part of the thesis including the limitations of the research considered.
Chapter Nine: RECOMMENDATIONS & SUGGESTIONS FOR FUTURE RESEARCH
This is the final chapter that gives the general recommendations and suggested areas for future
research.

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CHAPTER TWO
2.00 LITTERATURE REVIEW: Overview of Value Management and Engineering.
2:10 Introduction
This chapter will intend to look at the general overview of value management and engineering
through other works written by various authorities. It will look at the differences between the
two concepts.
2:20 Value Management and Value Engineering
VM evolved from the manufacturing industry, which initiated Value Analysis(VA) in 1940s, and
was first applied in the construction industry in 1963 (Dell'Isola, 1982)and is now attracting
interest from many sectors of the construction industry across the world(Fong and Shen, 2000).
Value Management is defined by Norton & McElliot (1995) as: "A systematic, multi-disciplinary
effort directed toward analysing the functions of projects for the purpose of achieving the best
value at the lowest overall life cycle cost." Kelly et al, 2004 defined it as "It is also a name given

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to a process in which the functional benefits of a project are made explicit and appraised
consistent with a value system determined by the client, customer (end users) or other
stakeholders." VM has been recognized as one of the most effective methodologies for achieving
best value-for-moneyfor clients since its introduction into the construction industry in the early
1960s (Shen & Liu, 2003)
Value Management is a process where before a construction project is embarked upon, the
Client, customer or the end users and other stakeholders which include but not limited to the
consultants, regulators, contractors etc. working as a group evaluates the project to determine as
follows:
The overall business benefits issue if the proposed project represent the best route to actualise
the need of the client and customers or end users. If it is affirmed in the positive after due
diligent and thorough investigation, then the next is
What actually should be constructed to really fulfil that need?
And how or what system bearing in mind construction excellence, should be employed to most
efficiently and with reduced risk and proper project management construct what has been
established to be constructed to serve the needs of the customers or End-Users.
Value Management (VM) has been recognised within the last decade as an emerging paradigm
that focuses on continuously increasing the value provided to the client and is widely accepted as
an important tool in the successful management of construction projects (Ellis et al., 2005) as
cited Saifulnizam & Coffey [internet] (2013). VM is a structured, organized team approach to
identifying the functions of a projects, product or service with recognized techniques and
providing the necessary functions to meeting the required performance at the lowest overall cost
(SAVE International, 2001
2:30 Basic Value Management Process.
VALUE MANAGEMENT
VALUE PLANNING VALUE ENGINEERING VALUE ANALYSIS
Figure 2.1 Basic processes in Value Management

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These are the three processes involved in value management process as described below.
VALUE PLANNING is the initial technique applied at the first stage of value management
process; this is mostly carried out during the inception phase of the project. The chief aim is to
ensure that the project outcome is properly aligned to the requirements of all the stakeholders
concerned. These requirements are nonetheless prioritised in accordance to its importance as
they are bound to be many requirements.
VALUE ENGINEERING in the other hand is the technique used during the second stage of
value management process and it is normally applied at the design or engineering stage of the
project. It is at this stage that various options available are analysed and appraised in order to
choose the best option for the project that will add maximum possible value.
VALUE ANALYSIS is used at the last and final stage of value management process which is
done at the end of the project with the sole aim in order to appraise the project outcomes and
intended functions. The process of determining at the completion of a project if the intended
functions have been achieved is known as value analysis in the value management process.
2:40 Comparisons between value management and engineering.
VALUE MANAGEMENT VALUE ENGINEERING
DEFINITION Value Management is a systematic, Value Engineering is a

multi-disciplinary effort directed management technique using a
toward analysing functions of systematic approach to achieve
projects for the purpose of the functional balance between
achieving the best at the lowest cost, and performance of a
overall life cycle costs (Norton product (Dell 'Isolla, 1998)
&McElliot, 1995)
OBJECTIVES To realise the maximum value To derive the whole needed

possible in the whole life cycle of a functions for a project at the
project minimum cost.
CORES ISSUES FOR Project proposal, existing design Existing design only.
CONSIDERATIONS

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TIME FOR From Conception stage to During design and
APPLICATION occupation of the project to Construction development
decommissioning. stages only.
APPLICATION All levels Component and Finishes only.

LEVELS
VALUE IMPROVING Value improved by integrating Value is improved by

APPROACH client's objectives value criteria alternative design.
OUTPUTS OF THE Project objectives, specifications, Remedial proposals, alternative

PROCESS alternative solution are based on design solutions are applied.
the clients needs.
Table 2.2 depicts the concise comparisons between Value Management and Value
Engineering.
2.50 The innovative core aims of Value Management
The innovative core aims of VM are as follows:
To procure and provide the exact full compliments of the detailed functions of the proposed
project at a much reduced cost.
Or To procure and provide additional benefits to the designed functions of the proposed project
without adding to the contract sum.
Or still to procure and provide additional benefits to the designed functions of the proposed
project without adding to the contract sum but rather reducing it.
2.60 The distinguishing factors of Value management
There are some factors that distinguish VM from conventional cost reduction methods and other
design review techniques in the construction industry. These factors will help to give a clearer
picture of what is VM
2:61 End User Perspectives

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The End-Users are part of the project initiation, conceptualisation, design, and development and
commissioning on many projects. The end user is the one who needs the function and finally gets
the intended functions of the proposed project. .
2:62 Systematic approach perspectives
VM is a systematic strategy that has a definite outlay plan of action that has a duration which in
most cases corresponds to the whole lifecycle of a project. It has a defined beginning which is
from initiation and end which is the decommissioning. This is one of the ways it differs from
ordinary cost reduction techniques, which normally is arbitral, unplanned and lacks a definite
system
2.63 Functions Perspectives
Value Management does not just attempt to reduce cost but it emphasises not just the need to
keep cost down but defining the functions appropriately and finding alternatives in the design
proposal that will still achieve the same value or exceed it but still at the same cost or even at a
reduced cost
2:64 Value Perspectives
The definition of value is a relationship between time, cost and the variables that determine the
quality the client seeks from the finished project (Kelly et al, 2004). Cost is just one element in a
project requirement definition and quality. In defining value, there must be a balance between
every vital aspect of project engineering design. The intrinsic Value of a project in VM is defined
by what or functions the project does and it is not related to what is the cost of construction or
manufacture. In VM, the essential aim is to improve on the value efficiently and effectively not
just to reduce cost.
2.65 The Value Management Team/Workshop Perspective.

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This entails establishing a team of individuals who as a group are empowered to authoritatively
evaluate all aspects of the proposed project. The VMTC (Value Management Team Coordinator)
co-ordinates the activities of the group in the workshop through the Job plan from Information,
Creative, Evaluation, Development and Presentation Phases.
The Team composition is not generic but specific to each project and the size of the team is
advisable to be between manageable numbers of six and sixteen.
2:66 Multi-disciplinary Efforts
Another distinguishing benefit of VM is multi-disciplinary effort approach where each member

is encouraged to contribute not just on their areas of expertise but in every area been evaluated.
In their doing so, the team is able to leverage on the group general expertise to deliver a project
that meets or exceeds the client and end user's requirements through construction excellence
philosophy.
2:70 Methodology involved in VM
There are some basic approaches, methods and steps that are involved in order to have an
enviable systematic approach to VM as intended by the founders.
2:71 Approaches to Value Management
There are four different approaches available to follow in implementing VM in order to achieve
the intended results as outlined by Norton & McElligot (1995) which are as follows:
1. An in-house programme in which all of the team members as well as the VMTC are
employees of the organisation.
2. In-house team members and an external VMTC or facilitator.
3. In-house team members supplemented by experts who cannot be provided by the in-house
organization as well as an external VMTC or facilitator

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4. A predominantly external group of individuals to conduct the VM study. The group would
consist of all of the members of the VM team as well as the VMTC or facilitator together with
some in-house representation
It is worthy of note that the major difference between the application of VM in US and UK is in
the different approach associated with each country. While approach no 4 is predominantly
practised in US, approach no 3 is widely used in UK. The fundamental issue in choosing any
approach is to consider the appropriate one in each circumstance of projects and countries where
VM is used.
2:72 Comparisons between external and internal facilitators
AN EXTERNAL FACILITATOR AN INTERNAL FACILITATOR
PROS Fresh ideas are generated Familiarity with the project

The design can be critically Can help the team achieve a
appraised without having to better understanding of the
defend existing ideas and project.
approaches. Can contribute towards
Can bring experience from other effective team building
more diverse projects and
organisations.
CON Potential conflict between May not be able to appraise

S external and internal parties. their own work critically
The project team may be May not be able to introduce
unwilling to implement fresh and new ideas.

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recommendations made Are more likely to confirm
externally. that their original approach is
The ownership and liability for
most effective one.
design ideas may be unclear.
May experience a more difficult
learning curve.
Figure 2.2 Comparison between the use of an internal facilitator and external facilitator (Source:
Bredu-Appiah, 2008)
2:73 Stages and Activities of a Value Management Study
1. Pre Workshop Planning
2. The Workshop
3. Post Workshop
4. Post Study
The duration of the study may differ depending on the circumstances of the specific project. The
VM study may take up to six days to three months or more than from the first meeting to the
presentation of the study. In this study generally it is not always possible to finish without
interruptions.
2:74 The Workshop Process or Job plan.
It comprises the following:
Information Phase
During this phase participants are very proactive trying to gain good knowledge about the project
in all its ramifications in order to asses what the project is intended to do. This will help them
identify the wanted, unwanted functions or any other issue(s) with the project either with a view
to save cost or add improvements.
Analysis and Creative

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It is at this phase that the participants will identify the high point values of the functions of the
project which must be delivered and the low point values of the functions of the project that must
be discarded and other issues that may be associated with the project in question.It is at this
instance that the advantages of the multi-disciplinary nature of the workshop members are
exploited to the fullest.
Evaluation Phase
In this session, the workshop members will go ahead adopt any method to evaluate subjectively
all the ideas gathered prior to this phase. Different criteria may be adopted to select the ideas
gathered depending on the following or some it: economical, aesthetic, environmental, social,
political considerations.
Development phase The ideas selected as good ones marked for further development at the
evaluation phase are now developed fully using the ideas gathered at the analysis and creative
phase to enhance the project. They are fully developed into full blown and detailed proposals.
Presentation Phase.
It is during this phase that a day is chosen to do a presentation of the final outcomes of the VM
study to the decision makers.
In conclusion, it is generally accepted the earlier this VM study is conducted in the design stage
the better for the project.
2:80 Basic reasons for Value management
The reason why VM is germane was well captured by Norton % McElligot (1995) where they
enumerated the basic reasons to use VM and types of project that benefits most from VM. Some
of these situations are common occurrences in Nigerian among which are itemized below.
When there is not enough time to do the Job
When there is poor communication
When there is lack of coordination between the designer and operation's personnel

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When there is Outdated Standards of specification
Absence of state of the art technology
When there is lack of needed experts
When there are unnecessarily restrictive design criteria
When there is lack of needed information.
Costly projects
Complex projects
Projects with very restricted construction budgets
Projects with compressed design programmes
High visibility project
CHAPTER THREE
CHAPTER 3:00 LITERATURE REVIEW: VALUE MANAGEMENT IN USA, UK &

