UiTM Press Pulau Pinang

HOME: Online Issues

Skip to content

Integrated value–based project management in the Malaysian construction industry


Mohd Hilmi Malek School of Civil Engineering, College of Engineering, Universiti Teknologi MARA Shah Alam, Selangor,Malaysia Che Maznah Mat Isa Civil Engineering Studies, College of Engineering, Universiti Teknologi MARA Cawangan Pulau Pinang, Permatang Pauh Campus, Pulau Pinang, Malaysia
Abstract
Value Management (VM) is a structured approach to maximising a project’s value by analysing its functions, materials, and costs to meet objectives at the lowest cost without compromising quality, performance, or functionality. In Malaysia’s construction industry, VM has significantly enhanced project outcomes. However, VM faces challenges despite its benefits due to limited awareness, knowledge barriers, and a gap between theory and practice. Although many practitioners recognise VM’s advantages, there remains a need for a deeper understanding of the VM process and how to apply necessary project management (PM) activities for project success. This study addresses the gap in understanding how PM activities can be integrated with VM to enhance project performance in the Malaysian construction industry. PM involves planning, organising, and controlling resources to achieve specific goals within set constraints, using knowledge, skills, tools, and techniques to successfully execute projects and deliver desired outcomes. The study employed a qualitative method, including interviews with eleven professionals and practitioners in Malaysia’s construction industry, to identify PM activities that can be incorporated into the VM process. Thematic analysis using Atlas.ti revealed that PM and VM share similar objectives in ensuring project performance. The study illustrates the benefits of incorporating PM operations into VM by highlighting the relationships between PM and VM, such as better collaboration, better resource management, and improved project outcomes. By providing practitioners with a framework to apply PM techniques within the VM process, our findings contribute to the innovation of VM concepts, enhancing project performance, and bridging the theory-practice gap in the Malaysian construction sector.
Keyword: Value-based, Value Management, Project Management, PMBOK, SAVE
DOI: 10.24191/esteem.v20iSeptember.1839.g1827
References:
[1] J. Kelly, S. Male, and D. Graham, Value management of construction projects, 2nd ed. West Sussex: John Wiley & Sons, 2015. [Online]. Available: www.wiley.com/go/construction [2] J. Kelly, S. Male, and D. Graham, Value management of construction projects. 2015. Available: doi: 10.1002/9780470773642. [3] L. D. Ojo and D. R. Ogunsemi, “Critical drivers (CDs) of value management adoption in the Nigerian construction industry: A Delphi study,” Journal of Engineering, Design and Technology, vol. 17, no. 1, pp. 250–264, 2019. Available: doi: 10.1108/JEDT-09-2018-0143. [4] N. Surlan, Z. Cekic, and Z. Torbica, “Use of value management workshops and critical success factors in introducing local experience on the international construction projects,” Journal of Civil Engineering and Management, vol. 22, no. 8, pp. 1021–1031, 2016. Available: doi: 10.3846/13923730.2014.945950. [5] A. Jaapar, N. Azmi, A. Bari, and R. Takim, “The impact of value management implementation in Malaysia,” J Sustain Dev, vol. 2, no. 2, 2009. Available: https://doi.org/10.5539/jsd.v2n2p210. [6] A. Jaapar, N. A. Maznan, and M. Zawawi, “Current state of value management implementations in Malaysian public projects,” Asian Journal of Environment-Behaviour Studies, vol. 3, no. 8, pp. 71–78, 2018. Available: doi: 10.21834/aje-bs.v3i8.280. [7] L. M. Khodeir and A. El Ghandour, “Examining the role of value management in controlling cost overrun [application on residential construction projects in Egypt],” Ain Shams Engineering Journal, vol. 10, no. 3, pp. 471–479, 2019. Available: doi: 10.1016/j.asej.2018.11.008. [8] A. E. Oke and D. O. Aghimien, “Drivers of value management in the Nigerian construction industry,” Journal of Engineering, Design and Technology, vol. 16, no. 2, pp. 270–284, 2018. Available: doi: 10.1108/JEDT-02-2017-0012. [9] A. A. E. Othman and S. M. Abdelrahim, “Achieving sustainability through reducing construction waste during the design process: A value management