2017 Programme de la conférence / Conference Program
JOUR 1 - Day 1
16 octobre 2017

08h30

Déjeuner continental et inscription
Continental breakfast and registration

09h00

Conférencier d'honneur- Keynote speaker
Mylène Paquette - Team Commitment (Le travail d'équipe)

Manufacturier - Manufacturing

Construction

10h30

J. Tan, F. Zhou and H. Al-Battaineh - Integrated Value Analysis and Problem-Solving Techniques: case study "Shop Layout Optimization"

Andréanne Martin - AV sur les différentes étapes d'un projet: différences d'approche

11h15

Istvan Tarjani - VE in the logistics world

Jean-François Chénier - AV d'un projet d'aménagement urbain performant (SRB Pie-IX)

12h00

Lunch

12h45

Conférencier d'honneur - Keynote speaker
Michel Thiry, Valense, Strategic Value Management

Slide Presentation: Strategic Value Ananlysis

Manufacturier - Manufacturing

Construction

13h30

Guylaine Lebrun - Analyses Fonctionnelles de portes de voitures de train

Dave Wilson - Defining Calgary's New Downtown Fire Service Strategy

14h00

Douglas Maxwell - AV chez Alcoa, processus et exemples à travers le monde

Azzedine Oudjehane - Integrating innovation such as drones and BIM into VM for construction projects

14h30

Paul Scarbrough - Target costing and VM

Glenda Rivera - L'AV dans un projet issu d’un concours architectural (Étude de cas: Métamorphose de l’Insectarium)

Plénière - Plenary

15h30

Conférencier d'honneur - Keynote speaker
Gerry Chaput, Vice President, Rapid Transit, Metrolinx

16h00

17h00

VA Canada Awards Dinner

Prix - Awards

21h30

Fin de la soirée - End of evening


Top


 
JOUR 2 - Day 2
17 octobre 2017

08h30

Déjeuner continental et inscription
Continental breakfast and registration

09h15

Conférencier d'honneur- Keynote speaker
Jeff Plant - Achieving "value-for-money" in P3 Projects

Méthodes

Gouvernements

10h30

Lucie Parrot - Value Proposition and Value Management

Warren Knoles - Why Does VA/VE Discover Cost-Saving Solutions that the Traditional Design Process Does Not?

11h15

Shamsi Shishevan - The Importance of Diagnostic Analysis of Data in Preparation for a VM Workshop

Gil Goyette - Public Works Canada, analysis of workspace requirements.

12h00

Lunch

12h45

Conférencier d'honneur - Keynote speaker
Jean-François Cyr, Vice-président Stratégie, Alcoa, Global implementation of VM

Méthodes

Gouvernements

13h30

Tom Fletcher - Moving from Value Engineering to Value Management

Tammy Dow & Scot McClintock - Building Consensus through Value Focus to Benefit Seniors

14h00

Lucie Parrot - Gestion de portefeuille de projets basée sur la valeur

New SAVE certification program

14h30

Gil Goyette - VA and the integrated design process

Plénière - Plenary

15h30

Strategic Value Management Discussion Panel
Panel de discussion sur le Management de la valeur Stratégique
Michel Thiry, Paul Scarbrough, Tom Fletcher, Mike Pearsall

16h00

16h30

Mot de la fin - Closing remarks


Note: Program content and schedule may be modified without prior notice.


Top


 
Team Commitment (Le travail d'équipe)
by Mylene Paquette
 
On November 12 2013, Mylène Paquette became the first person from the American continent to cross the Atlantic, rowing, solo! 129 days between Halifax in Canada and Lorient in France. This challenge, which took many years to prepare, was hard to achieve. During 45 of the first 60 days, she had to stay in the cabin or be immobilized due to weather conditions. At this stage, many of us would have turned around. Mylène never gave up and faced a dozen of major storms who capsized her ship 10 times and broke navigation instruments essential to the crossing. Mylène will share her adventure and passion. This passion allowed her to prepare her trip, cross the ocean and continue towards new horizons such as telling us all about it.
 
Top
Integrated Value Analysis and Problem-Solving Techniques: case study "Shop Layout Optimization"

by J. Tan, F. Zhou and H. Al-Battaineh

 
EPCOR Drainage Services (formerly "Drainage Design and Construction—City of Edmonton") acquired a new facility: the Edmiston Yard in 2015. This new shop & yard will provide the necessary space to deliver equipment services and support to the construction groups, and facilitate the in-house refurbishment of the tunnel boring machines. A study to optimize the usage of the shop area was conducted in 2015. The deliverables of the study included:
  1. An optimized shop space layout plan. This included analyses to determine the optimum location for each piece of equipment based on work flow and process needs, and to identify optimum requirements for each functional need and to minimize recycling and movement crossing points;
  2. An equipment relocation plan from the old shop (Coronation Yard) to the new shop (Edmiston Yard). This included an optimized schedule of the equipment transfer with minimal disruption on the equipment services and supports to construction activities, and a staging plan.
Value analysis was employed in developing the study, integrated with other problem-solving techniques including Six-Sigma, lean concept, computer simulation and 3D-modelling. This presentation will highlight how the team delivered the project and the integration between various tools.

Hussien AL-Battaineh, Ph.D., P.Eng., CVS
 
 
Hussien AL-Battaineh, Ph.D., P.Eng., CVS is the founder and president of EHan Engineering, an ambitious Edmonton-based consulting company specialising in value management, project management, and infrastructure management services. His fifteen years of progressive experience include leading value management and risk analysis workshops, managing complex civil engineering and infrastructure projects, and conducting constructability review studies for transportation, construction, and wastewater projects. His professional accomplishments have been recognised through a number of awards and scholarships including the Canadian Society for Civil Engineering’s Award for Governmental Leadership in Sustainable Infrastructure (2012) and the Consulting Engineers of Alberta Award of Excellence and Award of Merit (2013) for developing the Risk-based Infrastructure Management System (RIMS).
 
Hussien holds two Master of Science degrees in Construction Engineering and Structural Engineering. In 2007, he received his Doctor of Philosophy degree in Construction Engineering and Management from the University of Alberta. Hussien is pursuing his academic career as an Adjunct Professor of Civil and Construction Engineering at the Western Michigan University College of Engineering and Applied Sciences.
 
