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Développer un programme de gestion de la valeur > Fédéral / International
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 présente 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.
The application of Value Engineering can be very rewarding for low, middle and high income countries. When you are reading this, you probably live in a high income country. Is the effectiveness of VE hard to imagine, in countries where there are a lack of education, lack of data, inefficient and untraceable project planning processes, and where every dollar counts -at least- double? And would VE be applied differently there?
How to close the gap in demand and supply of VE-capabilities, created by on the one hand enlightened rulers, managers and contracting agencies who strive to improve and stimulate nations in transition (but don’t know value engineering), and on the other hand knowledgeable but expensive VE-trainers and VE-consultants in the richer parts of the world who are willing to help?
This presentation will take you on a virtual tour along the European Standards, give a brief history of VE in the Netherlands in the last 20 years, show some reasons why VE is very useful in low and middle income countries in transition, and give some solutions for faster and more effective education, based on the project of Indonesia where Hein is the leading VE trainer and value engineer. The insights are nice for everybody who is growing in his role as value engineer and to see how the same principles are applied in different contexts.
In developing countries, it is highly demanded to implement Value Methodology (VM) mostly those promoting this method aligned with SAVE from three past decade. In this presentation, the authors share their experiences and lessons learned from the perspective of initiating through implementing VM in the Middle East.
The presentation explores three levels of lesson learn in this region including VM projects, programs, and related regulations which aligned with information and knowledge, crowd wisdom pyramid, as well as emphasizing on VM programs. These lesson learns demonstrated via a few examples of the successful VM comprehensive programs such as MOMRA, MAVARA, FARASHAHR.
In light of the high tendency for VM training and educating in developing countries, the programs support localized and culturally accredited training from public to expert level and subsequently training lots of people with lower cost. Moreover, the program is a rolling wave plan helping government and private sectors from initiating VM through how to catch basic client needs to implementing by using adjusted VM Job Plan in repeatable small problems and unique big projects, coinciding mentioned engaging lessons, especially in municipalities.
In conclusion, the reliability of the decisions of those people based on their experiences with VM during the current pandemic situation as one of the challenging issues which necessitated creative solutions, is discussed.
In this present COVID 19 situations all countries must realize the importance of localization of products, goods, services, projects and processes. As the Import from other countries will have a drastic decline everyone should look for localization. One important sector that all countries should concentrate in this current situation is Agricultural sector. Human beings need Vegetables, Fruits, herbal plants that will increase the immunity against Coronavirus and any other diseases. This paper depicts the real case study of using creative solutions in challenging environment through localization using Value Engineering in Agriculture land of 100 acres. The fruits, Vegetables and herbal plants are been selected considering project scope of cultivation. The Irrigation system, livestock, diary farming are also considered in the scope of the project. The proper utilization of resources, procurement, inventory management and proper planning in 100 acres of agricultural land had resulted in the cultivation which will help for increasing the immunity. The Value Methodology job plan function analysis are carried out to achieve the cultivation. The Value Engineering using the concept of localization helped to achieve Make in India/Made in India. The Function and Creative approach resulted in the overall value improvement, profit and benefits to the customer.
This presentation shows how the use of the methods described in Management of Value provide the basis of making decisions based on value criteria, aligned with an organisation's priorities, thereby improving performance.
Case studies demonstrate how the processes and techniques, described in the Best Management Practice guide Management of Value (MoV™) at Portfolio (business), Programme, Project and Operational levels.
Learning points:
Mechanisms for articulating value priorities
Basing decisions on Value
Using Value Profiles to optimise programmes and projects
Defining requirements of programmes and projects
Reconciling different stakeholders requirements
Augmenting business cases
Improving operational performance
In its efforts to institutionalize the Value Methodology in government infrastructure development, NEDA called for the updating of its VA Handbook in 2021. The handbook intends to serve as a standard reference guide on the principles of the VM and its application to project development.
An Institutionalization Strategy Manual was also formulated, as a reference guide for government agencies to establish their own VM program and unit. The Manual contains short, medium and long-term strategies forming a roadmap to achieve VM institutionalization, which, within two years, paved the way for two government agencies to adopt the methodology for their high-priority projects.
In support of the revised handbook and strategy manual, NEDA desired to further expand the foundational knowledge of government institutions on VM through the capacity building / training of selected government personnel.