GLOBAL CONSTRUCTION INDUSTRY
3:10 Introduction
This is a review of literatures on the origin of the concept in United States of America, United
Kingdom and its development in other part of the world.It will go ahead to look at the current
modern construction methods and concepts that define the UK construction excellence scenario.
3:20 Origin of Value Management in USA
Value management philosophy originated in USA during the Second World War when GEC in
order to circumvent the issue of shortage of raw material started to look for substitute as
alternative. This effort led them to find out that the alternative in the end also led to reduced cost

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of production and better product. "Over time this forced substitution often resulted in lower
production costs as well as improved product performance. General Electric sought to harness
its potential for combined product performance improvements and cost reduction (Norton
&McElligott, 1995).
The basis of the modern value management was this unplanned and necessary replacement of
materials with another of equal or better benefits by Lawrence D. Miles, an electrical engineer
with GEC during the WW2, who is reputed to be the founder of Value Management, although he
called Value Analysis between the years of 1947 and 1952.The United States Navy was the first
body outside US GEC to apply this concept of Value analysis during the design/engineering
conception phases of their ship building in 1954. This was how the term - Value Engineering as
the steps and techniques used during engineering phases were borne. It was after this time that
other public and private bodies started applying Value Engineering in US until 1958 when SAVE
- Society of Value Engineers, a professional association was put in place to promote the ideals of
Value Engineers.
Hence the birth of VM in manufacturing but it was introduced as Value Engineering in

Construction in early 1960s but as VE/VM it started to be used in design stages in the same USA
(Norton &McElligott, 1995). The breakdown of Value Management into Value planning, Value
Engineering and Value Analysis oweits origin to America.
3:30 Origin of Value Management in UK
Although Value Analysis was founded in USA in 1947, it first came to UK after exactly a decade
in 1957. (IVM, 2013). Although the use of Value Engineering was widespread in the United
States, it took another 30 years before the technique was used for the first time in the United
Kingdom, by an American company Xerox on its UK headquarters building in 1983" (Dallas,
2006). "The spread of VE, in Manufacturing and construction sectors, to the UK was largely
through organisations with North American head offices and research activities of UK
academics" (Gronqvist & Male et al, 2007) It is largely believed that what delayed the spread of
VE in UK was the difference between the structure and its application in US and UK.
In US the Value Management Team (VMT) are different from members of staff of the
organisation and the in-house members are expected to carry out the proposals of the external
Government. Page 28
VTM. The UK professional objected and resented this arrangement for many reasons including
the fact that it leads to disintegration in the procurement process. "This opened up all sorts of
problem relating to design responsibility and professional rivalry, leading, unsurprisingly, to
strong resistance from incumbent team" (Dallas, 2006) This was the position until they was a
change according to Gronqvist & Male et al, 2007 "However, unlike the USA where the value
process is usually applied by a completely independent project team with no prior connection to
the project, current practice in the UK is to utilise the existing multi-disciplinary project team
when applying Value Management" (Gronqvist & Male et al, 2007)
In the United Kingdom, the professionals through assistance of the office of Ministry of
Technology came together in I966 to form Value Engineering Association. It latter
metamorphosed into Institute of Value Management (IVM) in 1971 to enhance it is outlook,
acceptance and in conformity to the expansion of VM beyond the shores of US. While SAVE -
Society of American Value Engineers was formed in I959.
The Value Management concept in UK has not progressed comparatively as it is obtainable in

US. There are many factors that may be contributory to this development, although these factors
are still open to debate, yet it is not contestable that VM is not as robust as it is in USA. For
example Gronqvist & Male et al, 2007 posits that "many management methodologies exists, all
fighting for place in the various time constrained project phases." These includes
Risk Management
Asset Management
Lean Manufacturing/Construction
TQM Partnering, collaborative contracts
Latham Report
PFI, Frameworks agreements, negotiations, GMP cost plus projects etc
Egan Report
Gateway process

Government. Page 29
Accelerating Change Report
Etc
The implications is that these modernisation construction methods have left the stakeholders in
the UK construction industry with many options to apply in various projects to get value, and
preference to VM in the face of all these competing models have dwindled considerable.The
various efforts to modernisation of construction industry in UK to achieve construction
excellence as sustainability have actually created an enabling environment for the development
of Value Management.
3:40 Development of Value Management in other Countries
The European SPRINT programme (Strategic Programme for innovation and Technology
Transfer) is a boost to Value Management in other European countries. It publishes and sets
standard, training and qualification standard known as Value for Europe for value management
throughout Europe with it is own governing board."In Europe, there are established VA
associations in the UK, Germany, France, Belgium, Italy, and Netherlands, Portugal and Spain
and VA activity in Denmark, Ireland and Greece." (Norton & McElligot, 1995).
The Value Management is practised fully by the Japanese in their Manufacturing Industries in the
same way they apply other Management techniques founded and developed by the Japanese.
Many other far Easter countries such as Industrialised Korea, China and Asian nations like India
are successful in their use of VM. Middle East countries like Saudi Arabia, Kuwait and Australia
are not left out in the use of VM. Demand for value management all over the world is on the
increase as noted by Morrison (1984). It is only in Africa that the trend is absent except for South
Africa and few other countries where it's application may only be skeletal.
"Value Engineering is widely accepted by its various names in Asia, Europe, and Middle East.
SAVE has formed affiliations with Value engineering organisations in Hungary, India, Japan,
South Korea and Taiwan" (IVM, 2013) It is well known that half of SAVE members are
estimated to be live outside US, while the third of the members live in the middle East.
Saifulnizam & Coffey (internet) reported that, "The VM initiative has been benchmarked by
several countries such as Australia, France, Germany and Hong Kong and this has helped to

Government. Page 30
further the development and implementation of country-specific VM initiatives." Moreover,
Cheah and Ting, (2005) & (Jaapar and Torrance 2005; Jaapar 2006) as cited by Saifulnizam &
Coffey (internet) stated respectively that "The concept and application of VM do not seem to be
so well embraced in the Southeast Asian construction industry" and in Malaysia, VM was first
introduced in1986 and despite some benefits being observed as a result of its application, VM
has not yet become widely practised in the Malaysia
Although VM is practised in the majority of the countries outside US and UK, it is with its
attendant modifications to satisfy the peculiarities in the specific environment.
CHAPTER FOUR
CHAPTER 4:00 LITERATURE REVIEW: VALUE MANAGEMENT IN NIGERIAN

CONSTRUCTION INDUSTRY
4:10 Introduction
This chapter will critically appraise the works written on the Value Management in Nigerian
Construction Industry. It will look at the development of Value Management in Nigerian.
4:20Scenario of Nigerian Construction Industry
Construction industry all over the world has not been static and the reasons for this include
clients growing demand, complexity of construction projects, advancement in technology and
introduction of new innovations amongst others (Oke, 2004). Although Nigerian Construction

Government. Page 31
Industry is not static all round, but one ugly incident that have marked out the landscape is
abandoned and white elephant projects.
The latest 10-year (2009-2020) forecast as released by Global Construction Perspectives &
Oxford Economics (Global Construction 2020, 2013) stated that:
Construction (worth over $60 Billion) growth in Nigerian will be the fastest of all markets that
include USA, CHINA, and INDIA etc.
Only Nigerian and India will enjoy higher growth rates than China, with Nigerian growing by a
whopping 128% from now till 2020.
The irony of Nigerian Construction industry is that in spite of this growth, the landscape is
regrettably littered with abandoned and white elephant projects. Several construction projects
which would have impacted positively on the economic and overall social development of the
nation litters the corners and open spaces of the company (Olabusi, Otunola, 2012).
Ms. Sayeh, IMF Director for Africa expressed the frustration of Nigerians regarding the menace
of not only white elephant but also abandoned projects that spread across the country that such
projects will lead Nigeria nowhere (The Nation Newspaper, 28 October 2012)
All over the world, especially in North America and Europe the issue of abandoned, and or white
elephant is considerably not a menace as is obtainable in third world countries. The case of
Nigeria is as embarrassing as it had defied all known Project Management Techniques. At a
glance it will seem that non-payment of certificates generated by the contractors accounted for
most of these abandonments.
An estimated 11, 886 federal government projects were abandoned in the past 40 years across the
country, the university don, quoted this from the report of the abandoned Projects Audit
Commission set up by President Goodluck Jonathan in 2011, (Premium Times, 2012)
Eleven thousand, eight hundred and eighty-six (11,886) abandoned projects that will cost an
estimated N7.78 trillion to complete. These alarming figures are from the report of the
Presidential Projects Assessment Committee (PPAC) set up in March 2011 by President
Goodluck Jonathan to look into cases of abandoned federal government projects. If the

Government. Page 32
government does not start any new projects, it will take more than five years budgeting about
N1.5 trillion annually to complete them all and that is assuming no cost-over runs or delays.
(El-Rufai, 2012)
The major player in the Nigerian Construction Industry is the public sector comprising the
Federal, State and Local Government who controls the 85% of the project. The Nigerian
construction industry mainly consists of project generated by Local, State and Federal
Governments who are the public sector, both controlling over 85% of the projects. (Trade invest
Nigeria, 2012). The other 15% are been controlled by the private sector led by financial
institutions, Manufacturing conglomerates, Multinationals etc.
Corruption is easily pointed out among other causes as the root cause of project abandonment.
There are many other factors that contribute to this malady, that concentrating on corruption may
beg the question."Inconsistent government policies, lack of accountability, high level of
corruption, incompetent contractors, non-availability of building materials, lack of utilities or
infrastructural facilities, wrong location and so on has been advanced as remote causes of
abandonment of building projects" (Olusegun & Michael 2011)
Notwithstanding the foregoing, strong institutions are what we need in Africa and Nigeria in
particular. The President of US, Barack Obama made allusion to this while addressing the
Ghanaian Parliament 11 July, 2009 when he said inter alia that "Africa doesn't need strongmen, it
needs strong institutions" Adibe (2013) said that "Institutions are crucial in any system because
they help to structure social interaction, allowing for predictability or stable expectations by
imposing form and consistency on human activities" The former Vice-President of Nigeria, Atiku
Abubakar while delivering a Lecture at Geneva School of Diplomacy and International
Relations, Switzerland said that "We need strong institutions, stable and predictable policy
environment, rule of law and enabling environment for sustainable economic growth"
There is preponderance of views that the problem of project abandonment and White elephant
project that dots Nigerian landscape goes beyond corruption. Moreover, if the system is
enhanced for effectively delivering of best value in any project it will make corruptive tendencies
impossible or reduced to insignificance level. Planning, Management and Procurement methods
are mainly the hydra-headed monster in this circumstance.