Top
AV sur les différentes étapes d'un projet: différences d'approche

by Andréanne Martin

 
DL’utilisation de l’AV peut se faire autant en tout début de projet, à l’étape concept, que plus tard, à l’étape plans et devis, préférablement aux deux. Par contre, il faut comprendre que l’accent n’est pas mis à la même place et que le questionnement n’est pas orienté de la même façon selon la phase où est rendu le projet. La présentation démontrera à l’aide d’exemples que l’analyse de la valeur peut être utilisée à n’importe quelle étape, pourvu qu’elle soit bien orientée et que les bons participants soient identifiés.

Andréanne Martin, B. SC., M.Tr, AVS
 
 
Suivant l’obtention de son baccalauréat en sciences en 2012, Mme Martin devient associée la même année chez Martin Parrot inc., une firme-conseil en analyse de la valeur, où elle participe à la préparation des offres de service, des présentations et des conférences. Mme Martin obtient la certification AVS (Associate Value Specialist), maintenant appelée VMA, en 2016; depuis, elle coanime des ateliers d’AV et, à ce titre, documente toute l’intervention et prépare le rapport des ateliers.
 
Top
VE in the logistics world
By Ariella Janka Tarjani & Istvan Tarjani
 
In the economy, on the competitive market there are a lot of very perspective fields for Value Engineering (VE) projects. For VE experts it is always exciting to have insight to others’ VE projects. Sharing the experiences is one of the most valuable elements not only in Hungary but also in other parts of the world. VE methodology is regularly applied in the EU countries too, during the preparation phase of investments.
 
During the functional analysis, the team completed the FAST model. Same time, the team edited a lot of special diagrams. Based on it, the team identified the weak points, the critical functions. The paper contains diagrams, photos. The VE project was very successful. Significant value improvement can be reached in the field of logistics.
 

Istvan Tarjani CVS®, PVM, TVM, CMC
 
 
Istvan Tarjani is vice president of the Society of Hungarian Value Analysts SHVA, and manager-owner of Value Analysis firm, FOKUSZ-2 Ltd. Istvan has been contributing to the growth of Value Analysis in Hungary, serving at the SHVA vice-president and president since 2001. Mr. Tarjani became a Value Engineering expert in 1992, earned his Certified Value Specialist (CVS®) from SAVE International in 2004, and earned his European Value Management designation in 2007. He also has Canadian registered CMC management adviser qualification. He currently works as a VE expert in the development of the engineering and manufacturing processes of Hungarian and multinational companies. As a management consultant, he deals with improving strategies, marketing and manufacturing processes, combining both his VE skills and background in marketing and communications. He is also member of the Value Management CEN standards development international team. He has taught university courses in value engineering, is an adviser for Module I. & Module II. workshops, is the co-author of 3 books issued in Hungary and has received several management and Value Engineering project awards. He is a graduate automotive engineer, certified technical teacher and has a graduate economic degree specializing in marketing and communications.
 
In 2015 Istvan won the Presidential Citation Award of the SAVE International in San Diego. In 2016 Istvan was elected to the board of directors for the Miles Value Foundation.
 
Top
Analyse de la valeur d’un projet d’aménagement urbain performant
By Jean-François Chénier
 
L’utilisation de l’AV a amené l’équipe multidisciplinaire du projet de construction du SRB Pie-IX à Montréal, à revoir le prototype des édicules prévus dans le projet. Le principal enjeu de ce projet réside dans le nombre important de parties prenantes ayant des intérêts et des champs de compétences variés. Tout d’abord, l’utilisation d’un modèle fonctionnel a permis à l’équipe multidisciplinaire de voir le projet d’une façon différente et de définir en langage simple et concis, les objectifs et les besoins à satisfaire. Cette approche, favorisant la créativité, a permis de séparer les besoins essentiels des souhaits ou des désirs.
 
L’application rigoureuse de la méthode a permis la remise en question de plusieurs des besoins du projet a été au cœur des discussions de l’équipe multidisciplinaire et a permis d’identifier des alternatives et des pistes d’économies totalisant près de 30% des coûts directs, de la trentaine d’édicules restant à construire sur le projet pour la portion montréalaise du SRB Pie-IX.
 
La présentation expliquera la méthode d’analyse de la valeur, son déroulement et quand celle-ci peut être utilisée pour identifier des alternatives dans un projet. Le projet du SRB Pie-IX est un exemple illustrant la puissance de la méthode.
 
The use of the VA Methodology led the multidisciplinary team of the LRT Pie-IX construction project, in Montreal, to review the prototype of the entrance building provided for in the project. The main challenge of this project is the large number of stakeholders with different interests and fields of expertise. First, the use of a functional model allowed the multidisciplinary team to see the project in a different way and to define in simple and concise language the objectives and needs to be met. This approach, which favored creativity, made it possible to separate essential needs from desires or desires.
 
The rigorous application of the method made it possible to question several of the needs of the project. It was at the heart of the discussions of the multidisciplinary team and made it possible to identify alternatives and avenues of savings totaling nearly 30% of the direct costs, of the thirty entrance buildings still to be built on the project for the Montreal portion of SRB Pie-IX.
 
The presentation will explain the value analysis, how it is done and when it can be used to identify alternatives in a project. The LRT Pie-IX project results give a good example of the power of the methodology.
 

Jean-François Chénier, Ing., CVS
 
 
M. Jean-François Chénier est reconnu pour sa gestion et son leadership participatif et rassembleur, l’identification et la mise en place de solution à la fois simple et créative. Certifié en Analyse de la valeur par la SAVE international depuis 2011, il a agi dans plus d’une cinquantaine de projet pour optimiser la qualité, réduire les coûts et favoriser les échanges et la créativité entre les partenaires de ces projets.
 
Monsieur Chénier est ingénieur de formation et a suivi plusieurs cours de perfectionnement, au Canada et en Europe, en management et en gestion du changement. Il a travaillé pendant plus de 22 ans au sein d’entreprises manufacturières et de conseils, au Canada et en Afrique de l’ouest, autant dans le secteur public que privé.
 
Mr. Jean-François Chénier is recognized for his management and his participative and unifying leadership, identifying and implementing solutions that is both simple and creative. Certified in Value Analysis by SAVE International since 2011, he has acted in more than fifty projects to optimize quality, reduce costs and promote exchanges and creativity between the partners of these projects.
 
