Publications
Value Analysis Canada has made available a body of knowledge including Value Management case studies, webinars, explanatory fact sheets and VA program development content. The body of knowledge has been grouped into categories and sub-categories. Content is further divided into:
• Free publications
• Publications available to members
To view content choose a category on your right.
Project / Business Management / Services
• Free publications
• Publications available to members
To view content choose a category on your right.
Project / Business Management / Services
Project / Business Management / Services
Title : Effectiveness of VA/VE on Construction Projects
(N/A | 1999 | #191)
Author : Francine Constantineau
Description : Presentation to the Construction and Leadership Conference regarding the use of Value Engineering on construction projects. Presentation includes a useful table showing integration of Value Analysis into the project management process.
Title : Value based portfolio management
(PDF | 2018 | #572)
Author : Lucie Parrot, ENG. M.ENG., CVS®-LIFE, FSAVE
Description :
Title : Why Project Managers should take control of VE Process
(PDF | 2016 | #456)
Author : Mark Watson
Description : VE is a project-management tool that project managers should employ to improve their project. The definition of improvement can vary depending on the project manager's and the stockholder’s vision of the project. Although traditionally VE is considered a cost-control process, it can be utilized in a variety of ways, such as: defining project goals, improving schedule, and as a means of solving engineering problems. When the project manager understands and applies the basis of the VE process, it becomes a tool similar to TQM, critical path scheduling, and estimating. When the project manager takes control of the traditional VE process and integrates it into the project, they eliminate much of the uncertainty of the VE process. Understanding and applying VE as an integral part of the project-delivery process will allow the project manager to utilize the benefits of VE and in the end create a better project.
Title : VA Throughout the Project Management Process: Differences in Application
(PDF | 2018 | #574)
Author : Andréanna Martine, AVS
Description :
Title : How to create real VALUE by ensuring a permanent link between projects and corporate strategy
(PDF | 2004 | #685)
Author : Claude Emond
Description : Presentation that links value management to portfolio management.
Title : Aligning The Road to Full Benefits Realization
(PDF | 2025 | #699)
Author : Martyn Phillips FICE, FCIWEM, FIVM, FHKIVM, FSAVE, CVS(L), C.WEM, PVM, P.Eng.
Description : History repeatedly shows that hastily applied, budgeting exercises, or temporary expedients for cutting cost and schedule, typically lead to significant problems in the future. A plethora of management processes is already available. However, a key concern regarding some practices is the fragmented application of techniques and tools that leads to disconnects, -causing loss of value and satisfaction to organizations, their customers and other stakeholders.
Problems can arise, because throughout the life of a program or project, there can be several diverse groups of people involved having different skills, motivation, misaligned objectives and systems, as well as varying adaptability to potential change. Passing of the management baton is sometimes fumbled across the different stages of the program or project lifecycle.
Good governance of major expenditures requires complete clarity through a series of critical decisions for pivotal choices and beyond. A well-structured, long-term, integrating process is required to guide prioritization, investigation & analysis, diagnosis, innovation, testing & refining, planning and overall assurance for full, and on time, benefits realization. Proper alignment of multiple perspectives and approaches, as well as probing for value and performance improvement, are required at different program and project stages.
Simply put, we need to be sure that our major investment undertakings are “done right, first time” and at the right price. Getting on track and staying on track for the long haul is essential.
An overall value planning, optimizing and assuring approach will be described. Discussion through varying viewpoints will be encouraged during this session.
Problems can arise, because throughout the life of a program or project, there can be several diverse groups of people involved having different skills, motivation, misaligned objectives and systems, as well as varying adaptability to potential change. Passing of the management baton is sometimes fumbled across the different stages of the program or project lifecycle.
Good governance of major expenditures requires complete clarity through a series of critical decisions for pivotal choices and beyond. A well-structured, long-term, integrating process is required to guide prioritization, investigation & analysis, diagnosis, innovation, testing & refining, planning and overall assurance for full, and on time, benefits realization. Proper alignment of multiple perspectives and approaches, as well as probing for value and performance improvement, are required at different program and project stages.
Simply put, we need to be sure that our major investment undertakings are “done right, first time” and at the right price. Getting on track and staying on track for the long haul is essential.
An overall value planning, optimizing and assuring approach will be described. Discussion through varying viewpoints will be encouraged during this session.