Government. Page 33
Many views as cited by Olusegun & Michael (2011) agrees that planning is the foremost thing
that is bane of Nigerian Construction: Inadequate planning has been identified as one of the
causes of project abandonment; this is in agreement with Essenwa (2004) and Adedeji (1998)
and Opara(1986) who were of the opinion that adequate project planning precedes construction
work if it is not to be abandoned along the way. This is well collaborated as cited by Akindoyeni,
(1989) Planning is foremost thing to be done if projects are to be completely executed again
Ogunsemi (1991) said that "the successful completion of a project depends on adequate planning
which also includes financial planning"
4:30 Growing Demand for Development of Value Management in Nigeria
There is a glowing and sustainable demand across the world for Value Management and other
modern construction methods. Although Nigerian is not yet fully leveraging on these concepts,
there is hope that the concerted efforts of the academia will achieve it in the nearest future.
Demand for value management all over the world is on the increase as noted by Morrison (1984)
and Nigeria will soon be a part of it as stated by Ayodeji & Ogunsemi (2004).
The practise of VM in Nigeria is not as robust as it in UK and other developed world. The
development of VM in Nigeria is been championed by the Academic researchers, institutions of
high learning and some professionals. In recent times in Nigeria, value management has become
part of academic curriculum of quantity surveying in most institutions of higher learning either
as a course or as a topic under cost control or project management. This is mainly to prepare
these students for a new era of value management that is about to be witnessed in the Nigerian
construction industry (Oke & Ogunsemi, 2004) Some Nigerian Universities that run a various
courses related to Construction Management now have VM in their curriculum.
In the literature review not much has been written on VM in Nigerian but there are some
scholarly works on it. Only few Nigerian professionals are aware of the concept. The concept of
value management is also gaining ground among Nigerian construction professionals as stated by
Olarewaju & Khairuddin (2007) where about 36%, 30%, 11%, and 19% of research population
that are familiar with value management are QS, engineers, architects and estate managers
respectively. The fact that few Nigerian professionals who are aware of the concept but do not
know how to use it was collaborated by Olawuyi (2009) in the interviews he conducted with

Government. Page 34
professionals who claimed to have been involved in VE exercise in Lagos and it was noted that
the most adopted approaches in practice are modified forms of the Design and/or Construction
Audit; The Package Review or a combination of the two and the Contractors Change Proposal,
coming only as an attempt at cost reduction: Value Engineering Team was not seen in place nor
do any exist in Nigeria.
There are many factors that are the reasons why VM is not yet embraced and practised in
Nigeria. It includes right awareness of the concept and its benefits, support of the government,
lack of technical know-how, absence of the right enabling environments. Oke & Ogunsemi
(2004) got it correct when they reported that "It could be observed that value management
adoption in Nigeria is on the very low level and this is as a result of inadequate knowledge of
value management, government policy, unstable economy, professional incompetence, poor
management"
In conclusion the general recommendation is that there is need for professionals to encourage
Nigerian construction clients (especially governments at all levels) in the adoption of value
management in their projects management.
CHAPTER FIVE
CHAPTER 5:00 REVIEW OF PREVIOUS WORK: A LITERATURE REVIEW ON

INTEGRATING VALUE MANAGEMENT AND RISK MANAGEMENT
5:10 Introduction
This chapter will critically appraise the literatures as it concerns a new concept of integrating
Value &Risk management..
5:20 INTEGRATING VALUE AND RISK MANAGEMENTS

Government. Page 35
Value Management: in a simple term is delivery of intended purpose, functions or the optimal
value of a project to the client and/or end-users.
Risk management: is the process of eliminating any uncertainty that may hinder or affect the
delivery of this best value.
Value and Risk management: enables organisations to succeed in the delivery of ambitious
project by defining their desired out-comes and then exercising processes that maximise value
and minimise uncertainty (Dallas, 2006). The core aim of value management is to carry out a
VM study to ensure that the best value for money is obtain in any project.
In his report for modernising construction - Latham Report, Sir M. Latham said "No construction
project is risk free, risk can be managed. Minimised, shared, transferred or accepted. It cannot be
ignored" It follows therefore that to achieve best value for money in any project, that there is an
inherent risk involved which must be countered. It then goes to say that the essence of risk
management is that it will help any organisation to go into any construction project with the
confidence that they will be able to handle potential risk in order to achieve maximum best value
for money. Dallas (2006) stated there is little point in going to great lengths to maximise the
value of a project if significant risks materialise which impair its delivery, thereby destroying
value, and a project in which all risk is avoided is unlikely to maximise value.
Integrating value and risk management activities into a single process in any construction project
will help it to derive both benefits of the two concepts and at the same time reduce the cost of
logistics. It is clearly evident that the two activities are complementary to each other and by
providing the adequate enabling environment for the maximum benefits to be achieved from
each one in a project. Karim & Berawi et al (2007) reported that "The idea of integrating value
management (VM) and risk management (RM) has started more than ten years ago as many
professionals realised that it is impossible to separate between value and risk" While DellIsola
(1997) cited that the opportunity of integrating value management (VM) in conjunction with the
formal risk assessment and analysis started in 1993 when a city port authority required a value
engineering (VE) effort that would be augmented with an application of a risk assessment.
In conclusion it is clearly evident from this appraisal of literatures that VM & RM are widely
accepted as a proven successful project management tools in construction industry.
Government. Page 36
Secondly that they complement each other and the two must be undertaken to mitigate any risks
that may occur which is likely to frustrate the effort to achieve best value for money in any
project.
Thirdly that the two management techniques share the same systems, tools and resources in their
use in project management in construction industry.
Therefore it is save to integrate and combine the two in order to save time, resources and
logistics and achieve better benefits as intended in any project
CHAPTER SIX
6:00 RESEARCH METHODOLOGY
6:10 Introduction
This chapter of the thesis will basically deal with the details of the research methodology used in
undertaking this research. It will explain the overall approach adopted in this work and give
information on how the data used in the research was collected, the nature of the population, the
instruments used, the analytical procedures and processes used to arrive at the conclusions and
recommendations.

Government. Page 37
6:20 Design
The research was designed to evaluation the role of Government in promoting the application of
Value Management in Nigeria Construction Industry so as to address the malady of abandoned
and white Elephant project in Nigeria. Consequently, the research was designed to achieve the
objectives I had set out to accomplish.
6:30 Population
The Nigerian construction industry mainly consists of project generated by Local, State and
Federal Governments who are the public sector, both controlling over 85% of the projects
(Tradeinvest Nigeria, 2012). The other 15% are been controlled by the private sector led by
financial institutions, Manufacturing conglomerates, Multinationals etc.
The public sector also includes the Ministries, Government owned agencies, MDAs, etc. The
target population for this study thus includes all the above-mentioned, the National Assembly,
Judiciary in addition to the Nigerian construction professionals and Nigerians in general as the
ultimate End-Users. To achieve these objectives, the research combined literatures review,
question surveys, pilot study and structured interviews.
6:40 Data collection.
Prior to the commencement of the actual data collection the researcher collected introductory
letter from the University to the Nigerian Embassy United Kingdom, selected sample institutions
and agencies marked for case study. The copies of the said letters are attached at the appendix.
The letters and subsequent visit to the Nigerian Embassy in United Kingdom to get a further
covering/introductory letter to the selected sample agencies for easy passage and acceptance
didn't yield the response the researcher intended.

Government. Page 38
6:41 Literature review
This research at the first instance reviewed the literatures that are relevant to the topic of Value
Management in general. The main sources of this information were Primary literature sources:
Academic research journals, Conference papers and dissertation/thesis sourced from the
University Library, internet and other sources and secondary literature sources like: Textbooks,
Trade journals, newspapers, magazines and other reference guides - Dictionaries, Encyclopaedias
etc
6:42 Pilot Study
A Pilot study was undertaken which entailed a test run on the questionnaire survey to validate its
efficacy in all aspects and ease of its administration. Twenty-five questionnaires were distributed
by hand to P & P Construction Company through their Project Manager. Some additional
questions were added to it seeking the respondents views on the design.
A number of useful comments about clarity of layout and wording were received which resulted
in further for the main survey. All twenty-five pilot study questionnaires were received which
resulted in 100% response rate.
The most important lesson learned from the Pilot Project was that internet usage and accessibility
in Nigeria is very low compared to UK. In order to address this issue and encourage satisfactory
response, the research used project managers, researcher-appointed coordinators in some
agencies and colleagues in the private and public sectors to galvanise the respondents in their
area to distribute and fill questionnaires. Using the contacts provided, these Leaders were
contacted and asked to continue to remind and prod the respondents to remember to fill and
complete the questionnaires by the same specified deadline. This steady contact by telephone
was essential to ensure that co-operation was immediately forthcoming.
6:43 Questionnaire
The researcher collected data by the means of administering questionnaires by hand to hand as
explained above. The newspaper publication that would have assisted the researcher to
circumvent the challenges of travelling to most of these agencies scattered across Nigeria was
not possible due to failure to obtain government approved letter of introduction. The
Government. Page 39
questionnaire used structured questions. Consisting of15 questions into five sections: A, B, C,
and D & E. Each section contained questions seeking to answer each of the five research
questions and test the hypothesis. The nature of the questions varied as some required one to
choose yes/no or agree/disagree or agree, agree strongly or do not agree. See appendix for some
samples of the questionnaire.
The layout and design of the questionnaire
The questionnaire is mainly tailored to identify and appreciate the attitudes, working modalities,
processes and systems required in Nigerian Construction Industry to apply Value Management as
panacea for white elephant and or abandoned projects. It consists of fifteen questions covered
under five sections of three questions each.
Section a - The general practice and scenario of Nigerian Construction
Section B - Awareness of Value Management in Nigerian Construction.
Section C - Benefits of Value Management and Improved Modern Construction Methods as

Panacea
Section D - Impact of introduction of End-Users as Watchdogs.
Section E - The Role of the Nigerian Government.
6:44Semi-structured Interviews: Face-to - face and Telephone
This form of interview uses 'open' and 'closed-ended' questioning but the questions are not asked
in a specific order and no schedule is used (Naoum, 2013). The part played by semi-structured
interviews within the research project was explained verbally to the interviewee. Initially the
intention was to hold the interviews in person but time constraints and geographical spread
meant that only few could be held in this way. The remainders were carried out by telephone.
Although, the cost of telephone is generally very high in Nigerian, I have to adopt this method in
order to reduce the challenges of travelling.

Government. Page 40
Interview duration varied between 20 and 30 minutes and an attempt was made to record the
face-to-face interview but the interviewee were not comfortable with using a tape recording
device and in the end only notes were taken. The interviewees included some high ranking
government officials who are involved in the industry, some members of the National Assembly;
the highest parliament in Nigeria. A mayor designated as Chairman of a Local Government
Council was equally interviewed.
6:44.1 Schedules of interviewees.
In order to enhance the data collection from the respondents eleven strategic interviews were
taken in the course of the research. Opportunity was sought and obtained to interview these
stakeholders who are either experts in Nigerian construction industry or high ranking
government officials. See the appendix for the details and profiles of the interviewees.
6.50 Data Analysis
The responses to the structured close-ended questions will be rated in percentages and analysed
accordingly. The data collected will be finally analysed using the computer software known as
survey monkey tool of analysis.
CHAPTER SEVEN
7:00 RESULTS ANALYSIS, FINDINGS AND DISCUSSIONS
7:10 Introduction
The primary data used for this research was sourced using two different techniques, which
comprised questionnaires on one hand and personal interviews divided into two; face-to-face and
telephone interviews. Therefore the results and the analysis are divided into two parts in this
Government. Page 41
chapter. The first part shows the results and analysis from the questionnaires returned using
survey monkey and the second part will contain the results and analysis from the follow up
interviews. It ends with the findings and discussions
7:20 Results analysis from Questionnaires.
The survey questionnaires for this research were distributed with the constructional professionals
and other major stakeholders in the construction industry as the target. They included
Civil/Structural Engineers, Electrical/Mechanical Engineers, Quantity Surveyors, Planners,
Architects, Private property developers, and owners across the public and private sectors of the
construction industry.
7:21 Survey Questionnaires Returned.
In order to achieve a fair representation of the targeted population and correct opinion of the
Nigerian Construction Industry, questionnaires were sent to across the sectors within the
Industry. A total of four hundred (400) questionnaires were distributed and two hundred and
fifty-eight were duly returned, imputed/computed and analysed with Surveymonkey. This
represented a 64.5% rate of return and this figure is a pretty much more than half of the sent out
numbers, therefore it represented a fair picture and a good basis for this analysis.
7:22 Sectors-by-sectors distribution of respondents.
The questionnaire distribution were planned and targeted at the main sectors of the Construction
Industry to get a balanced investigation that will enhance the quality of this research and
analysis.
No. SECTOR NUMBE PERCENTAGE

