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Value Management: Competency Requirement of Certified Value Manager Towards Value Management Success Farah Nasiha bt Suhaili 2013314175 Siti Salha bt Nordin, 2013192829 Muhammad Zharif Sufyan, 2013192401 Abul Aswad bin Abdul Latiff 2013311777 Muhammad Akramin 2013159617 Faculty of Architecture, Planning and Surveying, Universiti Teknologi MARA, Selangor, Malaysia
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    Value Management: Competency Requirement of Certified Value Manager Towards Value Management Success Farah Nasiha bt Suhaili 2013314175 Siti Salha bt Nordin , 2013192829 Muhammad Zharif Sufyan,  2013192401   Abul Aswad bin Abdul Latiff 2013311777 Muhammad Akramin 2013159617  Faculty of Architecture, Planning and Surveying, Universiti Teknologi MARA, Selangor, Malaysia ABSTRACT Ever since Value Management (VM) was introduced to the Malaysian Construction Industry in 1999, the awareness of the approach has increased. Currently, not only is the public department practicing Value Management in their projects, but it has also started to attract the attention of the private sector to adopt this approach too. Because of that, the role of a Value Management Facilitator has become crucial since they need to lead and guide the participants during the Value Management Workshop in fulfilling the Clients and End User’s needs. The purpose of this paper is to review the importance of an efficient Value Management Facilitator in securing the success of a Value Management workshop. The required characteristics, skills and knowledge will be identified and assessed thoroughly. This research aims to provide insights to enhance understanding of VM Facilitator role and competency. Keywords: Certified Value Manager; Value Management Facilitator; CVM Competency; Malaysian Construction Industry; Successful VM  1.0 INTRODUCTION In 2009, The Economic Planning Unit (EPU) of the Prime Minister’s Department, Malay sia issue a Value Management Circular 3/2009 highlighting that all government project above RM50 million must undergo Value Management Process. Ever since the issuance of the Circular, Value Management has gained greater recognition in Malaysia. With the increase in awareness of VM amongst Malaysians, the role of a Facilitator to conduct the Value Management Workshop became crucial. A Facilitator is like a Maestro in an orchestra. He is the one who will conduct the workshop, responsible in assembling each and every idea from the participants to satisfy the Client as well as the End User’s needs and wa nts. This study intends to explore the characteristic, skills and knowledge that a Facilitator should have in order to successfully lead the team in achieving the goal and objective of the VM Workshop. This study employed three (3) case studies and four (4) semi-structured interviews as the method for collecting the data. This study is aimed to provide descriptive findings of the characteristic, skills and knowledge of a successful Facilitator in the Malaysian context.    2.0 LITERATURE REVIEW This section discusses the role of a Facilitator in a Value Management Workshop as well as the characteristic, skills and knowledge that a Facilitator must possess to secure the success of the VM Workshop. 2.1 Value Management Value management was srcinated from a supply crisis during World War II by a key person Mr Lawrence Miles, General Electric company chief engineer, who develop a method to reduce a cost over product performance during that time (Jaapar, A., J.B. Torrance, et al., 2005.). Then, this technique known earlier as value analysis has been introduced and established through the world nation and its been accepted due to its benefit. VM in Malaysia was first introduced by Prof Barton from Australia to Dr Mazlan Che Mat from UTM , which they have worked together to promote the Value Management until it was been accepted to various industry in the country. Later, Value Management has been recognized by Malaysian government and its application has been utilized nationwide with the guidance from Dr Mazlan and the team ( Che Mat 1999). Value Management is define as a rigorous, systematic and innovative methodology with multi-disciplinary approach to achieve better value and cost optimization for projects, products, facilities, systems and services without sacrificing the required performance levels. (Che Mat, M.M (2004,) Value management usually incorporates a series of workshops, interviews and reviews, through which the project requirements are evaluated against the means of achieving them. Any construction project should only be commissioned following a careful analysis of need. Failure to carry out this analysis will cause problems at subsequent design and construction stages. Many projects suffer from poor definition through lack of time and thought at the earliest stages. This is likely to result in cost and time overruns, claims, user dissatisfaction or excessive operating costs. Value management can help to avoid these problems. The Value Management job plan started off with a pre-study phase in which during this phase the value management team will conduct a thorough study in regards to the subject matter. It follows with the information phase where the understanding of the subject matter influenced the development of the project design. The designers will present an oral overview of the project. The information phase of VM study never ends as it keeps on adding as the study progress. The VM team then accomplishes the creativity to generate as many ideas as possible at speculation phase. Ideas that generate from the speculation phase are then judged as to their merits and demerits in the judgment phase. Ideas are found impractically to be irrelevant or not worthy of additional study are disregarded. Those ideas that have potential for cost savings or improvements to the project are then developed further. During the development phase, the ideas that have been evaluated and selected earlier are expended into workable solution.  