perspective,” Journal of Engineering, Design and Technology, vol. 18, no. 2, pp. 362–377, 2020. Available: doi: 10.1108/JEDT-03-2019-0064. [10] A. F. Kineber, M. S. Uddin, and A. F. Momena, “Exploring the Critical Success Factors of Value Management Implementation for Sustainable Residential Building Project: A Stationary Analysis Approach,” Sustainability (Switzerland), vol. 14, no. 23, 2022. Available: doi: 10.3390/su142316215. [11] A. F. Kineber, I. Othman, A. E. Oke, N. Chileshe, and T. Zayed, “Exploring the value management critical success factors for sustainable residential building – A structural equation modelling approach,” J Clean Prod, vol. 293, 2021. Available: doi: 10.1016/j.jclepro.2021.126115. [12] A. F. Kineber, I. Othman, A. E. Oke, N. Chileshe, and M. K. Buniya, “Impact of Value Management on Building Projects Success: Structural Equation Modeling Approach,” J Constr Eng Manag, vol. 147, no. 4, 2021. Available: doi: 10.1061/(ASCE)CO.1943-7862.0002026. [13] I. Othman, A. F. Kineber, A. E. Oke, T. Zayed, and M. K. Buniya, “Barriers of value management implementation for building projects in Egyptian construction industry,” Ain Shams Engineering Journal, vol. 12, no. 1, pp. 21–30, 2021. Available: doi: 10.1016/j.asej.2020.08.004. [14] M. M. M. P. Mahinkanda, Y. G. Sandanayake, and B. J. Ekanayake, “Bridging the theory-practice gap in value management in Sri Lankan construction industry,” in World Construction Symposium, Ceylon Institute of Builders, pp. 147–157, 2019. Available: doi: 10.31705/WCS.2019.15. [15] A. T. W. Yu, A. A. Javed, T. I. Lam, G. Q. Shen, and M. Sun, “Integrating value management into sustainable construction projects in Hong Kong,” Engineering, Construction and Architectural Management, vol. 25, no. 11, pp. 1475–1500, 2018. Available: doi: 10.1108/ECAM-03-2017-0049. [16] Z. Mohamad Ramly and Q. G. Shen, “Value management in Malaysia: Past, present and future,” in Proceedings of the International Conference on Value Engineering and Management: Innovation in the Value Methodology, ICVEM, 2012. [17] X. Lin, A. N. Mazlan, S. Ismail, L. Hu, E. H. Bin Kasiman, and K. Yahya, “Status of value management studies in construction projects: A systematic review,” Ain Shams Engineering Journal, vol. 14, no. 1, p. 101820, 2023. Available: doi: 10.1016/j.asej.2022.101820. [18] X. Lin, A. N. Mazlan, S. Ismail, and S. Durdyev, “Status of value management implementation in small and medium construction projects in Malaysia,” Buildings, vol. 12, no. 5, 2022. Available: doi: 10.3390/buildings12050658. [19] X. Lin, A. N. Mazlan, and S. Ismail, “Barriers to the implementation of value management in small construction projects,” Journal of Building Engineering, vol. 54, 2022. Available: doi: 10.1016/j.jobe.2022.104639. [20] A. Jaapar, M. Zawawi, N. A. A. Bari, and N. Ahmad, “Value Management in the Malaysian Construction Industry: Addressing a Theory and Practice Gap,” Procedia Soc Behav Sci, vol. 35, pp. 757–763, 2012. Available: doi: 10.1016/j.sbspro.2012.02.146. [21] P. M. I. PMI, A guide to the project management body of knowledge (PMBOK guide), 6th ed. PA, USA: Project Management Institute, Inc, 2017. [22] A. E. Oke and C. O. Aigbavboa, “The Concept of Value Management,” in Sustainable Value Management for Construction Projects, Springer International Publishing, pp. 13–29, 2017. Available: doi: 10.1007/978-3-319-54151-8_2. [23] A. S. Gunarathne, N. Zainudeen, C. S. R. Perera, and B. A. K. S. Perera, “A framework of an integrated sustainability and value engineering concepts for construction projects,” International Journal of Construction Management, vol. 0, no. 0, pp. 1–13, 2020. Available: doi: 10.1080/15623599.2020.1768624. [24] L. D. Ojo, D. R. Ogunsemi, and O. Ogunsina, “Conceptual framework of value management adoption in the Nigerian construction industry,” Construction Innovation, vol. 22, no. 4, pp. 939–961, 2022. Available: doi: 10.1108/CI-02-2021-0017. [25] H. Hyderaly, M. Thayaparan, and F. Aarifkhan, “The concept of value engineering and its assimilation in Sri Lankan construction industry: A literature review,” in World Construction Symposium, Ceylon Institute of Builders, pp. 556–566, 2019. Available: doi: 10.31705/WCS.2019.55. [26] J. Wao, R. Ries, I. Flood, and C. Kibert, “Enhancing the Function Analysis and Identification Phase of the Value Engineering Methodology,” SAVE 2017 