R

Government. Page 42
1. GOVERNMENT 85 32.95%
2. PRIVATE 56 21.71%
3. CONSULTANT CIVIL/STRUCTURAL ENGINEER 24 9.30%
4. CONSULTANT ARCHITECTS 26 10.08%
5. CONSULTANT QUANTITY SURVEYORS 29 11.24%
6. CONSULTANT ELECTRICAL/MECHANICAL 13 5.04%

ENGINEERS
7. CONSTRUCTION PROJECT MANAGERS 25 9.68%
TOTAL 258 100%
Table 7.1 Sector-by-Sector of distribution of Respondents
The table 7.1 shows the sector-by-sector distribution of the results returned.
7:30 Result analysis from the follow up interviews
The Interviewees were divided selected and divided into four groups as follows:
1. The Chief Executives in the Government agencies.
2. The Chief Executives in the Private sector
3. The Professionals in the Public sector
4. The Parliamentarians.
The main aim is to determine if the application of Value Management in Nigerian Construction
can help to address the issues associated with abandoned, and or White Elephant projects and if
the Government will have any role to play in promoting it. In all eight respondents were
interviewed with two from each category as abovementioned. Only two of the interviewees were
conducted face-to-face, while the rest were done through telephone which entailed using mobile
phones for the whole duration of the interview.
A total of one hundred and fifty-eight minutes were spent on the telephone interview for the six
respondents, with its attendants high cost. In the other hand eight-five minutes were spent on the

Government. Page 43
two respondents interviewed face to face in their offices. The Local Council Chairman and
former CBN Governor were interviewed without telephone.
The full results of the questionnaire survey and follow up interviews on the respondents are
presented and discussed in the next section of this chapter
7:40 FINDINGS AND DISCUSSIONS - QUESTIONNAIRE SURVEYS.
The hypothesis of this research study is mainly anchored on the use of value management tool in
Nigeria to address the menace of abandoned, and or white elephant projects. The surveys carried
out have been designed to that effect. Once the results were analysed and discussed in this
section, it was established that they were many reasons why the concept have not been popular in
Nigeria.
7.41 QUESTIONNAIRE SECTION A. The General Practice and scenario of Nigerian

7:41.1 Questions 1
Do you understand what an abandoned project in Nigeria Construction Industry is?
This question was designed to establish the understanding of the stakeholders of what are the
general situations of the Nigerian Construction industry in relation to the threat of abandoned
projects. The 96.9% or 250 numbers of the respondents replied "YES" that they understand what
abandoned projects are; while a mere 3.1% or 8 numbers replied "NO" to the question. It shows
that abandoned project is common in Nigeria.
Do you understand what an abandoned project in Nigeria Construction

Industry is?
Response
Answer Options Response Count
Percent
Yes 96.9% 251
No 3.1% 8
answered question 259
skipped question 0
Figure 7.1.1 Result for question 1

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Figure 7.1.2Column Chart Result for question 1
7:41.2 Questions 2.
Do understand what white elephant project is?
This question again like the No.1 question was designed to establish the understanding of the
stakeholders of what are the general situations of the Nigerian Construction industry in relation
to the deplorable level of white elephant projects in Nigeria. Again a far majority numbers of
respondents 225 or 87.2% responded that they understandwhat are white elephant projects, while
a smaller numbers of 33 or 12.8% replied that they do not understand what it meant in Nigerian
Construction industry. Again it depicts that it is a serious problem.
Do understand what white elephant project is?

Answe
r
Response Percent Response Count
Option
s
Yes 87.3% 226
No 12.7% 33
skipped question 0
Government. Page 45
Figure 7.2.2 Column Chart for question 2
7.41.3 Question 3.
Do you agree that abandoned and white elephant project is a menace in Nigeria?
Lastly on this section A, the No.3 question again like the No.1 and No.2 questions was designed
to establish the understanding of the stakeholders of what are the general situations of the
Nigerian Construction industry, but most importantly to ascertain if actually there is a menace of
abandoned, and/or white elephant projects scattered in the Nigeria Construction landscape.
Similar to the patterns noticeable in questions 1 and 2 majority of the respondents agreed or
tended to agree that abandoned, and/or white elephant project is an established phenomenon in
Nigeria. 46.5% and 37.6% of the respondents agreed or tended to agree respectively, while only
9.7%, 1.9%, 4.3% ticked neither, tend to disagree or disagree respectively. It confirms without
doubts the respondents replies in q1 and q2 that abandoned project are not only issues but a
menace in Nigeria.

Government. Page 46
Do you agree that abandoned and white elephant project is a menace in Nigeria?
Answer Tend To Neithe Tend To Rating Response
Agree Disagree
Options Agree r Disagree Average Count
121 97 25 5 11 4.20 259
skipped question 0
Figure 7.3.2 Column chart for question 3
In conclusion, results of the three questions in this section have given a conclusive evidence that
the meaning of this phenomenon of abandoned, and/or white elephants project is well understood
among the construction stakeholders in Nigeria and that it is real not a hoax but menace.
7:42 QUESTIONNAIRE SECTION B. Awareness of Value Management in Nigerian

Construction Industry.
7:42.1 Question 4
Do you understand what the meaning of Value Management in Construction Industry is?
The intention of this question is to establish the level of understanding across the Nigerian
professionals of what is Value Management philosophy as applied in Construction industry. A
meagre numbers of 41 respondents out of 258 said they understand the concept, while a

Government. Page 47
whopping number of 217 respondents do not. This represents 15.9% and 84.1% respectively of
the total numbers of respondents.
Do you understand what the meaning of Value Management in

Construction Industry is?
Answer
Option Response Percent Response Count
s
Yes 16.2% 42
No 83.8% 217
skipped question 0
7:42.2 Question 5.
To what extent do you agree that Value Management in Construction is well practised in
Nigerian Construction Industry?
The idea of this question was to establish if VM concept is practised in Nigerian Construction.
53.5% or the respondents tended to disagree, while 30.2% disagreed that it is practised in Nigeria

Government. Page 48
Construction. Negligible percentages of 10.1%, 4.7% or 1.6% ticked neither, tend to agree or
agree on this probing if VM is practised in Nigerian Construction.
To what extent do you agree that Value Management in Construction is well practiced
in Nigerian Construction Industry?
Tend
Answer Tend To Rating Response
Agree To Neither Disagree
Options Disagree Average Count
Agree
4 12 26 138 79 1.93 259
skipped question 0
Figure 7.5.1 Result for question
7:42.3 Question 6.
To what extent do you agree that the practise of VM in Nigeria will address the issue of
Abandoned and white elephant project?
This question in the questionnaire helped to investigate among the Industry professional who
although didn't understand the concept before the survey and who believes it is not practised in
Nigeria, but on explanation of VM to state if they think it can address the anomaly of abandoned,
and/or white elephant projects in Nigeria.

Government. Page 49
The survey results returned a convincing total of 74.4% and 12% of respondents who tended to
agree or agreed that it will help to address the anomaly, while only 8.9%, 1.6% and 3.1% ticked
neither, tend to disagree or disagree respectively.
To what extent do you agree that the practice of VM in Nigeria will address the issue of
Tend
Answer Tend To Rating
Agree To Neither Disagree Response Count
Options Disagree Average
Agree
32 192 23 4 8 3.91 259
skipped question 0
The results in this section proved that notwithstanding that the results from question 1 and 2
showed that the knowledge and practise of VM is very low, the section proved as answered in
question no.3 that the concept have the capacity to address the menace of abandoned, and/or
white elephant project. This was due to the explanation of the meaning of VM to the respondents
before filling the questionnaires.
7:43 QUESTIONNAIRE SECTION C. Benefits of Value Management and Improved

Modern Construction Methods.
7:43.1 Question 7.

Government. Page 50
Do you agree that Nigerian Government have the right procurement systems or method of
award of contract/supervision in place?
This question was tailored to highlight the efficacy or otherwise of the present procurement
systems in the award/supervision of construction contracts in Nigeria. Understandably, only
12.4%, 8.9% and 4.7% agreed, tend to agree or neither agreed/disagreed respectively that there is
existing right procurement system in Nigeria.
On the other hand, good percentages of 51.9 and 22.1% tended to disagree or disagree that there
is a right procurement systems in place.
Do you agree that Nigerian Government have the right procurement systems or method of
award of contract/supervision in place?
Tend
Tend To Rating Response
Answer Options Agree To Neither Disagree
Disagree Average Count
Agree
32 23 12 134 58 2.37 259
skipped question 0
7:43.2 Question 8.
Government. Page 51
If yes do you agree that it needs improvement for better efficiency?
Only 11 respondents, 1 respondent and 3 respondents respectively, neither agreed/disagreed,

tended to disagree nor disagreed on the need to improve the systems, even if there is no right
procurement method in place. This represented as well the 4.3%, 04% and 1.2% of the total
numbers of respondent. These respondents may not have understood the question.
A total of 43 respondents and 200 respondents agreed or tended to agree on the need for
improvement even if there is a good procurement system. This represents 16.7% and 77.5% of
the respondents respectively.
If yes to Q.7, do you agree that it needs improvement for better efficiency?
Answer Tend To Tend To Rating Response
Agree Neither Disagree
Options Agree Disagree Average Count
43 201 11 1 3 4.08 259
skipped question 0
7:43.3 Question 9.
To what extent do you agree that introduction of other independent stakeholders/ end-
users in this process from inception to commissioning will make a difference.

Government. Page 52
This question intended to probe and establish the differential contributory effect of introduction
of all the stakeholders in the procurement process from conception, through the inception,
throughout the design/construction stages and till the commission/decommission stages.
The result of this question proved that majority of the respondents agreed or tended to agree that
the novel idea of the introduction will make a positive difference because 54 and 168
respondents agreed or tended to agree, representing 20.9% and 65.1% of the total numbers of the
respondents. Only 15, 5 and 16 respondents neither agreed/disagreed, tended to disagree or
disagreed respectively that it wouldn't make any difference, this represents a partly 5.8%, 1.96%
and 6.2% of the respondents.
To what extent do you agree that introduction of other independent stakeholders/ end-users in this
process from inception to commissioning will make a difference.
Tend To Tend To Disagre Rating Respons
Answer Options Agree Neither
Agree Disagree e Average e Count
55 168 15 5 16 3.93 259
Figure 7:9.1 Results for question 9
Figure 7:9.2 Column chartfor question 9
In conclusion this section highlighted clearly the fact that there is no good procurement method
in the Nigerian construction systems. It went further to show that construction industry in
Nigerian is seriously fragmented unlike what is obtainable in UK.

