Seminar 1: How can Value Management work in the HK construction industry?
Guest speakers :
Mr. Kenneth K. KWAN
Director of Levett & Bailey Chartered QS Ltd.
MRICS, MHKIS, RPS(QS), HKIAC, Accredited Mediator.
Mr. Anthony R. WILSON
Acting Project Director, Arch. Services Dept
B’Arch., ARCUK, HKIA, RIBA,
Chairman of HKIVM.
Venue :
Plaza Conference Centre, 35/F., Central Plaza, 18 Harbour Road,
Hong Kong
Language :
English
Date :
6th May 2004 (Thursday)
Time :
19:00 - 21:00
The seminar is divided into two parts and two speakers are invited respectively.
It began with Mr. Kwan's presentation who introduced the background information
of value management (VM). After that, Mr. Wilson carried on with introducing
VM facilitation in Hong Kong government projects. View
Video
Guest Speaker
Mr. Kenneth K. KWAN
Director of Levett & Bailey Chartered QS Ltd.
MRICS, MHKIS, RPS(QS), HKIAC, Accredited Mediator.
Mr. Kwan is a Professional Member of the Royal Institution of Chartered
Surveyors and an Associate of the Hong Kong Institute of Surveyors. He
obtained the RICS scholarship from the Hong Kong Polytechnic in 1985 and
qualified as a chartered quantity surveyor in 1989. He has extensive experience
in different types of projects in both public and private sectors in Hong
Kong, and projects in China, Singapore and Taiwan.
During the seminar, he introduced the basic information of Value Management
Summary of Content
Introduction of Value management with different definitions
VM is carried out by a group of people (team) in a workshop environment. The team is led by an experienced facilitator – the Value Management Consultant.
By examining alternative ways of providing a given function, value improvements can be gained from almost any project. The earlier in the life of a project that VM is applied the more benefit can be obtained
The VM process focuses on function. Function analysis involves clearly identifying what discrete elements of the project must do to achieve the project objectives. VM also addresses the project brief by challenging assumptions and testing the solution
History of Value management
Development of Value management
Job plan
One of the reasons that VM works is its inherent structure. Many of the definitions speak of VM as being a structured and systematic process.
As with the many definitions themselves, many attempts have been made to define and name the steps to be taken in any value study.
Information -> Analysis -> Creativity phase -> Judgment -> Development
Mr. Anthony R. WILSON
Presidential of HKIVM
Acting Project Director, Arch. Services Dept
B’Arch., ARCUK, HKIA, RIBA, Chairman of HKIVM.
Mr. Wilson is working in the Architectural Services Department as a chief architect of architectural branch division 1. He is the president of HKIVM
Summary of Content
During the seminar, he has introduced Value Management in the Architectural Services Department (ArchSD).
Introduction of HKIVM
Role of ArchSD
As Government’s Agent for facilities development
As steward of government facilities
As architectural corporate advisor to Government
As Building Authority for Government projects
As promoter of best practice and standards in the construction industry
ArchSD VM’s approach
To develop VM in Hong Kong, ArchSD Initiatives in July 1994 hosted one day seminar for all Bureau and Department Clients to inform them of Value Management
Mr Tony Toy founded the Hong Kong Institute of Value management and ArchSD staff joined as forever members in July 1995.
Co-sponsored the first International Value Management conference in Hong Kong in May 1996 and carried out 6 workshops.
Trained 6 staff to become facilitators through certified VM courses.
Assisted Works Bureau (now ETWB) to formulate the Policy for Value Management
Operates under ETWB Policy ETWB Technical Circular 35/2002.
To consider Value Management for all projects over HK$200 million.
VM at several stages of the development process.
Critical Success Factors
The VM 5 phase job plan must be followed.
The participants must contribute positively.
There must be Top Level Client support able to make decisions.
The management and organization of the whole process must be handled well.
"Any opinions, findings, conclusions or recommendations
expressed in this material/event (by members of the Project team) do not
reflect the views of the Government of the Hong Kong Special Administrative
Region, Commerce, Industry and Technology Bureau, or the Vetting Committee
for the Professional Services Development Assistance Scheme.”
View
Video
