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Abstract
Introduction
In general, construction industry refers to a wide range of activities, such as civil and
structural engineering construction projects such as building work, bridges, dams,
hydraulics, airports, sewerage treatment facilities and demolition activities. Whereas
the construction process itself requires a lot of activities starting from the
establishment of the client’s brief or customer requirements to eventual construction,
erection or installation, and life-cycle operation and maintenance. The overall process
28378 Nawi, M.N.M. et al
needs an alignment and must be complied with the environmental policy for the
protection of future generations.
According to World Commission of Environment [1] sustainable development
is defined as the process of meeting basic needs of the public and promoting the
balance of environmental protection, economic development and social development
for better life without compromising abilities of future generations. On the other hand,
practice activities contribute to the sustainable development is called sustainable
construction. These may consist of processes which enhance the quality of life and
customer satisfaction, offer flexibility and potential to cater for user demand changes
in the future, provide and support desirable natural and social environment and
maximise the efficiency of resources use [2, 3].
construction [30, 19, 31, 50]. Furthermore, the designers usually work in isolation
during the design process either in conventional or precast projects which is far
removed from the contractor, who will eventually be responsible for carrying out the
construction of the project, and sometimes from each other. This poor performance
has been blamed on the adversarial relationships between parties in the construction
process.
influence thinking, to quickly bring about change, to identify the basic functions and
to unify a group of strong individuals into one collective whole [46]. It is a structured
approach to establish what value means to a client in meeting a perceived need by,
clearly defining and agreeing the project objectives and establishing how they can
best be achieved [43, 49]. [44] defined VM as ‘a proactive, creative, problem-solving
or problem-seeking service, which maximises the functional value of a project by
managing its development from concept to use through structured, team-oriented
exercises which make explicit, and appraise subsequent decisions, by reference to the
value requirements of the clients.’
In the Value Management workshop, it considers contractors’ role early in the
design thus results on more constructible design and greater amount of cost savings,
labour savings and less substance wastages [45, 46]. Through an early involvement of
construction knowledge and experience approach can reduce the likelihood of
creating designs that cannot be efficiently built, thereby reducing design rework,
improving project schedule, and establishing construction cost saving. For example,
early involvement of contractor (ECI) has been selected as a contract delivery strategy
towards integrated team and becoming more popular for a number of major
construction projects especially in infrastructure [47].
Contrast to the traditional construction practice, Value Management team are
demanded to work together in concurrently either in making a decision process or
when trouble arises throughout of design, fabrication, and construction phases. On the
other hand, the product delivery process has also been integrated to reduce the number
of distinctive parties to a single all-inclusive party [46]. The several separate and
phased processes involved have also been merged into system capable of delivering
the same product in a single process. This approach indirectly will help the
construction stakeholders such as contractors and designers to fulfil the client needs
towards green and sustainable building in future.
Conclusion
This study highlights Value Management as a strategic team approach in order to
enhance the sustainability level in the Malaysian Government construction project.
Successful transitions from conventional to integrated team working approach
however requires some transformation in the current construction design process for
overcoming the prevalent barriers when implementing this approach. The results from
the previous studies proved that Value Management team created an opportunity for
early conflict resolution, incorporation of constructability, manufacturability,
maintainability, safety and risk analyses at an early stage of project. This practice has
been recognised that significantly contributed to the enhancement level of
sustainability and the overall project performance.
Acknowledgements
The authors gratefully acknowledge the support by the Ministery of Education
Malaysia and Universiti Utara Malaysia for providing the funding under RAGS Grant
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Scheme.
References