Mr. Chénier is a Professional Engineer. He has completed several development courses in Canada and Europe, in management and change management. He has worked for more than 22 years in manufacturing and consulting firms in Canada and West Africa, both in the public and private sectors.
 
Top
Valense, Strategic VM
By Michel Thiry
 
Slide Presentation: Strategic Value Ananlysis
 

Michel Thiry
 
 
Michel Thiry has over 35 years worldwide professional experience and has worked in many cultural environments. He is recognized as a worldwide authority in strategic applications of project, program and value and has supported the development and implementation of a number of strategic programs for large multinational organizations, including their restructuring as Project-Based Organizations (PBO). For the last 15 years, Michel has provided his expertise to major organizations, in various fields, including construction, financial, pharmaceutical, IT and IS, telecom, water treatment, transportation (air and rail), local government and others.
 
He is a regular Keynote Speaker for major International events and Seminar Leader for PMI® SeminarsWorld since 2001. He has written and lectured widely in International forums, both at the Academic and Practice levels. In addition to his book “Value Management Practice”, published by the PMI®, he has written a number of book chapters in prominent PM books. His book “Program Management” has been published in August 2010.
 
Michel was elected PMI Fellow for his continued contribution to project management and in 2007 he was nominated Fellow of the Association for Project Management. In 2008, he was awarded a Life Achievement Award by Value Analysis Canada.
 
Michel Thiry a plus de 35 ans d’expérience professionelle à travers le monde et a travaillé dans plusieurs environnements culturels. Il est reconnu comme une sommité mondiale en application stratégique de projets, programmes et valeur et a supporté le développement et l’implantation d’un grand nombre de programmes stratégiques pour des multinationales, incluant leur restructuration en tant qu’organisation basée sur les projets (PBO). Depuis 15 ans, Michel a fourni son expertise à des entreprises majeures, dans différents domaines, incluant la construction, les finances, l’industrie pharmaceutique, les TIC et télécom, le traitement des eaux, le transport (air et rail), des gouvernements et autres.
 
Il est conférencier invité pour plusieurs événements internationaux et est Leader pour les Séminaires du PMI® depuis 2001. Il a écrit et participé à de nombreux forums internationaux, autant au niveau académique que praticien. En plus de son livre « Value Management Practice », publié par le PMI®, il a écrit de nombreux chapitres de livres importants en gestion de projets. Son livre « Program management » a été publié en aout 2010.
 
Michel a été nommé Fellow du PMI® pour sa contribution à la gestion de projet et en 2007, il a été nommé Fellow de l’Association pour la gestion de projet. En 2008, il a reçu le prix de reconnaissance d’Analyse de la valeur Canada pour sa carrière.
 
Top
Analyses Fonctionnelles de portes de voitures de train
By Guylaine Lebrun
 
 

Guylaine Lebrun
 
Project Engineer at Vapor Stone Rail, a division of Wabtec Schneider Electric
 
Top
Defining Calgary’s New Downtown Fire Service Strategy
By Dave Wilson
 
The Calgary Fire Department was faced with a critical decision: What needs to be done with Fire Stations 1 and 2 to maintain fire service readiness in the downtown core? The Department operates three fire stations in downtown core and two of the stations are approaching end of life. Should the stations be replaced? Should the stations be renovated, or combined? What about augmenting them with a new station on vacant land or integrated into other buildings? Lots of opportunities! Almost too many?
 
An innovative approach was used to address the fundamental question: value management. In doing so, the Department reset its perspective from just looking at the infrastructure needs of specific stations to a broader review of its overall fire service strategy in the downtown core. This also enabled consideration of a range of potential strategic and infrastructure opportunities, as well as other Citywide initiatives involving collaboration between and co-location of other City Departments.
 
This presentation provides an overview of the value process and presents several key strategies used by the City to explore the opportunities to maintain and enhance fire service in downtown Calgary.
 

Dave Wilson, P.Eng., CVS-Life, FSAVE, CPF, NCE President
 
David Wilson, P.Eng., CVS-Life, FSAVE, CPF, is President of NCE, a value engineering firm specializing in infrastructure projects, located in Markham, ON, Canada. He is a civil engineer with 34 years of experience in both the public and private sectors. During his career, Mr. Wilson has led major infrastructure projects through the planning, design and/or construction phases, including several design/build projects. He has been involved in value management projects since 1995 and is a member of the SAVE International, Value Analysis Canada, and the Institute of Value Management. He served a four-year term as the President of SAVE International and was elected to the College of Fellows, the value industry's most significant honour, in 2012.
 
Mr. Wilson has a Bachelor of Engineering Science (BESc) degree from the University of Western Ontario in London, ON, Canada, and is a licensed Professional Engineer in five jurisdictions. He is also a Certified Professional Facilitator.
 
Top
AV chez Alcoa, processus et exemples à travers le monde
By Douglas Maxwell
 
Une équipe de 2 personnes joue le rôle de Coordonnateur chez Alcoa. Ce rôle consiste à supporter 22 usines situées en Islande, Norvège, Espagne, États-Unis, Amérique du Sud et Canada. Le rôle des coordonnateurs est de travailler avec les usines afin de faire progresser leurs projets d’améliorations dans le processus d’approbation. Pour ces 22 usines, Alcoa a un budget annuel capitalisable d’environ 100 millions de dollars US.
 
Chaque année il y a quelques centaines de projets qui atteignent le stage de FEL2. Pour Alcoa, le processus d’Analyse de la Valeur commence au début du FEL2. Les activités d’Analyse de la Valeur doivent être tenues dans l’usine où le projet a lieu. Cette activité dure entre 1.5 et 3 jours selon l’envergure du projet. Une préparation méticuleuse avant l’activité est primordiale vu la courte durée des activités. Une dizaine de personnes de tous les domaines concernés par le projet assistent à l’activité. Une liste de critères de sélection a été développée pour déterminer sur quels projets une analyse de la valeur sera faite.
 
Dans les six premiers mois de 2017, il a eu 25 activités d’Analyse de la Valeur chez Alcoa. Depuis 2014 une soixantaine d’activités ont eu lieu. Le coût initial de ces projets était de l’ordre de 258 millions de dollars US. De ce montant il y a eu des évitements ou reports de coûts à une date ultérieure d’environ 45 millions de dollars soit environ 17 pourcent. Lorsque ces coûts sont évités ou reportés le budget en capital n’est pas réduit mais l’argent est investi dans d’autres projets.
 