Value Summit: Celebrating 70 Years of Value, 2018. Available: doi: 10.13140/RG.2.2.22993.84324. [27] I. Othman, A. F. Kineber, A. E. Oke, N. Khalil, and M. K. Buniya, “Drivers of Value Management Implementation in Building Projects in Developing Countries,” in Journal of Physics: Conference Series, Institute of Physics Publishing, p. 1529, 2020. Available: doi: 10.1088/1742-6596/1529/4/042083. [28] F. Tavan and M. Hosseini, “Comparison and analysis of PMBOK 2013 and ISO 21500,” Journal of Project Management, vol. 1, no. 10, pp. 27–34, 2016. Available: doi: 10.5267/j.jpm.2017.1.002. [29] G. Jamali and M. Oveisi, “A Study on Project Management Based on PMBOK and PRINCE2,” Mod Appl Sci, vol. 10, no. 6, p. 142, 2016. Available: doi: 10.5539/mas.v10n6p142. [30] S. Hussain Khahro et al., “Integration Management: A Bibliometric Study of Research Trends,”p. 5837, 2021. [31] S. Demirkesen and B. Ozorhon, “Impact of integration management on construction project management performance,” International Journal of Project Management, vol. 35, no. 8, pp. 1639–1654, 2017. Available: doi: 10.1016/j.ijproman.2017.09.008. [32] A. O. Ogunberu, S. O. Akintelu, and T. O. Olaposi, “Application of project scope management practices on project success among telecommunication organisations in Nigeria,” 2018. [Online]. Available: www.isdsnet.com/ijds [33] Q. H. S. Al-Rubaiei, F. A. A. Nifa, and S. Musa, “Project scope management through multiple perspectives: A critical review of concepts,” in AIP Conference Proceedings, American Institute of Physics Inc., 2018. Available: doi: 10.1063/1.5055427. [34] K. Cho, S. Ahn, K. Park, and T. W. Kim, “Schedule delay leading indicators in precast concrete construction projects: Qualitative comparative analysis of Korean cases,” Journal of Management in Engineering, vol. 37, no. 4, 2021. Available: doi: 10.1061/(ASCE)me.1943-5479.0000915. [35] S. Sackey, D. E. Lee, and B. S. Kim, “Duration estimate at completion: improving earned value management forecasting accuracy,” KSCE Journal of Civil Engineering, vol. 24, no. 3, pp. 693–702, 2020. Available: doi: 10.1007/s12205-020-0407-5. [36] M. S. M. Nor, M. Rahmat, N. Azmi, and M. H. I. A. Rahim, “Challenges of cost management technique implementation during pre-tender in Klang valley construction project,” in E3S Web of Conferences, EDP Sciences, 2022. Available: doi: 10.1051/e3sconf/202234705009. [37] Y. Olawale and M. Sun, “Construction project control in the UK: Current practice, existing problems and recommendations for future improvement,” International Journal of Project Management, vol. 33, no. 3, pp. 623–637, 2015. Available: doi: 10.1016/j.ijproman.2014.10.003. [38] M. T. Khatun, K. Hiekata, Y. Takahashi, and I. Okada, “Dynamic modeling of resource allocation for project management in multi-project environment,” in Advances in Transdisciplinary Engineering, IOS Press BV, pp. 223–232, 2021. Available: doi: 10.3233/ATDE210101. [39] D. C. Pinha and R. S. Ahluwalia, “Flexible resource management and its effect on project cost and duration,” Journal of Industrial Engineering International, vol. 15, no. 1, pp. 119–133, 2019. Available: doi: 10.1007/s40092-018-0277-3. [40] S. Naoum and C. Egbu, “Critical Review of Procurement Method Research in Construction Journals,” Procedia Economics and Finance, vol. 21, pp. 6–13, 2015. Available: doi: 10.1016/s2212-5671(15)00144-6. [41] B.-G. Hwang, X. Zhao, and S. Y. Ong, “Value management in Singaporean building projects: Implementation status, critical success factors, and risk factors,” Journal of Management in Engineering, vol. 31, no. 6, 2015. Available: doi: 10.1061/(ASCE)ME.1943-5479.0000342. [42] M. Abazid and H. Harb, “An overview of risk management in the construction projects,” Academic Research International, vol. 9, no. 2, 2018, [Online]. Available: www.savap.org.pk [43] J. B. H. Yap, H. Abdul-Rahman, and W. Chen, “Collaborative model: Managing design changes with reusable project experiences through project learning and effective communication,” International Journal of Project Management, vol. 35, no. 7, pp. 1253–1271, 2017. Available: doi: 10.1016/j.ijproman.2017.04.010. [44] H. Taleb Al-Mayahi, S. Ismail, M. Hussaini Wahab, W. Nurul Mardiah Wan Mohd Rani, and R. Che Amat, “Architectural Practices of Project Communication Management in Iraq,” vol. 16, no.5, 2018. Available: https://doi.org/10.21837/pm.v16i5.406 [45] L. H. Nguyen, “Relationships between Critical Factors Related to Team Behaviors and Client Satisfaction in Construction Project Organizations,” J Constr Eng Manag, vol. 145, no. 3, p. 04019002, 2019. Available: doi: 10.1061/(ASCE)co.1943-7862.0001620. [46] P. Sanghera, “Managing Communication and Stakeholder Engagement,” PMP® in Depth, pp. 419–436, 2019. Available: doi: 10.1007/978-1-4842-3910-0_11. [47] N. P. Srinivasan and S. Dhivya, “An empirical study on stakeholder management in construction projects,” in Materials Today: Proceedings, Elsevier Ltd, pp. 60–62, 2020. Available: doi: 10.1016/j.matpr.2019.05.361. [48] R. J. Yang and G. Q. P. Shen, “Framework for Stakeholder Management in Construction Projects,” Journal of Management in Engineering, vol. 31, no. 4, 2015. Available: doi: 10.1061/(ASCE)me.1943-5479.0000285. [49] M. Y. Al-Kuhail, H. A. Al-Dafiry, T. A. Barakat, and A. Al-Ansi, “Developing a diamond framework model based on ‘integration’ of project success measures for construction project management in Yemen,” Pertanika J Sci Technol, vol. 29, no. 3, pp. 1787–1809, 2021. Available: doi: 10.47836/pjst.29.3.23. [50] I. L. Lampa, A. De Godoi Contessoto, A. R. Amorim, G. F. D. Zafalon, C. R. Valêncio, and R. C. G. De Souza, “Project scope management: A strategy oriented to the requirements engineering,” in ICEIS 2017 - Proceedings of the 19th International Conference on Enterprise Information Systems, SciTePress, pp. 370–378, 2017. Available: doi: 10.5220/0006318603700378. [51] L. S. Pheng, “Project Scope Management,” pp. 63–77. Available: doi: 10.1007/978-981-10-6992-5_5. [52] A. Rostami, J. Sommerville, L. I. Wong, and C. Lee, “Engineering, Construction and Architectural Management Article information?:” Engineering, Construction and Architectural Management, vol. 22, no. 1, pp. 91–107, 2015. Available: doi: http://dx.doi.org/10.1108/09699981111098711 Downloaded. [53] C. Subramaniam, S. Ismail, S. Durdyev, W. N. M. W. M. Rani, N. F. S. A. Bakar, and A. Banaitis, “Overcoming the project communications management breakdown amongst foreign workers during the covid-19 pandemic in biophilia inveigled construction projects in Malaysia,” Energies (Basel), vol. 14, no. 16, 2021. Available: doi: 10.3390/en14164790. [54] D. Perkins, G. Mathur, and K. Jugdev, “Project management resources and outcomes: a confirmatory factor analysis,” International Journal of Managing Projects in Business, vol. 13, no. 3, pp. 600–615, 2020. Available: doi: 10.1108/IJMPB-07-2019-0170. [55] M. Cardano, Defending qualitative research: design, analysis and textualisation. NY: Routledge, 2020. [Online]. Available: www.routledge.com/Routledge- [56] N. K. Denzin and Y. S. Lincoln, The SAGE Handbook of qualitative research, 5th ed. California: SAGE Publication, 2018. [57] P. L. Rice and D. Ezzy, Qualitative research methods: a health focus, 1st ed. New York: Oxford University Press, 2005. [58] B. Marshall, P. Cardon, A. Poddar, and R. Fontenot, “Does sample size matter in qualitative research?: A review of qualitative interviews in is research,” Journal of Computer Information Systems, vol. 54, no. 1, pp. 11–22, 2013. Available: doi: 10.1080/08874417.2013.11645667. [59] J. W. Cresswell, Qualitative inquiry and research design: choosing among five approaches. Singapore: SAGE Publication, 2013. [60] J. W. Creswell and J. D. Creswell, Research design: qualitative, quantitative, and mixed methods approaches, 5th ed. California: SAGE Publication, Inc., 2018. [61] K. Krippendorff, Content analysis: An introduction to its methodology, 4th ed. California: SAGE Publications Ltd., 2018. [62] M. Vaismoradi, H. Turunen, and T. Bondas, “Content analysis and thematic analysis: Implications for conducting a qualitative descriptive study,” Sep. 2013. Available: doi: 10.1111/nhs.12048. [63] V. Corvello, A. Javernick-Will, and A. La Ratta, “Routine project scope management in small construction enterprises,” Int. J. Project Organisation and Management, vol. 9, no. 1, pp. 18–30, 2017. Available: http://dx.doi.org/10.1504/IJPOM.2017.10003939 [64] M. S. Santalova, E. P. Lesnikova, S. N. Nechaeva, A. V. Borshcheva, and O. G. Charykova, “Information hindrances and communication barriers in project interactions,” in Lecture Notes in Networks and Systems, vol. 57, Springer, pp. 273–281, 2019. Available: doi: 10.1007/978-3-030-00102-5_29.