Government. Page 53
It was unthinkable that they were respondents who objected to continuous improvements not
minding their inconsequential numbers because continuous improvement is the backbone of
every endeavour including construction.
Lastly, it confirmed that Value Management will be beneficial to Nigerian Construction as it will
make a positive difference.
7:44 QUESTIONNAIRE SECTION D. Impacts of introduction of End-Users as

Watchdogs.
7:44.1 Question No.10
Do the end-users currently play any role in the Nigerian Construction Industry?
The essence of this question is to see if the end-users do play any contributory role in the
procurement process in Nigeria.
In the result collected on this question, there was a resounding reply of 85.7% of the respondents
who answered that end-users have never played any role, while a meagre 14.3% answered in
affirmative that they play a role. This represented a total number of 221 and 37 respondents
respectively.
Do the end-users currently play any role in the Nigerian

Response Response
Answer Options
Percent Count
Yes 14.3% 37
No 85.7% 222
skipped question 0
Figure 7; 10.1 Result for question 10

Government. Page 54
Figure 7:10.2 Column Chart for question 10
7:44.2 Question No. 11
In you view, do you agree that the absence of participation of end-users aids and abates
corruption that leads to the menace in question.
In line with question no. 10, this question no. 11 goes ahead to know if the absence of the
participatory role of end-users has, as of one of its consequential negative effects, the aiding and
promoting of corruption in Nigerian construction industry.
Again the preponderance of the opinions and beliefs of the respondents agreed that it promotes
corruption that is the major bane of Nigerian Construction Industry. This is because 8.5% (22
respondents) and 70.9% (183 respondents) respectively agreed or tended to agree that it aids and
entrenches endemic corruption. While only 9.7%, 1.2% and 9.75% neither agreed/disagreed,
tended to disagree nor disagreed with this assertion in the question.
In you view, do you agree that the absence of participation of end-users aids and abates corruption
that leads to the menace in question
Answer Tend To Tend To Rating
Agree Neither Disagree Response Count
Options Agree Disagree Average
23 183 25 3 25 3.68 259
skipped question 0

Government. Page 55
Figure 7:11.2 Column Chart for question 11
How will you agree that end-users as watchdogs in the procurement systems will help
effective project delivery that leads to end-user satisfaction?
This question is a follow-up to the question no. 11. It hopes to to probe further if in addition to
the fact that the introduction of end-users will checkmate corruption if it will help better project
delivery and end-user's satisfaction.
Only a small percentages of 10.1%, 2.7% and 8.1% of the respondents respectively neither
disagreed/agreed, tended to disagree or disagreed that the coming of end-users will help and
enhance project delivery and end-user's satisfaction. The big leap was noticed in the number of
respondents who agreed or tended to agree as a total numbers of 26 and 178 respondents agreed
or tended to agree, this depicted a 10.1% and 69% respectively.
How will you agree that end-users as watchdogs in the procurement systems will help
Tend
Answer Tend To Rating Response
Agree To Neither Disagree
Options Disagree Average Count
Agree
27 178 26 7 21 3.71 259
skipped question 0

Government. Page 56
In conclusion, the responses of the respondents are encouraging and positive as it agreed that
incorporating the end-users in the procurement route is a novel idea. Moreover, the agreement is
that it will reduce corruption, helps better project delivery and end-user's satisfaction. This is one
of the aims of Value Management concept.
7:45 QUESTIONNAIRE SECTION E.The Role of Nigerian Government.
Would agree with the statement that because in most of the cases Government is just client
and not end-user of the project they initiate therefore they can't be a position to really define
the end-user's requirements.

Government. Page 57
The aim of this question is to know if the current perception in the Government organisations is
correct, which is the system whereby the initiate and execute projects without the input of the
end-users.
It is glaring evident that higher numbers of 37 and 146 respondents agreed or tended to agree that
Government is not a position to define the end-users requirement for them to initiate and execute
projects without them and other stakeholders. These are greater percentages of 14.3% and 56.6%
of the total respondents. While a lower numbers of 32, 9 and 34 respondents neither
disagreed/agreed, tended to disagree or disagreed the statement. This represents a partly 12.4%,
3.5% and 13.2% of the respondents.
Would you agree with the statement that in most cases Government is just the client and not the
end-user of the project they initiate therefore they can't be in a position to really define the end-
user's requirements
Tend To Neithe Tend To Rating Response
Answer Options Agree Disagree
Agree r Disagree Average Count
38 146 32 9 34 3.56 259
skipped question 0

Government. Page 58
Based on your knowledge of the Nigerian system do you agree that Government
intervention is a key factor in promoting any philosophy or strategy that is needed to
advance the course of the citizenry.
This question is designed with the aims to ascertain the thinking among the professionals across
the industry if Government's intervention is needed to promote and sustain the policies that will
be beneficial to the citizenry.
It is noteworthy to observe from the results on the question that a total of 34 and 186 respondents
respectively affirmed that it will be needful for Government to intervene by either agreeing or
tending to agree that it is a key-factor. This is a 13.2% and 72.1% representation of the total
number of respondents. Only 23 zero and 15 respondents neither disagreed/agreed, tended to
disagree or disagreed with the statement.
Based on your knowledge of the Nigerian system do you agree that Government intervention
is a key factor in promoting any philosophy or strategy that is needed to advance the course of
the citizenry
Answer Tend To Neithe Tend To Rating Response
Agree Disagree
Options Agree r Disagree Average Count
35 186 23 0 15 3.87 259
skipped question 0

Government. Page 59
Do you perceive Government of Nigeria have any role to play in the promotion of Value
Management in the Construction Industry?
Finally, this last question intends to assert if there are general perception and agreement that the
Federal Government have any role to play specifically to encourage and promote the application
of Value Management in Nigeria. When the respondents returned the questionnaires it was
observed that their majority perception is in the affirmative as 84.5% representing a total number
of 219 respondents answered "YES" on this question. Only a less percentage of 15.1% answered
"NO" to the question which is a total number of 39 respondents.
Do you perceive Government of Nigeria have any role to play in the

promotion of Value Management in the Construction Industry?
Answer
Response Percent Response Count
Options
Yes 84.9% 220
No 15.1% 39
skipped question 0
Figur 7.15.
e 1 Result question 15

Government. Page 60
In conclusion, this section showed that the general stakeholders agreed that although
Government intervention is needed in promoting and sustaining Value Management in Nigeria,
this interventional does not include initiating projects for the end-users without involving them
as the ultimate beneficiaries.
7:50 FINDING AND DISCUSSION - FOLLOW UP INTERVIEWS
7:51 IntervieweeNo.1:
Prof Chukwuma Soludo.
The first interviewee was a former chairman of National Planning Commission, Special Adviser
to the President on Economic Matters and most importantly the immediate past CBN Governor.
On the scenario of Nigerian Construction Industry and his take on it, he said that there's a wide
gap between the situation in CBN when he was there and the general construction industry. He

Government. Page 61
posited that while the CBN runs a more organised procurement department and process the same
may not be true with the general industry. He claimed that while there are litanies of abandoned
projects in the country which are so worrisome to the Government and which have defiled every
known remediation measures, the same is virtually non-existent in CBN.
Expectedly the former CBN Governor didn't know neither does he understands the principle.
Surprisingly when it was explained to him he insisted that it was exactly what was fully
obtainable while he was at helm in control of CBN. He agreed that the absence of involvement of
end-users in the procurement process generally is one of the contributory factors to problems in
Nigeria Construction. He quickly added that the CBN was always the end-user in all the high
profile projects they do and maybe this may have accounted for the success associated with
project delivery when he was there.
The researcher believes that CBN is a good example to use where the end user is also the client
and it confirms one of the hypotheses of this research.
7:52 Interviewee No.2
Chief (Hon) Titus Anigbogu
The second interviewee is a serving Chairman or Mayor of a Local Government Council for the
past five years. He expectedly said he has no knowledge of Value Management. He said their
procurement system revolves around what is decided at the Finance & General Purpose
committee of the council, where he sits as the Chairman. The award of the contract to the
selected contractors through their internal mechanism are finally approved and awarded at the F
& G.P.C meeting.
He said that Value Management although is a laudable concept when it was explained to him
may be difficult to introduce at the Local Council Area's because of the quality of professionals
available and the training it may require.
He is of the opinion that as the Local Council Areas in the recent times does most of their project
by the Direct Labour and may not be the ideal institution to apply it. He agrees that if Federal
Government enacts a Law or an act of the National Assembly that they will not have any choice

Government. Page 62
than to engage in massive enlightenment and retraining programmes to make sure that the
Councils are not found wanting in the implementation.
7:53 Interviewee No. 3
Owelle (Prince) C.N. Ukachukwu
In order to gain an in-depth knowledge about the current scenario of Nigerian Construction, a
major stakeholder from the private sector, Prince C.N. Ukachukwu (Chairman SNECOU
GROUP) was interviewed.
He believes that the Nigerian construction organisations have not developed the needed value
culture. Value is still seen and understood as higher profit without considering good quality,
functions and customer satisfaction.
He believes that sub-contracting of the work is one of the reasons for poor performance noticed
in the industry. The client which is usually the government has no control over these sub-
contractors because they are engaged by the main contractors. This inadvertently leads to poor
quality work, delays and over runs.
He highlighted what has been a general phenomenon in Nigeria as a cause of these sub-letting
culture, whereby governments awards contracts to foreign companies at a higher rate to what he
awards to the indigenous ones. This most of the times forces them to cut corners by sub-letting
the contracts at a cheaper rate.
He said that government have a lot to do in improving the quality of construction in Nigerian.
Although he is not aware of Value management philosophy, when it was explained to him he
agrees that it can only work if government is serious in making to succeeded.
7:54 Interview No.4
Engineer Paul Ebidom

Government. Page 63
Again to investigate and ascertain the current scenario of Nigerian construction industry from the
angle of a Professional sitting at the top of the big construction firms in Nigeria, the Chairman of
PAUL-B Nigerian PLC was interviewed.
Engineer Paul Ebidom said that the level of professionalism in Architecture, Civil Engineering,
M/E Engineering professionals, other Consultants and Contractors is worrisome. He also
expressed dissatisfaction for poor co-ordination, disconnection and high rate of rivalry and
confrontations among them.
According to him some of the professionals are parochial in their objective and so committed to
it to think about the end-users and durability of the functions of the project. He believes the
introduction of Value Management may not be the magic wand but attitudinal changes are more
than required among the professionals in the public and private sectors.
He agreed that unless Government introduces and enforces it strictly it will not bring the desired
result as traditional procurement methods are more attractive to government and very popular
contract award method in Nigeria.
7:55 Interview No. 5
Engineer Emeka Nwankwor.
The fifth interviewee was Engineer Emeka Nwankwor a Director, Highways of the Federal
Ministry of Works. He has thirty-one years cognitive experience. Although he claimed to be
aware of VM as he defined it as economic analysis and cost benefits of a project. He also added
that the environmental impact assessment undertaken before a conception and design stages of a
project takes care of end-users involvement. It was when VM was explained to him that he
accepted lack of knowledge about the concept He pointed out three basic problems in Nigeria
Construction industry. The interview lasted for twenty-five minutes.
Firstly, he said that only small numbers of Client and Contractor Organisations involve all the
required Stakeholders before taking the initial or any decisions about the project planning or
execution. He believes that it is the biggest reason for poor quality work, cost and time overrun
in the industry. He believes that the contractors do not possess all the needed expertise and tools
to continue to deliver good projects; hence they need certain level of assistance.
Government. Page 64
Secondly, he thought that Nigerian Construction organisations do not have controlling tools and
techniques which will not only assist them to Carry out assessment and measurement of the
value of a project but will also help them in planning future work and any remedial measures.
Moreover, he added that in most small or medium size projects people are more worried about
cost and time taken to complete the work than control over quality and functional outcomes of
the project.
Lastly, Engr Nwankwor said that not even the Clients especially the governments are often
taking forensic interest in performing their fundamental roles of ensuring successful completion
of project. The most disturbing and surprising is that they are not even sure and confident about
their end-user requirement and often as is always the case, they keep changing their mind about
the projects. This leads to changes in designs, variation and increase in cost which delays the
project or it may even be abandoned. Therefore, he thinks that there is a need to introduce and
educate the Stakeholders in the industry of any model that may address this malady and bring the
overall awareness in construction industry.
7:56 Interviewee NO.6
Engr Jackson Emoh.
The sixth interviewee was Engineer Jackson Emoh, a Chief Engineer with Ministry of Lands,
Housing and Urban Development. He has twenty-six years of experience. He gladly accepted to
be interviewed but was very wary and cautious of not been asked a question that may expose his
ignorance in the profession.
He accepted that he has never heard about Value Management as a philosophy neither does he
understands it. He said that the traditional method of award of contract in Nigeria have moved
from lowest bidder to the very best and reasonable bidder.
When the concept of VM was introduced to him, he insisted that their ministry have always
applied them but he was told that it must have all the components of VM for it to be Value
management. He accepted that there are fragmented practices of some element of VM in Nigeria.
Engineer Emoh finally said that the introduction of Value Management in Nigeria will most
likely address the challenges of abandoned, and/or white elephant projects. He concluded that the
Government. Page 65
partnering concept which VM practices may be difficult to implement in Nigeria unless
government insists on it.
Hon Ben Nwankwor.
The seventh interviewee is a member of the Federal House Representatives as described in