Tenir une activité avec les bonnes personnes autour de la table a pour avantages de clarifier le besoin d’affaires pour tous, d’analyser en profondeur les solutions possibles et de faciliter les communications entre les gens de production, de maintenance et d’Ingénierie. Les standards et protocoles sont toujours respectés et l’Étendue des travaux est mieux saisie, tout en améliorant l’agencement (layout). De plus l’analyse de la valeur ajoute à la crédibilité du projet dans son processus d’approbation par les dirigeants.
 
A team of 2 people hold the role of Coordinator at Alcoa. This role consists in supporting 22 different installations situated in Iceland, Norway, Spain, United States, South America and Australia. This team works with the management teams to facilitate the approval process for the projects. The annual capital budget is roughly 100 USD.
 
Every year there are over one hundred plus projects that attain the FEL2 stage. For Alcoa this is when the Value Analysis process begins. A criteria list exists to determine which projects the Value Analysis process must be followed. The activities must be held in the different plants and we must have the right people around the table, usually about 10 people are present. The activity may take 1.5 to 3 days depending on the complexity and cost of the project, which has to be very well prepared ahead of time to be able to meet objectives over a short period.
 
During the first 6 months of 2017, 25 Value Analysis activities have been held in the Alcoa plants, since 2014 around 60 activities. The initial project cost of these 60 projects was approximately 258 USD. From this amount there has been cost avoidance or cost deferral of about 45 USD which is about 17 %. The budget is not reduced when this happens, it permits the plants to add other projects to their list to improve each plant’s performance.
 
These activities clarify the Business Case and provides detailed Solution Analysis and facilitates communications between the Production, Maintenance and Engineering people. All standards and protocols are respected to ensure sustainability of each project. Everyone has a very clear understanding of the Scope of Work and the layout.
 
Finally, Value Analysis gives credibility to Management during the Project Approval process.
 

Douglas Maxwell
 
Chef de Section des Opérations dans plusieurs procédés, Concentration et Transformation de fer sur la côte Nord, Secteur Carbone et Rénovation des Cuves chez Alcoa à Deschambault, Administrateur Qualité, Chef de Section Santé Sécurité pour une Usine en production et ensuite sur des chantiers de Construction d’Alcoa en santé sécurité et Direction de Projet.
 
Depuis 3 ans travaille comme Coordonnateur Analyse de la Valeur pour les Usines d’Alcoa globales.
 
Production Management in different processes, Concentration and Transformation of iron ore on the Quebec North Shore. Carbon Area and Pot Relining for Alcoa at Deschambault, Quality Administrator, Health & Safety Manager for production and for some Alcoa major projects, Massena, Baie Comeau, support for Ma'aden, Iceland and Norway.
 
For the last 3 years has been part of the Global Capital Management group for Alcoa.
 
Top
Integrating innovation such as drones and BIM into VM for construction projects
By Azzedine Oudjehane
 
In this presentation, we will first discuss the innovation disruption and change currently affecting the construction and building sectors, with a particular emphasis on drones and their full integration in construction projects.
 
Drones and Unmanned Aerial Systems have indeed provided a new perspective to the construction sector: from construction site or land surveys or construction progress monitoring to quality control or compliance inspection, drones (UAS) are increasingly present in construction site. At the beginning of 2017, the global infrastructure drone market was estimated to be worth over $45 B. In fact the construction industry has emerged as the key driver of the drone technology development as increasing demand arises from the various construction applications. will top $5 billion by 2020. PwC estimates the current value of labor and services likely for replacement by drones to be $127.3 billion. More than one-third of that comes from the infrastructure and construction industries. Drones and UAVs in construction are slowly expanding from site operations like land surveying, visual monitoring of site safety or instruction progress, to value added management of projects for decision making inherent to data processing from captured information using drones.
 
This presentation will introduce a framework for the integration of innovation technology such as Building Information Modeling with UAS application beyond project monitoring and into project value management. Showcasing a case study from a Calgary construction project, the presentation will emphasize the following Learning Objectives:
 

Azzedine Oudjehane
 
 
Dr. Azzeddine Oudjehane has over 20 years of experience leading multi-disciplinary projects in R&D, business innovation and market development working with various stakeholders from Academia, Government and Industry. Azzeddine holds graduate degrees in both Applied Science and Business Administration.
 
He is the Principal of AZZO Consulting and is currently teaching construction project management courses at SAIT. In 2012, Azzeddine joined the first undergraduate BSc in Construction Project Management in Canada. Azzeddine strives through teaching excellence to train the next generation of construction project managers in Alberta and Canada, while developing scholarly applied research that meets the needs of the Alberta industries.
 
In 2014, Azzeddine was elected to the Board of Directors of the Alberta Chapter of the Canada Green Building Council, where he led various green building initiatives across Alberta, including the 1st Green School Summit in Canada held in Calgary in September 2015.
 
Azzeddine has continuously advocated the benefits of sustainable construction inside the classroom at SAIT preparing the next generation of leaders in construction. He has also led and supported various applied research projects demonstrating the feasibility and value of sustainable practices in construction and deconstruction. One of his current research emphases is on bringing innovative and energy efficient and sustainable construction methods to Alberta. He also collaborates and continues supporting the Unmanned Aerial Systems research team at SAIT with a focus on the various applications and implications of UAVs, in construction project management. With over 50 publications and presentations at international conferences, Dr. Oudjehane serves in various journal review committees and has chaired sessions at conferences. In the past year, he gave several presentations and keynotes on the role of innovation for sustainable construction practices.
 
Top
Target costing and VM
By Paul Scarbrough
 
VE and Target Costing are essential elements of advanced product design, however there is often resistance to them. This presentation outlines reasons for resistance and possible countermeasures using a case study at one of the most important heavy equipment manufacturers.
 

Paul Scarbrough
 
 
Professor Scarbrough has been at Brock University since 1995 and has held several positions in the Faculty of Business. Prior appointments include Boston University and Bentley College. International teaching experience includes Waseda University [Tokyo] and Linnaeus University [Sweden]. He is also Vice President of the Asia Pacific Management Accounting Association.
 
Professor Scarbrough is co-author of two books on Japanese cost management and has written many articles on cost management in Japan. One of the bedrocks of the Japanese cost management approaches is the Value methodology. His general research interests are cost reduction and the effect of corporate culture on the use of cost reduction methods. He uses the Value methodology in teaching his Cost Accounting courses as a basis for both general analysis and ABC. He has extensive consulting experience, primarily in cost analysis.
 
