000			01803cab a2200217 4500
001			L130367
008			050721n2005 000 0 eng u
035			_a(Sirsi) u130367
041			_aeng
100			_aEllis, Robert C. T.
245			_aValue management practices of leading UK cost consultants
260			_c2005
490			_aConstruction Management and Economics _v23(5) June 2005, 483-493(11)
520			_aValue management (VM) is widely accepted as an important tool in the management of projects. Through a series of semi-structured interviews, this paper attempts to add to the qualitative exploration of VM, by investigating the attitude and experiences of VM facilitators within major UK cost consultancies. Clients cut across all sectors, but relatively few subscribe to a formal VM process. Despite the acknowledged importance of early interventions, the focus for many VM studies tends to be at spaces and element levels, rather than at the earlier concept level. VM continues to be use as a cost-cutting exercise, particularly so on projects which are experiencing problems. Formal VM rarely extends beyond tender stage. Workshops remain the common format, but these are often compressed, due to commercial pressures, into a half-day. Techniques are adapted to suit the needs of the project, team and client rather than being rigidly applied according to the theoretical approaches outlined in the literature. The potential to integrate VM and risk management services is recognised by all, although such integration is yet to be fully developed and implemented. References. [Taken from journal abstract.]
590			_aIKA020805
650			_aBS EN 12973: 2000
690			_aQuantity surveying _96263
700			_aWood, Gerard D.
700			_aKeel, David A.
942			_n0
999			_c75581 _d75581