Chapter five. He was interviewed to get the understanding of his thinking on how the Federal
Government can play any role to improve the Nigerian Procurement Process.
He admits that any Law that will improve the Contract award system in Nigeria today to stave
off the endemic corruption in Nigeria will be gladly and speedily looked into and given every
seriousness it deserves in the National Assembly. He agreed that what the Nation loses in the
inflated contracts is mind boggling.
He gave an example of what have been achieved in the Petroleum Industry with the enactment of
Nigerian Oil and Gas Industry Content Development Act of 2010. He opined that on April 22,
2010, Nigerian President Jonathan gave assent to this Act generally referred to as "The Local
Content Act".
The Honourable believes strongly that it will be a welcome idea for the Parliament to study and
formulate Laws that will enhance the procurement system because it is in dire need of
improvement. He believes that it is within the purview Executive & Legislative arms of Federal
Government to play innovative roles that will put the Construction at par with the international
best practices. He sees the Value Management concept as having the potentials to improve the
sector if properly articulated and implemented.
Hon (Mrs) EucheriaAzodo.

Government. Page 66
The eight and the last interviewee was interviewed like the seventh one to garner her thinking
about the role Federal Government may need to play in the application of Value Management to
stem the tide of Abandoned, and/or White Elephant Project in Nigeria.
She quickly delved into how the World Bank Country Procurement Assessment report 1999 on
Nigeria proved that there is a relationship between poor/weak public procurement procedures
and corruption, especially its dire consequences and drawbacks in the Nation's attempt to
develop her infrastructure. She added that the same report showed that the Nation loses N60,000
to underhand deals out of every N1.00 spent which results to the total loss of US $10 Billion
annually. The researcher was overwhelmed by this revelation that he enquired on how the
Honourable could authenticate this assertion. He was consequently directed to the website of
BPP & World Bank.
She added enthusiastically that it was this damning report that galvanised the Government to
start Public Procurement Reform that led to the setting up of Budget Monitoring and Price
Intelligent Unit, which is today popularly known as Due Process in 2001. A Public Procurement
bill was prepared and presented to the National Assembly by BMPIU in 2003/2004. It was
passed by the same National Assembly on 30th of May, 2007 and signed into Law on 4th of
June, 2007 and is today know as Public Procurement Act 2007.
She concluded by saying that it is on record that before the year 2007, Nigerian Procurement
systems both public and private had no Law guiding or regulating or governing it at the Federal,
State or Local Council levels. She said that Nigeria will be much better off with the introduction
of Value Management and a Law passed by the National Assembly to give it a Legal back.
7:60 SUMMARIES OF FINDINGS.

64.5% of four hundred questionnaires were answered and returned, which amounted to two
hundred and fifty-eight questionnaires.
1. Sector-by-Sector categorisation of the the returned questionnaires showed that the

highest number of 85 were from the Government sector representing 32.95% of the
returned questionnaires.

Government. Page 67
2. Majority of the respondents, 46.5% and 37.6% agreed or tended to agree respectively
that abandoned, and/or white elephant project is a menace in Nigeria.
3. Only 16.2% of the respondents understand the meaning of Value Management in
Nigeria Construction.
4. The practice of Value Management in Nigeria is very low as only 4.7% and 1.6%
agreed or tended to agree respectively that the principle is practised in Nigeria
Construction.
5. 51.9% and 22.1% of the professionals confirmed that Nigerian Government do not
have right procurement systems.
6. Neither do End-Users or other Stakeholders play any role in the Nigerian
procurement system nor are they involved as Stakeholders.
7. The absence of End-Users and other stakeholders in the procurement system was
deduced as the major cause of corruption in Nigerian Construction.
8. 84.9% of the Professionals agreed that Government have a key role to play in the
promotion of Value Management in Nigeria.
9. Interview conducted collaborated this view expressed by the respondents. A member
of the National Assembly revealed that it was the damning report of the World Bank
that necessitated the passage of the Procurement Act
10. The basic reasons for VM as stated in the literature reviews makes it very ideal for
Nigeria.
11. Eleven thousand, eight hundred and eighty-six (11,886) abandoned projects that will
cost an estimated N7.78 trillion to complete.
12. The interview conducted showed that the menace of abandoned, and/or white
elephant project is not much in the private sector or even in the Government MDA's
where they initiate projects for their own use.
13. The interview with one of the Council Chairman revealed that, there is no
procurement system in place in the Local Councils of the Government outside the
meeting and approval of projects at the Finance & General Purpose Committee.
14. The absence of the application of Value Management in Nigerian Construction
Industry is due to fact that the professionals in the public and private sector are highly
deficient in the basic knowledge of Value Management.

Government. Page 68
CHAPTER EIGHT
8:00 CONCLUSIONS AND LIMITATIONS OF THE RESEARCH
8:10 INTRODUCTION
The main objective of this research work was to investigate if Government of Nigeria have any
role to play in promoting the application of Value Management in Nigeria. Secondly to establish
how the introduction of VM will help to address the menace of abandoned, and/or white elephant
project and its associated corruption in Nigeria. In this chapter, the overall conclusion of the
dissertation research and writing is presented with the limitations of this research accordingly.

Government. Page 69
8:20 CONCLUSIONS.
The data collection procedure adopted and its analysis have assisted the researcher to achieve the
objectives of this research work as enumerated in the first chapter of this work. Moreover, the
pattern of this conclusion will follow the guidelines of Naoum (2013).Therefore the conclusions
are discussed according to these objectives.
1 Identify and examine other factors that make Value Management philosophy's awareness low
in Nigeria Construction Professionals and Industry
It was established from the literature reviews that the awareness of the Value management in
Nigeria is low in because of the lack of knowledge of the principles. It is only in the tertiary
institutions that course is been taught. The results of the interview conducted showed that the
professionals do not understand the principle.
The data analysis conducted on the responses of the respondents on chapter seven showed that
the majority of the professionals in the sectors of the industry do not know about Value
management. The lack of Government policies as indicated by the literature review, interviews
and questionnaire survey also contributed to the factors hampering the application of VM in
Nigeria.Finally, while the literature reviews showed that many countries where the VM is
practised have a local value management implementation guidelines and VM professional
bodies, there are none in Nigeria. This is a critical factor that militates against the awareness of
VM in Nigeria.
2 Establish how the introduction and application of Value Management in Nigerian Construction
Nigeria.
Generally, the literatures review; interview and questionnaire survey conducted indicated that
Nigerian's procurement system is highly fragmented resulting in distortions of project objectives

Government. Page 70
and outcomes leading to this menace.
Value management from the literature reviews helps in bringing coordination and clear alignment
of project objectives/outcomes. Research showed that VM helps to define the project
requirements, functions and values from client and end-users considerations. It entails that Value
management can be applied to deal with the distortions in project objectives and outcomes that
leads to project abandonment.The result and analysis of part C of the questionnaire showed that
Nigerian Construction do not enjoy the benefits of VM hence the preponderance of this menace.
3 Establish that the innovative introduction of End-Users as watch dogs from the conception,
design, development, commissioning and decommissioning stages of project will address this
menace.
The literature reviews have also revealed that the innovative core aims of Value Management and
its end-User perspective as captured in chapter two will help to address this menace, likewise the
questionnaire surveys. It is ironical that end User Input is minimal or non-existent in Nigeria as
revealed by the research. A successful and usable solution is much more likely if they are part of
the project at key points rather just at the time of request and at the time of deployment (Egeland,
2009)
4 Determine if it is possible to achieve and sustain End-User's satisfaction through Value

The literature review from the chapter 2 of this research have indicated that VM among other
things revealed that Value Management (VM) has been recognised within the last decade as an
emerging paradigm that focuses on continuously increasing the value provided to the client and
is widely accepted as an important tool in the successful management of construction projects
(Ellis et al., 2005) as cited Saifulnizam & Coffey [internet] (2013).Therefore, it is possible to
achieve and sustain End-User's satisfaction through Value Management in Nigeria as shown from
literature and responses of the respondents.