Top
L'AV dans un projet issu d’un concours architectural (Étude de cas: Métamorphose de l’Insectarium de Montréal)
By Glenda Rivera
 
En raison de sa nature d’optimisation, l’analyse de la valeur constitue un défi pour l’intégrité des projets architecturaux issus de concours. Les concepteurs peuvent exprimer une réticence à entreprendre un tel exercice de peur de voir les concepts fondamentaux de leur projet être remplacés par des solutions plus économiques. D’un autre côté, les clients sont parfois déchirés entre une solution plus économique et le désir de conserver le concept lauréat inchangé. Ainsi, cette présentation vise dans un premier temps à exposer les enjeux qui existent dans l’application du processus d’analyse de la valeur sur des projets issus de concours architecturaux. Dans un deuxième temps, elle vise à présenter des solutions pour assurer une application de l’analyse de la valeur réussie dans ce contexte. La présentation sera supportée par l’étude de cas du projet de rénovation majeure de l’Insectarium de Montréal. Cela du point de vue de la chargée de projet, représentant du client.
 
Montreal Insectarium
 

Glenda Rivera B.Ing.
 
Mme. Rivera est titulaire d’un baccalauréat génie de la construction de l’École de technologie supérieure de Montréal et possède également un diplôme en technologie de l’architecture. Elle œuvre dans le domaine du bâtiment et de la gestion de projets depuis 9 ans. De 2007 à 2009, elle travaille comme BIM manager à Dubaï pour Burt Hill une entreprise multidisciplinaire internationale. Mme Rivera à entre autres travaillé sur le projet de Motor City à Dubaï. À son retour au Québec, Mme. Rivera agit à titre gestionnaire de projet pour une firme BCS, une firme en estimation et contrôle de coûts immobiliers. Cette firme est basée à Québec et au cours de la première année d’entrée en fonction, Mme Rivera supervise l’ouverture du bureau de Québec et implante pour cette firme, le BIM 5D (estimation à l’aide du BIM). En 2012, l’évolution de sa carrière la mène à travailler comme Design Manager pour CSM l’entrepreneur du CHUM de Montréal elle supervise la conception de la phase 1 inaugurée le 28 septembre 2017. Depuis 2015, Mme Rivera s’est jointe à la Ville de Montréal et occupe simultanément les postes de chargée de projet pour le projet de Métamorphose de l’Insectarium (28$M) et le poste de gestionnaire du parc immobilier pour le Service des incendies de Montréal (CMP) et la corporation de marché public de Montréal (CMP). En plus de ses responsabilités comme chargée de projet, Mme Rivera participe à la planification du programme triennal d’immobilisation du Service de Gestion et planification immobilières de la Ville de Montréal. Elle évolue également dans des groupes de développement du BIM au sein de la Ville. Mme. Rivera se démarque par son multidisciplinaire et ses connaissances en gestion de projet.
 
Top
Rapid Transit, Metrolinx
By Gerry Chaput
 
Rapid Transit, Metrolinx
 

Gerry Chaput, Vice President, Rapid Transit, Metrolinx
 
 
Metrolinx is undertaking the largest transit build in Canadian history and is in the process of delivering over $32 billion in transit projects with 31 municipalities. With his strong team in the Capital Projects Group and transit partners at Infrastructure Ontario, municipalities and transit authorities, they are delivering and overseeing the large and growing program of transit expansion projects in the GTHA. The program includes planning and construction of five new Light Rail Transit systems, Bus Rapid Transit improvements and the GO Regional Express Rail initiative.
 
Prior to joining Metrolinx, Gerry was an Assistant Deputy Minister with the Ministry of Transportation delivering an annual capital program of approximately $3 B – one of the largest capital programs in the provincial government. Over his 29 years with the ministry, Gerry worked in various areas of the province, gathering planning, design, construction, operations and policy experience and is well positioned to deliver the Metrolinx capital program.
 
Gerry is a graduate of Applied Science, Civil discipline from Queen’s University in Kingston and is the past President of the Transportation Association of Canada.
 
Metrolinx entreprend la plus grande construction de transport dans l'histoire du Canada et livrera plus de 32 milliards $ dans des projets de transport en commun dans 31 municipalités. Gerry Chaput et sa solide équipe du Groupe des projets d’immobilisations ainsi que les partenaires de transport en commun à Infrastructure Ontario, les municipalités et les autorités de transport, livrent et supervisent l’important programme en croissance de projets d'expansion de transport en commun dans la RGTH. Le programme comprend la planification et la construction de cinq nouveaux systèmes de transport léger sur rail, des améliorations aux services d’autobus rapide et l'initiative du réseau régional express de GO.
 
Avant de se joindre à Metrolinx, Gerry a été sous-ministre adjoint au ministère des Transports avec un programme d'investissement annuel d'environ 3 milliards $, l’un des plus importants programmes d'immobilisations du gouvernement provincial. Au cours de ses 29 ans avec le ministère, Gerry a travaillé dans diverses régions de la province, gagnant de l’expérience en planification, conception, construction, exploitation et politiques et est bien placé pour prendre en charge le programme d'immobilisations de Metrolinx.
 
Gerry est diplômé en science appliquée, génie civil de l'Université Queen's à Kingston et ancien président de l'Association des transports du Canada.
 
Top
Achieving "value-for-money" in P3 Projects
By Jeff Plant
 
The Public Private Partnership (P3) procurement model is being promoted across North America as the most effective procurement and contracting model to deliver valueformoney, ontime delivery and life cycle reliability. Jeffrey Plant, a former VicePresident with Infrastructure Ontario and now Technical Director on the $4 Billion new Champlain Bridge Project will explore the strengths and weaknesses of the P3 model, the relationship between "valueformoney" and value analysis, and show why, on balance, the P3 model is the most effective method of implementing major public infrastructure projects.
 

Jeff Plant, MBA, P.Eng., CVS, PMP, CQA
 
 




 
Top
Why Does VA/VE Discover Cost-Saving Solutions that the Traditional Design Process Does Not?
By Warren Knoles
 
It is sometimes thought that value analysis/value engineering (VA/VE) is (or should be) already a part of the traditional design process. Those who subscribe to this view believe that if performance is enhanced through a VA/VE study, or if cost savings are discovered, it is due to a defect or oversight by the design team.
 
