The Workshop Phase
During the workshop phase the agenda takes the foundation format and basically provides the framework of the activities at the workshop. As such the team is well in the clear of the objectives. Not only does the workshop agenda provide the skeleton of which activities will be hinged on, but also create a platform on which selected techniques and tools will be explored during the study. This phase will concentrate on the improvements both in the value engineering and value management studies.
According to Kelly & Male (2004) the major workshop components are in a set of four. The presentation, information, prioritizing information and commencement of team building are components in the first set. The second set has the back-to-basics, identification of value mismatching & brainstorming solutions. A third set involves evaluation of solutions and the developing of winning solutions. Finally, the fourth set includes; presenting and concurring on winning solutions as well as developing an action plan.
It’s on the basis of the four groupings, that is, opinions, beliefs, attitudes and values, as set by Kelly & Male (2004), that the steps of the workshop, tools and techniques, and psychosocial dynamics are determined. It’s from this exercise that ideas will be developed to subsequently form the foundation of the action plan. The attendees of the value management study will check in and have a brief meeting at the Newtown Council and then an hour of tour to inspect the site where all the workshop participants will gather information, address any opportunities and obstacles, which may require different and alternative approaches to do the work.
Later, the workshop participants will return back to Newtown Council and the facilitator will give a briefing for the value management study and the workshop agenda to get them familiar with the process for the following two days. It is anticipated that the introductory portion of the workshop will be adversarial, particularly when new information is being presented by a consultant or expert. Otherwise, the environment in the workshop is expected to be generally collaborative. The team’s coherence is expected to be strong since there is desire to remain in the team as well as commitment to complete the agenda.
Since the workshop is rather continuous, the importance of meeting objectives through task performance and the high degree of compatibility between team goals and individual participants goals, team cohesiveness will be evident. This workshop phase is expected to last for 3 days. THE IMPLEMENTATION PHASE The this level four basic functions will be carried out; • Implementation meetings and workshops will take 2 days • Implementation strategy (a draft Action Plan) will be formulated and discussed with commission clients for adjustments or approval – 3 days • Draft the approved Action Plan – 3 days
• Interview will be conducted to identify those to carry out the implementation in the action plan at the closure of the workshop phase – 2 days METHODOLOGY This involves a series of generic study styles informed by theoretical perspectives. Study styles are the outcome and configuration of the value management process that is required to intervene in a particular stage in a project life cycle, according to Kelly, Male and Graham. It represents a combination of methods, process and climate using appropriate approaches in the facilitation during the value management workshop phase.
The Job Plan 1. The Planning Stage – This is the planning of the study 2. The Information Stage – The gathering of essential information performed by team members during their normal job 3. Analysis Stage – Involves interpretation of the information gathered. This is done at the workshop comprising the whole team. 4. The Creative Stage – This involves the brain storming of new ideas. This is done in a separate workshop involving the whole team. 5. The Evaluation Stage – It involves selection of the best ideas amongst all presented. The key team members will be engaged in this exercise.
6. The Report Stage- At this point the top managers will need to approve on the degree of formality depending on the specific project or organization. 7. The Implementation Stage – The putting of new ideas. This works best when everyone owns the proposed changes. 8. The Follow-up Stage – Involves the auditing of the final outcome. This is typically performed by the value manager or the team leader. Methods and Tools These are the analytical techniques to be applied. To unlock the benefits of value management arrange of analytical techniques will have to be deployed.
• Functions Cost – Functional analysis helps the purpose and cost of the component elements of the study. • Bench Marking – This is to ensure comparison with the best practices and competition of products and services. • Value Trees with Attributes – This helps to determine the key design priorities for a project and can be used with the beneficiary focus groups. • Process Mapping – This is used to analyze processes that produce products or deliver services. • Risk Analysis – This is used to evaluate the risk of any new proposal. • Life Cycle Costing – Used to ensure that all life time costs are accounted for in the project.