Government. Page 71
Establish the relationship between Federal Government supports and success of application of
Value Management philosophy.
The literature review have proved that the success of Value Management and other Construction
Modernisation methods in US, UK and globally is anchored on favourable policies of the
Government. The interviews and questionnaire survey were clearly unanimous that Government
favourable policies and regulations are needed to institutionalise the concept in
Nigeria.Therefore, Nigerian Government as confirmed by the research is greatly needed to
promote the application of Value Management in Nigeria.
It is my opinion that this research have proved clearly the two hypothesis of this research which
are as follows;To prove that when the end users (as watch dog) who are the ultimate beneficiary
of Governments projects, including the independent stakeholders who are not from the
originating organisation, are introduced into Nigerian Government projects from the conception,
design, development, commissioning and decommissioning stages of project, it will address this
menace.
Secondly, that the Federal Government have a role to play in promoting the application of Value
Management in the Construction Industry. Otherwise the corruptive tendencies in Nigerian
systems will frustrate it. The absence of clear-cut involvement of Government is the reason why
the past efforts to introduce this philosophy have failed. The data analysis from the literature
review, interviews and questionnaires surveys have proved these two hypotheses.
In the overall conclusion, Value management has the main capability to satisfy the general aim of
this research in Nigeria which is as follows:
1. To find a lasting solution to the menace of Abandoned, and or White Elephant Projects in
Nigerian?
2. To improve the understanding of Value Management in Nigerian Construction Industry.
3. To generally contribute towards improving the development of Project management culture
and philosophy in Nigeria
4. To facilitate rapid development of infrastructure as a means of facilitating economic growth
and social development in Nigerian

Government. Page 72
8:30 LIMITATIONS OF THE RESEARCH
The limitations of the methodology used for this project are highlighted below and although
considerable efforts were made to minimise their impact on the overall validity of the research, it
is of course impossible to do this completely. However, it is the intention of the researcher that
these methodological shortfalls are borne in mind when assessing the results of the research, as
considerable effort was made to make sure that it does not affect the reliability of the results of
this research.
1. Absence of Case studies.
In the section four of this chapter six (6:40), the research gave details of the strenuous efforts he
made to collect official letter of introduction from Nigerian Embassy in UK and how it failed.
This intended letter of introduction to three government agencies would have enabled the
research to carry out in-depth analytical case studies on them to supplement the results from
other sources.
2. Twenty-one years experience of the Researcher
Perhaps the most serious limitation was the researcher himself. The active twenty-one years
experience of the researcher in Nigerian Construction industry, could not help but create a certain
mind-set that needed to be both accepted and understood. It was possible to overcome this
limitation, by taking a very deliberate, open-minded stance combined with greater criticality.
3. Lack of Newspaper publication of the Questionnaire.
The researcher had planned to do a Newspaper publication of the questionnaire on one the
National Newspapers but the inability of the researcher to obtain a letter of approval from the
Embassy has as well truncated that intention.
4. Reluctance of the Respondents.
All the information obtained by interviewing the respondents would have been richer if all the
proposed interviewee had accepted to be interviewed. Some of the respondents declined to be
interviewed on the excuse that they were not sure of the aims of the interview.
Government. Page 73
5. Time and Cost of Telephone charges.
The time and the associated cost of the telephone interview didn't allow the researcher to spend
the intended duration on the interview as the researcher only dwelt on the necessary and punchy
questions based on the background of the interviewee only in orders to reduce costs to the barest
minimum.
6. Cultural barriers and Educational Qualifications.
Cultural barriers, academic qualifications and inexperience, avowed patriotism to protect

acclaimed national cum organisational interests are some of issues that may have hindered the
respondents from giving frank responses to the questionnaires. Consequently, it may have
resulted in not getting better responses but again it's effect is consequentially negligible.
In conclusion, it is worthy to note that this research would have achieved a betterresult if a
greater in-depth scope of research within the Construction Industry and among a wider scope of
stakeholders was undertaken, which must be conducted in a couple of years and months. The
truth is that this would necessitate the deployment of a bigger level of resources and timescale
obtainable in a PhD dissertation research which is beyond the scope of this MSc work.
CHAPTER NINE
9:00 RECOMMENDATIONS & SUGGESTIONS FOR FUTURE RESEARCH
9:10 INTRODUCTION
9.20 RECOMMENDATIONS

Government. Page 74
This section will go ahead to proffer some recommendations that will consolidate the gains of
this research work and help the effective applications of Value Management in Nigeria
Construction. Finally, it will also recommend the area outside the scope of this work for further
research.
1. The Federal Government will need to encourage and promote the use of value Management in
the construction industry in Nigeria.
2. The Federal Government should as a matter of expediency, initiate and sponsors bills to the
National Assembly. This will lead to an Act of the parliament that will introduce value
management as one of Construction modernisations methods in Nigeria.
3. The Federal Government of Nigeria should in addition to the above formulate policies to
introduce and establish Partnering concept in Nigeria construction industry that will help the
application of Value Management in Nigeria. Partnering is a one of the modern construction
methods that will is not practised in Nigeria.
4. The end-users and all the stakeholders who have never been part of the procurement systems
should be incorporated to help to address the hydra-headed menace of corruption in the industry.
5. The application of Value Management in Nigeria should be integrated with Risk Management
to derive the maximum from the concept.
6. The private sector, professional bodies and associations in Nigeria should be encouraged to
collaborate with the Government to promote the philosophy in Nigeria. Moreover, a professional
body for Value Management specialists should be incorporated like other professional by Act of
National Assembly. This body should help to promote the application of VM in Nigeria by
organising seminars and other educational trainings to educate their members and other
associated members of other professional association's members and other stakeholders in the
Industry.
7. Nigerian version of the guidelines for the practice of value management should be formulated
Government. Page 75
by the government in conjunction with the relevant bodies.
9:200 SUGGESTIONS FOR FUTURE RESEARCH
There are areas of study outside the scope of this dissertation research that can be researched
further to increase the effective of Value Management in Nigeria.
A future research can be carried on how to develop other construction modernisation methods in
Nigeria, especially Partnering Contract. This philosophy is the framework that should drive the
improvement of procurement system in Nigeria.
Secondly, a further study on how to develop local Value management guidelines that is purely
adaptable to Nigeria Construction industry. This guidelines and modalities should have a local
content that will take cognisance of the peculiarities of the industry
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Available At: http://sunnewsonline.com/new/opinion/deepening-democracy-in-nigeria-
implications-for-africa/ The Sun Newspaper: 30th April, 2013 [Accessed on 7th July, 2013]

Government. Page 76
Adibe, J. (2013) Between Strongmen and Strong Institutions [internet] Available At:
https://dub122.mail.live.com/default.aspx?id=64855#n=967246605&view=1 Daily Trust
Newspaper: 7th March, 2013 [Accessed on 7th July, 2013]
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[internet] Available at:http://www.globalconstruction2020.com/report (Accessed 09 March 2013)
Ayodeji, E.O &Ogunsemi, D.R (2004) Value Management in the Nigerian Construction Industry:
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Bloom, R. (1997) A Proposal to Research the Storage Facility for Spent Nuclear Fuel at Yucca
Mountain [internet] Available At: H:\Data\Sample Proposals- University of Wisconsin.mht
(Accessed 8th March, 2013)
Bredu-Appiah, M. Value Management in the Ghanaian Construction Industry. Project report

submitted for MSc. Kinston University, 2008
Cumming, R. Modern Method of Construction and the impact on UK. Project report Submitted
for MSc. Kinston University, 2008.
Dallas, M.F. (2006) Value & Risk Management. A guide to best practice. Blackwell Publishing
Dell'Isola, A. J. (1982). Value engineering in the construction industry 3rd edition. Van Norstrand
Reinhold Company
DellIsola, A (1997); Value Engineering: Practical Applications for Design, Construction,

Maintenance & Operations; R.S. Means Company, Inc.
Dell'Isola, A. (1988) "Value Engineering in the Construction industry". Smith Hinchman&Grylls,

Washington DC
Editorial (2012) White Elephant Projects. The Nation's Editorial. 28 October, Editorial page.

Government. Page 77
Egeland, E. (2009) 'Project and End user Perspective' Project Management Tips [internet]
Available at: http://pmtips.net/project-end-perspective/ (Accessed 10 March 2013)
El-Rufai, N. (2012) The Tragedy of Abandoned Projects [internet] Available At:

http://nigeriavillagesquare.com/nasir-el-rufai/the-tragedy-of-abandoned-projects.html August 31,
2012 Nigerian Village Square Publication [Accessed on 7th July, 2013]
Ellis, R., Wood, G & Keel, D (2005). Value management practices of leading UK cost
consultants. Construction Management & Economics 23 (5):483-493
Fong, S. W. & Q. P. Shen (2000). Is the Hong Kong construction industry ready for value
management. International Journal of Project Management 18:317-326
Global Value Management Pty Ltd. Value Management [internet] Available At:
www.gvm.net.au/value_management.htm [Accessed on 6th July, 2013]
Gronqvist, M., Male, S., Kelly & J., Devonport (2007). Electronic Value Management (eVM)
Value Management for 21st Century [internet] Available At: www.value-solutions.co.uk/eVM
Electronic Value Management.pdf [Accessed on 6th July, 2013]
Institute of Value Management. The history of IVM [internet] Available At:

ivm.org.uk/about/history
Karim, S., Berawi, M.A., Yahya, I.A, Abdul-Rahman.H. & Mohamed, O. (2007) THE
INTEGRATION OF VALUE AND RISK MANAGEMENT ININFRASTRUCTURE
PROJECTS: LEARNING FROM OTHERS [internet] Available At:
http://academia.edu/172827/The_Integration_of_Value_and_Risk_Management [Accessed on
8th July, 2013]
Kelly, K., Male, S. & Graham, D. (2004) Value Management of Construction Projects. Oxford:
Blackwell
Kevin, L. & Fadason, R. (2012) Assessing Client Value System on End-User Satisfaction in
Housing Delivery in Nigeria

Government. Page 78
Kirk, D.Q (1995); The Integration of Value Management and Risk Management; SAVE
Proceeding, 1995.
Male S., Kelly J. & Fernie S. et al (1998); The Value Management benchmark: A Good Practice
Framework for Clients and Practitioners; Thomas Telford Publishing, UK
Norton, B.R. & McElligot (1995) Value Management in Construction: A Practical Guide.
London: Macmillan
OGC (2003); Office of Government Commerce- Achieving Excellence in Construction,

Procurement Guide 04: Risk and Value Management
Oguntayo, O. Integrating Value Management Into CIRIA. Project report Submitted for MSc.
Kinston University, 2007.
Olatusi, O. &Otunola,A. (2012) Abandonnment of building Projects in Nigeria - A review of

Causes and Solutions: Internation Conference of Chemical, Civil. And Environment Engineering
March 24-25, 2012. Dubai [internet] Available at:
http://psrcentre.org/images/extraimages/312608.pdf (Accessed 09 March 2013)
Olarewaju, A. (2011) Practice and Prospects of Value Management in Nigeria: VM in the

Nigerian Construction industry. VDM Verlag Dr. Muller: Saarbrucken, Germany
Olawuyi, B.J (2009) An appraisal of Value Engineering and Awareness Level among Nigerian
Construction Professionals [internet) Available at:
www.academia.edu/2590906/AN_APPRAISAL_OF_ENGINEERING_AND_AWARENESS_L
EVEL_AMONG_NIGERIA_CONSTRUCTION_PROFESSIONALS (Accessed 16
March,2013)
Olawuyi, B.J (2009) An assessment of Value Engineering Practises adopted in Nigeria [internet]
Available at: www.scrib.com/mobile/doc/9683251?width=640
Paliokostas, G.P (2000); The Integration of Value Management and Risk Management (MSc
Dissertation), Dept. of Civil and Construction Engineering, UMIST

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Patel, U.J. Value Management a way of success of medium scale construction projects in India.
Project report submitted for MSc. Kinston University, 2009
Patton, M. Q. (1990) Qualitative Evaluation and Research Methods (2nd Ed), Sage
Publications, USA.
Premium Times (2012) About 12,000 Federal projects abandoned across Nigeria [internet)
Available At: http://premiumtimesng.com/news/108450-about-12000-federal-projects-
abandoned-across-nigeria.html November 24, 2012 [Accessed on 7th, July 2013].
Saifulnizam, M. & Coffey, V. (2013) Implementing value management as a decision-making tool

in the design stages of design and build construction projects: A methodology for improved cost
optimization
SAVE International. 2001. Value methodology standard [internet] Available

At:http://www/value<http://www/value-eng.org/manuals.vmstd.pdf>
-eng.org/manuals.vmstd.pdf&nbsp ;<http://www/value-eng.org/manuals.vmstd.pdf> [Accessed
on 6th July, 2013]
Shen, Q. and G. Liu. (2003).Critical Success Factors for Value Management Studies in
Construction. Journal of Construction Engineering and Management 129 (5):485
Solomon, S. An Investigation into the Underlying Courses of Project Abandonment In Botswana.