VA/VE professionals contend that the value analysis process (or value engineering methodology) is a distinct process that is not a part of the traditional design process, and therefore will often result in project performance enhancements, cost savings or both; and, such results are not a defect or oversight by the design team. This is particularly true in the transportation construction industry where the traditional design process and design solutions are highly standardized.
 
The author’s experience supports the latter view. This presentation provides six specific, accepted value proposals that the author believes would never have been developed by the traditional design process. These value proposals help explain why VA/VE often discovers cost-saving, equivalent-function solutions that the traditional design process generally does not. Thus, VA/VE should not be considered redundant to the traditional design process, nor a threat. Rather, VA/VE should be considered a welcome partner.
 

Warren A. Knoles, PE, VMA
 
 
Warren Knoles has over 45 years’ experience in the transportation/civil-site engineering industry. Mr. Knoles is currently Senior Consultant and Principal Value Management Associate with Crawford, Murphy & Tilly, Inc. (CMT). His responsibilities include senior project advisor; QC/QA reviews; constructability reviews and value studies on highway, bridge, aviation, and land development projects. Professional affiliations include the American Society of Civil Engineers; Institute of Transportation Engineers; International Bridge, Tunnel and Turnpike Association; American Society for Quality Control; and SAVE International.
 
Top
The Importance of Diagnostic Analysis of Data in Preparation for a VM Workshop
By Shamsi Shishevan
 
Effective prognosis is not possible without effective diagnosis. The smooth running of a workshop can be confounded by the realization that critical assumptions and data are incorrect.
 
So often it transpires that data is provided to the VM team without the due diligence normally expected. To pre-empt such an occurrence, there should be some probing of the sources and reasonableness of a) assumptions, b) accuracy of data for developing simple models of cost, time, energy, production or losses, c) historical statistics and projections; along with information for dimensioning of the FAST diagram.
 
Depending on the stage of the program or project life-cycle, the diagnostic tools and techniques may differ. E.g. for optimization of existing operations, versus strategic / master planning, versus concept definition, versus program / project execution. Selection of the most appropriate analytical technique is vital.
 
The purpose of this presentation is to discuss increase preparedness for workshop deliberations and how this will influence the likelihood of successful study outcomes.
 

Shamsi Shishevan
 
 
Shamsi Shishevan, MA, PMP, PMI-RMP, is a project, risk and value management consultant based in Alberta. She has been involved in research, project planning, development, execution, controls and training. Fields of practice have included construction, manufacturing, petrochemicals and public service.
 
Co-author of two published management books:
  1. An Introduction to Value Assurance – A Guide to Driving Effective Programs, Projects, Products and Systems
  2. In Search of Value – Aligning the Road to High Performance: Closing the Performance Gap through Value Assurance
 
Top
Travaux publics Canada, analyse des besoins
By Gil Goyette
 
Travaux publics et services gouvernementaux Canada a fait l’objet de deux changements récemment. Le premier est un changement de dénomination : de TPSGC, l’organisation prend le nom de Services publics et Approvisionnement Canada (SPAC). Le second est un changement majeur de ses aménagements de bureau. En effet, SPAC désirait adopter le modèle MTAA (Milieu de Travail axé sur les Activités) pour aménager ses futurs espaces de travail. De plus, appuyé par un logiciel de dernière génération, SPAC opérera selon un modèle de « hoteling », soit par réservation, n’ayant ainsi aucune place fixe attitrée pour ses employés. Cette conférence explique comment l’Analyse fonctionnelle a servi à définir les besoins de SPAC en matière d’aménagement et à guider la conception du nouveau milieu de travail. Le conférencier présentera comment le personnel de SPAC participa activement à la construction de ses FAST et comment la caractérisation fut produite pour circonscrire les besoins en aménagement et environnements du nouveau milieu de travail.
 
Public Works and Government Services Canada has undergone two changes recently. The first is a change of name: from PWGSC to Public Services and Procurement Canada (PSPC). The second is a major change in its office facilities. PSPC wished to adopt an ABW (Activity Based Workplace) model for the design of its new offices. In addition, supported by a latest-generation software, PSPC will operate on a "hoteling" principle, hence by reserving work areas, thus allocating no fixed work area for its employees. This conference explains how Functional Analysis was used to define PSPC's planning needs and provide guidance for the design of the new workplace. The speaker will discuss how PSPC staff were actively involved in the construction of their FASTs and how characterization was produced to circumscribe planning and environmental requirements for the new work environment.
 

Gil Goyette, architecte
 
Gil Goyette est diplômé en architecture de la faculté de l’Aménagement de l’Université de Montréal en 1974. En 1977 il a été un des cofondateurs du cabinet d’architecture « Les architectes Goyette, Lafontaine, Rancourt (le Groupe des Sept) » et qu’il a quitté en 2007 pour fonder « Gil Goyette, Architecture Conseil » une organisation consacrée à la Programmation fonctionnelle et technique, à l’Analyse de la valeur et à la Gestion des coûts de construction. Membre de la Société canadienne d’Analyse de la valeur depuis sa fondation (1993) et dont il fut un de ses vice-président, il appliqua les principes et méthodes d’Analyse de la valeur à ses projets de conception et réalisation d’édifices et agit en tant que facilitateur AV sur plus de 30 projets majeurs au Québec. De plus, il a contribué au développement de la Programmation fonctionnelle et technique par la mise au point de techniques et pratiques en matière de définition des besoins et d’analyse fonctionnelle utilisées entre autres, par des organisations telles l’Aéroport de Québec inc., la CNESST, le gouvernement québécois, la Ville de Montréal, le gouvernement canadien, et Hydro-Québec.
 
Gil Goyette graduated from the Faculty of Architecture, University of Montreal in 1974. He co-founded in 1977 the architectural firm "Les architectes Goyette, Lafontaine, Rancourt (the Group of Seven)” which he left in 2007 to found "Gil Goyette, Architecture Conseil" an organization devoted exclusively to Functional and Technical Programming, Value Analysis and Construction Cost Management. He has been a member of the Canadian Society of Value Analysis since its creation in 1993 and acted as vice-president of the Society for two mandates. He applied value principles and methods in his design and construction projects since the early nineties and acted as an AV facilitator on more than 30 major construction projects in Quebec. He has also contributed to the field of functional and technical programming through the development of techniques and practices tailored to assist in the definition of needs and functional analysis which served, among others, organizations such as "Aéroport de Québec Inc.", CNESST, the Quebec government, the City of Montreal, the Canadian government, and Hydro-Québec.
 