• Market Research – This is used to ascertain the views of the customers, users, beneficiaries and the stakeholders. • Failure Mode and Effect Analysis – This is used to improve the quality, reliability and the safety of a product and process during development TOOLS AND TECHNIQUES In the group work, it has been suggested that there are some tools and techniques, which should be used with reference to the proposal, time allocated for each of these and order, are as follows: Goal and Systems Modelling This tool relates the goals of a project with existing systems already operational elsewhere to achieve the ultimate goal.
It draws together the aspirations represented by the function diagram in a quality function definition methodology. Duration – 45 minutes Timeline This technique uses horizontal lines on a chart to represent the duration over which the project possibly will spread. The date of the workshop is shown and all other events in sequence. This technique focuses the team on what is permissible and/or what process will proceed or precede specific decisions. Duration – 45 minutes Driver Analysis This exercise can be applied independently or as a constituent of the Issue Analysis.
Its application maybe in a different form, say at service, project or design stages. The fundamental question is what drives the other in the project. In a project it can be used to identify what drives coat, time or quality. Duration – 30 minutes REDReSS This is an acronym for the completion stage of the information verification as whether it fully and clearly represents the project itself. The queries are; Reorganisation; what’s possibly to be seen throughout the life cycle of the project. Expansion; in which way is expansion is possible and, if so, the mode of implementation.
Disposal; in the project what is disposal during its design Refurbishment and maintenance; Here concerns regarding maintenance & refurbishment policies and whether to include them in concept of the design. Safety; what are the health and safety issues? Security – What are the security issue? Duration – 90 minutes Element Function Analysis This tool gives the cost breakdown of a project according to functions identified. This list of function is generated during the value engineering study and seeks to identify innovative technical solutions that either sustains value or appreciates the project.
Duration – 60 minutes Issues Analysis The facilitator queries the team for all factors affecting the whole project. Since the issues tend to be revealed in rather random manner the facilitator makes record of them. The issues will in the next step be matches against 11 generic headings, according to Male, Kelly & Graham (2004). The issues will be then sorted after which a value assigned depending on its importance. Duration – 60 minutes Time, Cost and Quality This tool in the form of a triangle is commonly applied to establish the actually position the project is positioned within the three drivers.
Duration – 30 minutes Functional Space Analysis This relies on the number of successive techniques applying flow diagramming, spaces definitions and configurations to accurately define the functional space demanded by a facility. Duration – 60 minutes Client Value System The client value system is representation of client’s perception. The exercise is conducted during the workshop face and involves the following steps in its development; • The client’s independently constructs his perception without interference.
• Decide the value criteria; clients match against nine dynamic components representing criteria within the project. • Establish whether value relates to the interest of the client’s organisation or the particular project. • This is a paired comparison of a sequence of any two components on the client value system diagram. • Once the matrix is completed the value assigned are summed up. • The ranking of the above sums represents the client value criteria. Mark you the total values are ordinal and not interval values. Duration – 90 minutes SWOT SWOT is an acronym for Strength, Weakness, Opportunities and Threats.
This is a general management technique applicable for validation of a design or a service by thoroughly assessing its strength, weakness, the opportunities for possible improvements and threats or risks imposed by adopting a specific approach. Duration – 45 minutes Adjacency Matrix This technique describes the relationship that lies between the spaces on an index scale ranging from -5 to +5 as seen drawing below. A negative indicates that spaces are greatly separated, but a positive figure or zero there is no importance for the adjacency with another component.
Duration – 30 minutes Fig 2 Adjacency Matrix Kaufman’s FAST Diagramming This technique also referred to as function analysis system technique represents functions diagrammatically and can be used, for instance, to demonstrate mission and objectives of a project. Kelly and Male noted that “the functional analysis system technique (FAST) is a useful closing tool that involved the team in structured exercise”. The Kaufman’s FAST diagramming rules are illustrated in Fig 1 below. This exercise is anticipated to last a duration of 60 minutes.