Project report Submitted for MSc. Kinston University, 2005.
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Financial Business News, 16th March [internet] Available at:
www.tradeinvestnigeria.com/news/1141421.htm (Accessed 16th March 2013)

Government. Page 80
APPENDIX 1: COVER LETTER
Dear Sir/Madam,
DISSERTATION RESEARCH WRITING QUESTIONNAIRE
RE: COVERING LETTER.
I am currently a Postgraduate Student of Kingston University, London; studying an MSc. Degree

in Construction Management. In the fulfillment for the requirement for the award of the degree I
am undertaking a Dissertation Research and Writing titled: Value Management in Nigerian
Construction - The Role of the Government. This questionnaire forms part of the research.
THE RESEARCH OBJECTIVES:

1. Identify and examine other factor that makes Value Management philosophy's awareness low
in Nigeria Construction Professionals and Industry
2. Establish how the introduction and application of Value Management in Nigerian Construction
Nigeria.
3. Establish that the innovative introduction of end users as watch dogs from the conception,
design, and development, commissioning and decommissioning stages of project will address
this menace.
4. Determine if it is possible to achieve and sustain end-user's satisfaction through Value

5. Establish the relation between Federal Government unalloyed and National Assembly
supports/promotion and success of application of Value Management philosophy.
CONFIDENTIALITY.
Your answers will be kept strictly confidential and the informations contained therein will be
used solely for the essence of this thesis only. No respondent's name or that of the organization
will be shown in the dissertation.
FEEDBACK TO RESPONDENTS
If you feel my research topic will be of any assistance to you, I would be happy to send to the
dissertation research findings accordingly.
Questions or enquiries concerning the research can be directed to the author the email at
grnigerian@gmail.com
I thank you most sincerely for your very valuable contribution to the research.
UchennaOkpalaunegbu
MSc. Construction Management
School of Civil Engineering

Government. Page 81
Faculty of Science, Engineering and Computing.
Kingston University, London
+447450235883 or +2348034507711

Government. Page 82
APPENDIX 2: QUESTIONNAIRE SAMPLE
QUESTIONNAIRE
RESPONDENT'S PROFILE
Name:
Organisation:
Position:
Address:
Contact Telephone No:
Please kindly tick as appropriate
SECTION A
Are Project abandonment, and or white elephant projects a common feature and menace in
Nigerian Construction landscape?
1 Do you understand what an abandoned project in Nigeria Construction Industry is?

Yes ( ) or No ( )
2 Do understand what white elephant project is?

Yes ( ) or No ( )
3 Do you agree that abandoned and white elephant project is a menace in Nigeria?
Agree ( ) Strongly Agree ( ) Disagree ( ) Strongly Disagree ( ) Neither Agree nor
Disagree ( )
SECTION B
To what extent do the construction professionals, Industry players and Government know
about the application of Philosophy of Value management?

Government. Page 83
4 Do you understand what the meaning of Value Management in Construction Industry
is?
Yes ( ) or No ( )
5 To what extent do you agree that Value Management in Construction is well practised in
Nigerian Construction Industry?
Disagree ( )
6 To what extent do you agree that the practise of VM in Nigeria will address the issue of
Disagree ( )
SECTION C
To what extent will the introduction of end users and other independent stakeholders in the
conception, design, development, commissioning and decommissioning stages of project
address this menace.
7 Do you agree that Nigerian Government have the right procurement systems or method
of award of contract/supervision in place?
Disagree ( )
8 If yes do you agree that it needs improvement for better efficiency?
Disagree ( )
9 To what extent do you agree that introduction of other independent stakeholders/ end-
users in this process from inception to commissioning will make a difference.
Disagree ( )
SECTION D

Government. Page 84
Specifically, will the innovative introduction of end users as watchdogs, who are actually
the owners of these projects in all the stages of the procurement route address the endemic
corruption that is the bane of project delivery in Nigeria.
10 Do the end-users currently play any role in the Nigerian Construction Industry
Yes ( ) or No ( )
11 In you view, do you agree that the absence of participation of end-users aids and abates
corruption that leads to the menace in question.
Disagree ( )
12 How will you agree that end-users as watchdogs in the procurement systems will help
Disagree ( )
SECTION E
Does the Federal Government of Nigeria have any contributory role to play in promoting
the application of Value Management and making it a success?
13 Would agree with the statement that because in most of the cases Government is just
client and not end-user of the project they initiate therefore they can't be a position to
really define the end-user's requirements.
Disagree ( )
14 Based on your knowledge of the Nigerian system do you agree that Government
intervention is a key factor in promoting any philosophy or strategy that is needed to
advance the course of the citizenry.
Disagree ( )
15 Do you perceive Government of Nigeria have any role to play in the promotion of Value
Management in the Construction Industry.
Yes ( ) or No ( )

Government. Page 85
APPRECIATION
I am fully aware that are extremely busy with tight schedule, in spite of which you still found out
time to complete this questionnaire. I want to sincerely thank you for this your kind gesture
Appendix 3

Government. Page 86
Government. Page 87
Appendix 4

Government. Page 88
Appendix 5

Government. Page 89
Government. Page 90
Appendix 6

Government. Page 91
Government. Page 92
Appendix 7

Government. Page 93
Appendix 8
PROFILES AND DETAILS OF INTERVIEWEES
1. Prof Chukwuma Soludo, CFR (former Governor Nigerian Central Bank & Chairman Board of
Directors: Nigerian Security Printing & Minting Plc.).
He was the immediate former CBN Governor and Chairman NSPM, who as the chief Executive
and Chairman supervised the award and administration of high profile projects for the CBN and
NSPM respectively running into mega sums and scattered almost into all the thirty-six States of
Nigeria. The Consultancy firm owned by the researcher participated in one of these projects as a
Principal Consultant
2. Chief (Hon) Titus Anigbogu.
He is the Mayor of Chairman Aguata Local Government Council in the Anambra State of South
Eastern Nigeria.
All the interviews were mainly and majorly based on the issues and problems associated with
Project Management, Construction in Nigeria. It also touched on the envisaged interventional
role of the Government in promoting and encouraging the application of VM in Nigeria.
3. Owelle (Prince) C.N. Ukachukwu
The interviewee was Owelle (Prince) C.N. Ukachukwu, MHR, MFR., he is Chairman of
SNECOU Group Ltd, a giant player in Nigerian Construction and owner and constructors of
Prince &Princess Estate, Abuja that happens to be the largest estate in Nigeria with five
thousands housing units. Present SNECOU Group won the contract for the construction of over
thirty thousands house for the Federal Government/Nigerian Labour Congress Mass Housing
programme.
4. Engineer Paul Enidom.
The interviewee is the Chief Executive Officer/ Managing Director of PAUL-B Nigerian Plc., he
is a Civil Engineer with over twenty-five years cognitive experience in the industry. PAUL-B

Government. Page 94
Plchave been involved in construction and commissioning of various projects both for the
government and private organisations.
5. Engineer Emeka Nwankwor.
He is a Civil Engineer and a Director of Federal Highways in the Federal Ministry of Works,
Abuja. His schedule of duties with his thirty years experience made him invaluable for this
research.
6. Engineer Charles Emoh.
He is a Civil Engineer with Federal Ministry of Lands,Housing& Urban Development, Abuja. A

field supervising officer with fifteen years of experience.
7. Honourable Ben Nwankwor.
He is a third time Member of House of Representatives since the year 2003 and sits a House
Committee Chairman. He is representing Orumba North/South federal Constituency. An astute
Law maker par excellence.
8. Hounourable (Mrs) Eucheria Azodo.
She was a one time speaker of Anambra State House of Assembly in the South-Eastern Nigeria
and Presently a Member of the House of Representatives of the National Assembly. She is
representing Aguata Federal Constituency

Government. Page 95

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FACULTY OF SCIENCE,

ENGINEERING AND COMPUTING

School of Civil Engineering and

Value Management in Nigerian Construction Industry-The Role of

1st October, 2013

Supervisor: Mr. Gover A. Grant

To Our LORD & PERSONAL SAVIOUR JESUS CHRIST.

To my 1 & Only - Her Royal Highness Lolo

To our Children - Princess Adaeze&Ndidiama,

ToOwelle(Prince) Nicholas C. Ukachukwu, MFR, MHR

Their Children-Prince Nicholas Jr., Henry, Philip and King David

Value Management in Nigerian Construction Industry The Role of

Value Management in Nigerian Construction Industry The Role of

Value Management in Nigerian Construction Industry The Role of

CHAPTER 1:00 INTRODUCTION 11

CHAPTER 2:00 LITERATURE REVIEW: 18

Value Management in Nigerian Construction Industry The Role of

CHAPTER 3:00 LITERATURE REVIEW: 27

CHAPTER 4:00 LITERATURE REVIEW: 31

Value Management in Nigerian Construction Industry The Role of

CHAPTER 5:00 LITERATURE REVIEW: 35

CHAPTER 6:00 RESEARCH METHODOLOGY 37

CHAPTER 7:00 RESULTS ANALYSIS, FINDINGS AND DISCUSSIONS 41

Value Management in Nigerian Construction Industry The Role of

CHAPTER 8:00 CONCLUSIONS & LIMITATIONS OF THE RESEARCH 69

CHAPTER 9:00 RECOMMENDATIONS &SUGGESTIONS FOR FUTURE RESEARCH

Value Management in Nigerian Construction Industry The Role of

2.1 Basic techniques in value management 19

Value Management in Nigerian Construction Industry The Role of

Value Management in Nigerian Construction Industry The Role of

Value Management in Nigerian Construction Industry The Role of

1.10 Problem Statement

1.20 Research Questions:

Value Management in Nigerian Construction Industry The Role of

The objectives of this research are to:

Value Management in Nigerian Construction Industry The Role of

Determine if it is possible to achieve and sustain End-User's satisfaction through Value

1.50 Significance of the Research.

1. To achieve my principal aim of embarking on an MSc Postgraduate study in a British

2. To improve the understanding of Value Management in Nigerian Construction Industry.

3. To generally contribute towards improving the development of Project management culture

4. To facilitate rapid development of infrastructure as a means of facilitating economic growth

5. To fulfil the requirement for the award of MSc. Management in Construction

1:60 Outline of the research methodology.

Value Management in Nigerian Construction Industry The Role of

Stage 1: Literature Review.

Stage 2: Pilot Study

Stage 3: Data collection (through questionnaire & follow up interview)

Stage 3: Results and Analysis

Stage 5: Conclusions and Recommendations.

1:70 Research programme.

1:80 Outline of the thesis structure.

This dissertation writing is divided into nine chapters as follows:

Chapter One: Introduction

Value Management in Nigerian Construction Industry The Role of

Chapter Three: LITERATURE REVIEW: Value Management in USA, UK & Global

Chapter Four: LITERATURE REVIEW: Value Management in Nigeria Construction

Chapter Five: LITERATURE REVIEW: Integrating Value Management and Risk

Value Management in Nigerian Construction Industry The Role of

Chapter Six: RESEARCH METHODOLOGY.

Chapter Seven: RESULTS ANALYSIS, DISCUSSIONS AND FINDINGS.

Chapter Eight: CONCLUSIONS AND LIMITATIONS OF THE RESEARCH

Chapter Nine: RECOMMENDATIONS & SUGGESTIONS FOR FUTURE RESEARCH

Value Management in Nigerian Construction Industry The Role of