Top
Alcoa, Global implementation of VM
By Jean-François Cyr
 
En 2014, Alcoa Corp réalise, suite à diverses analyses, que le potentiel de mise en valeur de ces investissements en capitaux peut être améliorer grâce à la mise en place de divers leviers. Un programme d’excellence en gestion des capitaux est alors mis sur pieds avec mission première de dégager des capitaux à l’intérieur des ressources financières disponible tout en optimisant la valeur des investissements. Ce programme vise l’ensemble de Parmi l’ensemble de ces leviers, la mise en place de pratique d’analyse de la valeur s’avère particulièrement efficace. Une revue du programme d’excellence en gestion des capitaux et de l’importance de l’analyse de la valeur sera couverte lors de son allocution
 

Jean-François Cyr, Vice-président Stratégie, Alcoa
 
 
Top
Moving from Value Engineering to Value Management
By Tom Fletcher,Senior Value Management/Engineering Specialist, The Fletcher Group
 
The VA/VE methodology has been used successfully for the past 70 years yet it is only being utilized in some business and government sectors, in North America. Traditionally VA/VE was used in the manufacturing sector but this methodology been proven to be successful in many environments including capital projects, business process and IT projects, in the public and private sectors.
 
It has always been a mystery to me that the VM methodology has remained largely project focused problem solving tool rather than an executive boardroom tool.
 
This presentation will discuss how the Value Management can be utilized more effectively at the corporate level to assist in the decision making process in:
 

Tom Fletcher P.Eng., CVS
 
 
Tom Fletcher is an experienced senior results oriented manager with over 40 years experience in the public and private sector including Project and Program Management, Value Management/Engineering, Transportation Engineering, and Construction Management.
 
Tom is the senior engineering manager and Certified Value Specialist responsible for all technical projects and VE training within the Fletcher Group. The primary focus of the Group is to provide independent Value Engineering, Functional Performance Specification and Risk Assessment services in business process reviews, policy and procedure reviews, buildings, water/ wastewater, construction, transportation, utility (nuclear), manufacturing and automotive sectors. He has conducted several VE workshops in each of these disciplines hence he brings a wide variety of experience to each project. The Fletcher Group also has over 18 year’s experience in Value Management and training for the private and public sector.
 
Tom is a Past President of Value Analysis Canada (VAC),npast Vice Chair of the Upper New York State Value Engineering Chapter and a current director with VAC. Tom was also awarded the “Lifetime Achievement Award “in Value Engineering by the VAC in 2010.
 
In July 2013, The Fletcher Group and The Ministry of Transportation were presented with an award from AASHTO for Outstanding Value Engineering Achievement in Process Improvement for the Ministry of Transportation.
 
The VE projects are conducted to the approved standards of Value Analysis Canada and SAVE International.
 
Top
Building Consensus through Value Focus to Benefit Seniors
By Tammy Dow & Scot McClintock
 
A Value Focus (VF) Workshop, conducted among various Region of Peel personnel required to define and deliver the Peel Manor Seniors Service Hub and Long Term Care project, provided a much-needed consensus based focus to move the project forward. Key questions answered were "What is the project?" and "How do we deliver the project?". The 32-member, multi-disciplinary VF Team of Region personnel and consultant facilitators and specialists used the value methodology to identify a substantial number of issues, risks and needs, as well as the functional requirements of the project. The result of the VF Workshop was a consensus understanding of what the project is; how it is to be delivered; what phases can be undertaken in parallel; and who is responsible for what in the delivery of the project.
 

Tammy Dow, M.Sc.E., P.Eng., CVS
 
 
Tammy Dow is a Project Manager and Certified Value Specialist (CVS) with AECOM. She has been involved in numerous value engineering (VE) studies and functional performance specification (FPS) studies; several of these involved projects with construction value of $100 million to $1.6 billion. Many of the studies have involved the management and coordination of very large multidisciplinary VE teams (e.g. 20 to 40 members). Ms. Dow is a member of both SAVE International and Value Analysis Canada (formerly the Canadian Society of Value Analysis (CSVA)). She has served on the VAC Board of Directors since 2007 and also served as the 2008 and 2014 CSVA Conference Chair. Ms. Dow was on the conference committee for the 2016 SAVE/VAC Joint conference held in Ontario. Since 2011, Ms. Dow has been a Professor of VE for Conestoga College’s Architecture and Facility Management Program as well as the Construction Project Management Program. Ms. Dow has a National Charrette Institute (NCI) System Training Certificate as well as the NCI Charrette Management and Facilitation Certificate. Ms. Dow has been the involved in some of the Ontario Ministry of Transportation’s most unique Value Analysis and Functional Performance Specification Studies, a few of which have won AASHTO Awards.
 

Scot McClintock, PE, CVS-Life, PVM, FSAVE
 
 
Scot McClintock, Chief Value Manager for Faithful+Gould is a well-qualified value practitioner with 35 years of VM/VA/VE/VF experience. Scot has balanced cost and quality in over 400 VM project and 16 training workshops to identify value improvements of over $4 billion on projects totaling nearly $25 billion. He has used customized applications of VM tools to meet the needs of the client, from facilitation of public meetings through extended VM workshops. Scot has incorporated the use of Risk Management into his VM workshops, as well as leading edge consensus-building techniques such as Performance Criteria and Measures, Choosing by Advantages, and Functional Performance Specification. Scot was instrumental in helping MTO adapt Performance Criteria and Measures techniques to their VM program. He also introduced Risk Registers and Cumulative Cost FAST Diagrams to their workshops. Approved by SAVE International since 1994 to teach Module1 value training workshops, he has trained over 400 personnel for agencies and corporations in the U.S. and Canada. Inducted into the SAVE International College of Fellows in 2008, Scot has served the VM community as President of the Mid-NYS Chapter of SAVE and CVS Director for the SAVE Certification Board. He is currently a Director of Value Analysis Canada, having formerly served as President.
 
