Value Delivery Phase 1 Construction

Th e client usually plays a less active role in this phase because the requirements have already been clearly identifi ed. Much decision making still remains, although this is primarily related to production activities. Th ese are dealt with by the main contractor, working closely with the subcontractors and suppliers. Th e client role (supported by professional advisors) is to deliver detailed decisions as scheduled, and to check that the specifi ed value is delivered by the contractor. In order to achieve eff ective com- munication between the participants in the delivery team, a series of production work- shops is used, focusing on waste reduction in the process as well as in the product by value engineering activities, and by introducing logistic planning tools based on the underlying ideas of the Last Planner System. Th is involves the establishment of a process plan for production activities, and looking two to fi ve weeks ahead using the decision list to identify possible obstructions to the fl ow of activities, and mitigate them accordingly.

5.3.4.2 Control

Th ere are many control activities within projects. However, in this context the “control activity” relates to the hand over of the property to the client and users. Th is represents the completion of the project. Control is executed with two goals in mind. Th e fi rst is to check that the product is error free, as far as can be determined from the information available. Th e second one is to check whether the product fulfi ls the client’s value s pecifi cation, as agreed in the contract, and specifi ed in the design and associated value-based documentation.

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5.3.4.3 Consume

In this phase the agreed values are brought into use, and product values are experienced by building users, with facility and maintenance management coming to the fore. Th is is not discussed in this chapter, other than to note the importance of regular feedback from the consume phase in the drive for continual improvement. A systematic approach to the gathering of experiences is used as part of the stakeholder knowledge for incor- poration in future projects.

5.4 Creative Workshops

Interaction in a facilitated workshop forum helps to establish common values, and enables actors to better understand why their values diff er. Th e creative workshops start with the agreement of common process values, followed by discussion of client intentions and abstract ideals. Th en, work proceeds to produce a complete set of production information prior to the commencement of construction activities (see below). Th e workshops c ontinue into the production phase, in which the main contractor gets the main s ubcontractors involved. In fact, each workshop phase may comprise a series of facilitated workshops that deal with a particular issue or value stage, which continue until agreement has been reached. Workshops are “value generators” (or value drivers) and are concerned with problem framing. Part of a typical sequence is shown in Figure 5.2.

It is a demand of the value-based approach that the entire panel of participants is in place from the start of the project to its completion. For that reason the workshops tend to involve quite large numbers of people. Numbers present in the meetings vary between projects and stages, typically ranging between 15 and 30 people. Th e organizational format of the workshops can be changed to accommodate more people if necessary by

Workshop 0. Partnering Workshop 1. Vision Workshop 2. Realism Workshop 3. Criticism • Teambuilding • Common goals • Working ethics • Roles • Agreement • Phramework and process • Dreams and visions • Value guidance (Standard value agenda) • Customer value Base (Values - not solutions)

• Design altematives

presentation • Conceptual design (90%)_{• Evaluation of values; that} is, the value base • Cost estimate • Conceptual design • Time estimate final • Connections • Approval

• Customer satisfaction (process and products)

Conceptual design (100%) Conceptual design (95%) Design alternatives Partnering agreement

Customer value conceptual design

• Evaluation of values • Evaluation of cost estimates • Evaluation of time estimates • Consequences • Appoint the winning concept

FIGURE 5.2 Sequence of workshops for the value design phase.

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5-10 Construction Supply Chain Management Handbook

dividing into subgroups. Th e number of workshops varies depending on the size and complexity of the project. Typically, workshops last for a half or a full day, but they never last for longer than one working day. Some fl exibility in programming is required to accommodate the inherent uncertainty in knowing exactly how many workshops will be required to reach agreement. Th e experience of the facilitator is crucial here in accurately predicting the number of workshops necessary. When problems with understanding and attitudes persist, additional workshops are convened to explore the underlying values, and tease out creative input. In extreme cases, if participants are unwilling to discuss and hence share values, they are asked to leave the process and are replaced by a new participant. Experience has shown that incompatibility usually manifests in the fi rst few workshops. Th us, from the start of the project the whole process should be consensus- based, and participants should have a shared vision and goals. Th e facilitator’s role is to stimulate discussion, thus helping to identify areas of agreement and confl icting interests. It is important that he or she remains objective and neutral, allowing the participants to make the decisions within a facilitated and s upportive environment, as discussed below.

A standard value agenda is used as a framework for decision making in the workshops. Th is is referred to as the “basic value structure for buildings,” and is based on the six product values (beauty, functionality, durability, suitability for the site and the community, sustainability, and buildability). Th is value hierarchy addresses the primary project objec- tives and breaks them down further into subobjectives as part of an iterative process carried out within the workshops. Common value management tools, such as the value tree [see, e.g., Dallas 2006], and quality function deployment (QFD) are used to weight options (values) in a decision matrix to help fi nd the solution that provides the best value. Th e process facilitator guides participants through the discussion of values in a systematic and objective way.

5.4.1 Workshop Sequence in the Value Design Phase