Assessment of Value Engineering Implementation in the Ghanaian Construction Sector

Abstract

One of the contemporary management techniques aimed at eliminating unnecessary cost and waste while optimizing full benefit of projects, especially in the building and construction sector, is value engineering. This study assesses the implementation of value engineering in the Ghanaian construction sector. The study adopted cross-sectional survey with stakeholders consisting of architects, contractors, project managers, civil and structural engineers, and consultants of construction and consulting firms. Snowball sampling technique was used through its nucleus to reach construction firms and respondents who practice value engineering but are difficult to trace. Questionnaire was used to collect data using a five-point Likert scale. Quality control and renewal of old ideas emerged as the meaning of value engineering regarding construction professionals’ understanding of the concept. The factors that encourage values engineering implementation identified by the respondents include: reduced wastage of resources, quality improvements, reduced conflict and risks, efficient labour, creation of a climate of shared understanding, definition of programme objectives, early improvement, understanding of the needs and function, savings that can be redirected to add value, improved communication between the parties, and local material usage. Five main components identified as responsible for non-adoption of value engineering include: knowledge barrier, demand barrier, awareness barrier, readiness barrier, and human resource barrier. The study therefore concludes that value engineering stands feasible for implementation in the Ghanaian construction sector if the identified factors to the non-adoption are eliminated while adopting appropriate strategies to promote the factors that encourage its implementation.