L’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.
One intrinsic element of a VE Study is an identification of costs for the various elements of the project. The very definition of Value is Function/Cost. It is common practice that the Owner and/or the Engineer will provide an in progress cost to the VE team for information along with other contract documents including drawings, specifications, reports, analyses, etc. The VE Team then bases its Study on these documents as a “Base Case” to which all idea & recommendations are compared. How the denominator “Cost” element is addressed will vary reflective of the Facilitator’s perspective. Are costs to be “reconciled”? Are “cost corrections” to be offered? Will the Engineer’s cost be “validated”? So the question is: To what extent has the VE Team (Facilitator AND Team Members) assumed liability for the costing of items and can they be held responsible for any cost errors/inaccuracies of some implemented project recommendation that negatively impacts the financial viability of the project?
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.
COVID-19 has forced a lot of changes upon us all and many of us have adapted accordingly. We hold meetings with folks spread around the world using technology being perfected as we go. We hold successful VE Workshops following the VE Job Plan without the client or the environment paying the price for transporting parties in, housing them in hotels, and feeding them. Is it ideal? No. Is it more sustainable? Without a doubt! What about our projects? We can shine the value light on any subject. It’s time to shine it on sustainability as part of our value equation. Sustainable projects can provide better value over their life cycle, doing their part to save the world around them.
Tips and Techniques to lead virtual VE studies, maintain the energy of the team and create connections.
Link to presentation