Top
La gestion de portefeuille par la valeur / Value Based Project Portfolio Management
By Lucie Parrot
 
Plusieurs entreprises, qu’elles soient privées ou publiques, font face à des portefeuilles de projet bien remplis. La priorisation de ces projets n’est pas toujours aisée. Pourtant, il s’agit d’identifier quels projets auront du financement et des ressources et lesquels devront attendre ou carrément être éliminés. Il arrive aussi que ces projets soient tellement diversifiés qu’il est difficile de trouver des points communs sur lesquels seront basés les choix.
 
La valeur que ces projets apporteront à l’entreprise est le critère qui permet de comparer les projets entre eux. La présentation portera sur comment identifier et mesurer la valeur des projets et comment s’en servir pour les prioriser. Un exemple vécu sera utilisé pour illustrer le propos.
 
Many enterprises, either public or private, face huge project portfolios. Prioritizing these projects is not always easy. But it is important to identify which project will get financing and resources and which ones will have to wait or even be completely eliminated. Most often, these projects are so diversified that it’s hard to find a common thread that will be used to make choices.
 
Value of these projects, for the enterprise, will be the criteria used to compare projects. The presentation will show how to identify and measure value of the projects and how to use it to prioritize them. A case study example will be used to illustrate the process.
 

Lucie Parrot, ing. M.ing. CVS-Life, FSAVE
 
 
After her undergraduate and graduate studies leading to a Masters degree in industrial engineering, Mrs. Parrot started her career in industrial engineering within a consultant office and in the aeronautics industry. She has always been involved in project and product optimisation and for the last 25 years has been doing so, using the value methodologies. For the last 20 years, Mrs. Parrot has been the founder and president of a consultation office in Quebec, dedicated to value management: preparation and facilitation of value studies, training and implementation of value management at many clients. Mrs. Parrot is a member of the board of directors of Value Analysis Canada as well as its president. She is a member of the Order of Engineers of Quebec.
 
Après des études de premier et de second cycle menant à une maîtrise en génie industriel, Madame Parrot a débuté sa carrière en génie industriel auprès de consultants et dans l’Industrie de l’aéronautique. Elle a toujours été impliquée dans l’optimisation de projets et de produits et depuis plus de 25 ans, elle le fait en se basant sur les méthodologies d’analyse de la valeur. Au cours des 20 dernières années, Madame Parrot a été fondatrice et présidente d’un bureau de consultation au Québec, entièrement dédiée à la gestion de la valeur : préparation et animation d’atelier d’analyse, formation et implantation de la gestion de la valeur chez plusieurs clients. Mme Parrot siège actuellement au conseil d’administration d’Analyse de la valeur Canada, dont elle est la présidente. Elle est membre de l’Ordre des ingénieurs du Québec.
 
Top
Processus de conception intégré et AV / IDP and Value Analysis
By Gil Goyette
 
Depuis quelques années les processus de conception intégrée connaissent une popularité croissante auprès des donneurs d’ouvrage. Consciente que ce type de processus fera dorénavant partie du paysage des projets immobiliers, Analyse de la Valeur Canada a créé un projet de recherche afin d’évaluer la possibilité de coexistence et de contribution de l’AV à de tels processus. Cette conférence constitue un rapport d’étape du projet de recherche en question qui est dû pour 2018. Les principes de base du PCI tels qu’énoncés par le US Green Building Council et l’International Initiative for a Sustainable Built Environment (IISBE) seront présentés de même que leurs méthodologies respectives. À partir de cet exposé, l’auteur mettra en lumière la capacité potentielle qu’aura l’Analyse de la Valeur d’ajouter une plus-value au PCI et à ce dernier de bénéficier à la gestion de la Valeur. Enfin la conférence traitera des dispositions humaines, légales et contractuelles requises pour un tel processus.
 
Over the past few years, integrated design processes (IDP) have become increasingly popular with clients. Aware that this type of process will now be part of the real estate project landscape, Value Analysis Canada has created a research project to assess the potential co-existence and contribution of VA to such processes. This conference is a progress report of the research project in question which is due in 2018. The basic principles of IDP as set out by the US Green Building Council and the International Initiative for a Sustainable Built Environment (IISBE) will be presented along with their respective methodologies. Based on this presentation, the author will highlight the potential of Value Analysis to add value to the IDP and to benefit from Value Management. Finally, the conference will deal with the human, legal and contractual provisions required for such a process.
 

Gil Goyette, architecte
 
Gil Goyette est diplômé en architecture de la faculté de l’Aménagement de l’Université de Montréal en 1974. En 1977 il a été un des cofondateurs du cabinet d’architecture « Les architectes Goyette, Lafontaine, Rancourt (le Groupe des Sept) » et qu’il a quitté en 2007 pour fonder « Gil Goyette, Architecture Conseil » une organisation consacrée à la Programmation fonctionnelle et technique, à l’Analyse de la valeur et à la Gestion des coûts de construction. Membre de la Société canadienne d’Analyse de la valeur depuis sa fondation (1993) et dont il fut un de ses vice-président, il appliqua les principes et méthodes d’Analyse de la valeur à ses projets de conception et réalisation d’édifices et agit en tant que facilitateur AV sur plus de 30 projets majeurs au Québec. De plus, il a contribué au développement de la Programmation fonctionnelle et technique par la mise au point de techniques et pratiques en matière de définition des besoins et d’analyse fonctionnelle utilisées entre autres, par des organisations telles l’Aéroport de Québec inc., la CNESST, le gouvernement québécois, la Ville de Montréal, le gouvernement canadien, et Hydro-Québec.
 
Gil Goyette graduated from the Faculty of Architecture, University of Montreal in 1974. He co-founded in 1977 the architectural firm "Les architectes Goyette, Lafontaine, Rancourt (the Group of Seven)" which he left in 2007 to found "Gil Goyette, Architecture Conseil" an organization devoted exclusively to Functional and Technical Programming, Value Analysis and Construction Cost Management. He has been a member of the Canadian Society of Value Analysis since its creation in 1993 and acted as vice-president of the Society for two mandates. He applied value principles and methods in his design and construction projects since the early nineties and acted as an AV facilitator on more than 30 major construction projects in Quebec. He has also contributed to the field of functional and technical programming through the development of techniques and practices tailored to assist in the definition of needs and functional analysis which served, among others, organizations such as "Aéroport de Québec Inc.", CNESST, the Quebec government, the City of Montreal, the Canadian government, and Hydro-Québec.
 
Top