Alternative design sketches and illustration are prepared whenever necessary. The alternative proposal is estimated preferably its life cycle cost that includes not only initial cost but operation and maintenance during economic life span. Lastly is reporting phase that function to sell recommendations, incite action and convey the information. Although each job plan phase has specific items that must be accomplished and specific cut off time and dates, it is solely depending on the facilitator’s skill and knowled ge to manage and utilize the workshop to achieve the required goals.    2.2 Facilitator Jerry K. (2000) defined facilitation as the vehicle that synthesizes the VM discipline into a variable process which serves as the cornerstone for a successful value improving venture. Jerry K (2000) then added both parts of the process and the delivering of that process is essential to achieving a successful VM projects.  According to Zuhri (2014), to obtain maximum benefit from a value management approach, it is important to make somebody within the organization which is the architects, engineers or a representative from the project team to be explicitly responsible. The appointment of an experienced facilitator either from within the organization or as an external consultant - is critical to the success of any value management exercise. The facilitator should be knowledgeable about value management methods and techniques and experienced in applying them. Rigorous application of value management techniques requires competence in a range of skills including (Constructing Excellence, 2004): 1. organizing and managing workshops 2. communicating with both technical and lay project participants 3. providing conditions to challenge project assumptions about needs and approaches 4. motivating project participants towards achieving objectives 5. the ability to analyze complex problems 6. providing conditions to seek innovative solutions to project needs 7. the ability to tease out issues from a project background 8. leadership and authority. Jerry K (2006) mentioned that the VMF serves to educate the team on the guiding principles, methods and applications of VM prior to and during the process of facilitating the team. The VMF establishes a clear set of goals that are later used to gauge the success of the projects. The main objective of the VMF regardless of the nature assignment is to improve value. 2.3 Certified Value Manager In Malaysia, a Value Management Facilitator is called Certified Value Manager (CVM). It is the highest level of certification attainable through Institute Value Management Malaysia (IVMM) who has demonstrated expert level of experience and knowledge in the practice Value Management methodology. The CVM qualification signals competence to lead and manage VM studies and contribute to the development of VM methodologies. Certification must be earned by fulfilling all criteria and requirements and is for individual recognition and may not be transferred or used to imply that an organization or association is certified (IVMM, 2014). Figure 2.1 shows the certification route practiced in Malaysia. Minimum of 3 years post full   members  Certification for Certified Value Manager Application for Full Member Value management modul II (VM Simulation Workshop)   Value management modul I (VM Awareness & Principle)   Figure 2.1: Certification Route (IVMM, 2014)    2.4 Characteristic, Skills and Knowledge of a CVM Thurnell, D (2002) and Male, Kelly, Fernie, et.all (1998) confirmed that experienced VM facilitators are necessary for a successful VM workshop and they also mentioned that these facilitators should posses the required characteristics, skills and knowledge to do so. As Palmer (1990) stated that it is crucial for a VM facilitator to secure the necessary commitment and enthusiasm from the client and the entire team. In order to do so, the required characteristic, skills and knowledge will be elaborate further into this topic.  According to the Merriam-webster dictionary, characteristic can be defined as a special quality or trait that makes a person, thing, or group different from others. As we generally know, each and every person on earth has a different characteristics/ traits. We might have a similar characteristic with one to another but we can never have the exact same characteristic with another person, not even twins. So here are some general characteristic that a VM facilitator should or might have in order to achieve a successful VM workshop. According to Cook, M.J. (1999) the characteristic of a VMF are more or less the same with a consultant’s characteristic. They should have patience, humility, self-confidence, openness, willingness to learn, courage and empathy. Merriam-webster dictionary defines skill as the ability to do something that comes from training, experience, or practice. As shown in figure 2.2, to become an effective VM facilitator, one not only require to have the ideal characteristic, but also the skills that comprises technical skills, interpersonal skills as well as other supporting skills. Examples of Technical skills required for conducting a VM workshop according to Cook,M.J. (1999) are as below:     Function Analysis   Report writing and documentation   FAST Diagramming   Storyboarding   Analytic skills   Evaluation skills   Problem identification & Definition     Scientific methods   Decision-making tools   Scribing techniques   Creativity techniques   Financial skills   Knowledge of application arena (e.g., Industry, Construction, Government) The above listed tools are some of the technical skills that can help to further enhance the credibility of a VM Facilitator. Different project might require the VMF to use different combination of tools depending on the issue to be tackled. Other than these technical skills, Cook, M.J. (1999) also suggests that the VMF should know other supporting skills such as: Technical skills Interpersonal skills Supporting skills Figure 2.2: Consultant skill set (Cook, M.J, 1999)  
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