ARID ZONE JOURNAL OF ENGINEERING, TECHNOLOGY & ENVIRONMENT
AZOJETE, June, 2019. Vol. 15(2):355-364

Published by the Faculty of Engineering, University of Maiduguri, Maiduguri, Nigeria.
Print ISSN: 1596-2490, Electronic ISSN: 2545-5818

www.azojete.com.ng

355

ORIGINAL RESEARCH ARTICLE

VALUE MANAGEMENT CONCEPT IN CONSTRUCTION PROJECTS DELIVERY IN
KANO STATE
Alhassan Dahiru

(Department of Quantity Surveying, Faculty of Earth and Environmental Sciences, Bayero University Kano)
*Corresponding author’s e-mail address: adahiru.qs@buk.edu.ng

ARTICLE INFORMATION

Submitted 19 August, 2018
Revised 1 February, 2019
Accepted 8 February, 2019

Keywords:
Construction economics
Construction projects
delivery
Construction professionals
Procurement
administrators
Value management
technique.

ABSTRACT
Construction projects delivery play an important role in the economic
development of any nation. Nevertheless, review of project documents in
Nigeria and Kano State in particular indicates that, the design of these
projects is such that the whole life-value is not achieved. One of the
suitable tools for the compensation of this drawback is the use of Value
Management (VM) technique. This paper presents that the use of
organized framework for the VM technique in the initial phase of a
project generates good ideas that has the capacity to increase the project
value. The objective of the study is to investigate the application of the
VM in public construction projects, identify the constraint factors limiting
its application, and suggest ways to expand its use in the built
environment. Questionnaire survey methodology, addressed to
government ministries and agencies actively involved in construction and
to project management consulting firms, was utilized. A total of 94
questionnaires responses were received from 7 ministries and agencies.
Another 13 responses were received from randomly selected consulting
firms. The data was analyzed using SPSS 23 version. It was found that
value management as a formal programme is not applied to the
development of construction projects in Kano State. Lack of knowledge
about the value management technique and its financial and technical
benefits was found to be among the constraint factors of its application.
Furthermore, lack of government demand on VM, unfamiliarity with VM
technique, and unavailability of experts to perform were determined to be
the top constraint factors. Therefore, it is recommended that the
promotion of value management use can be achieved by creating
awareness among the construction stakeholders, gaining top
management support, providing training programmes, guideline, and
financial incentives to procurement administrators

© 2019 Faculty of Engineering, University of Maiduguri, Nigeria. All rights reserved.

1.0 Introduction
Construction projects play a significant role in the economic development of every nation. In
most developed and developing nations, these projects absorb large sums of the capital asset
investment in the state budget, and the construction industry in Nigeria is no exception (Dahiru
and Bashir, 2017). From 1999 to 2017 thousands of billions of naira were invested exclusively in
infrastructure projects development in Kano State. Regrettably, the survey conducted on these
projects show that, in the design stage of the development, innovation is not considered. In
Nigeria, since remuneration of consultants in the design phase is based on the percentage of

mailto:adahiru.qs@buk.edu.ng
http://www.azojete.com.ng


Alhassan Dahiru, Value Management Concept in Construction Projects Delivery in Kano State. AZOJETE, 15(2):355-364.
ISSN 1596-2490; e-ISSN 2545-5818, www.azojete.com.ng

Corresponding author’s e-mail address: adahiru.qs@buk.edu.ng 356

implementation costs, consultants incline to increase these costs (Leje et al., 2017). On the other
hand, the owner tendency for faster operating of the project eliminates the possibility of
innovation in the design stage. This leads to poor design and reduction of the project value.
Therefore, it is required to use a suitable tool in order to compensate this drawback. For this
purpose, Mesbah (2014) observed that use of the Value Management (VM) technique is one of
the best tools designed to achieve the necessary functions of a project at the lowest resulting
cost with optimum value for money. Akram et al. (2011) defined the technique as a tool
concerned about the relationship between function, value, quality and cost, with functional
analysis as its principal components. VM is a systematic approach for analyzing the functional
requirements of products or services to obtain the essential functions at the lowest total cost
(Rangelova and Traykoval, 2014; Musa et al., 2016). In fact, it aims to reduce overall project costs
through identifying and eliminating unnecessary costs. In addition, the successful
implementation of a VM practice can result in update of standards and policies, and quality
improvement of products (Green and Liu, 2007). Based on available technical literature on the
global network of information, VM techniques have been able to make significant changes in the
integrative management of complex and large projects as an effective instrument (Spaulding,
2005; Suhaimi, 2014; Todorut and Tselentis, 2015; Musa et al., 2016).
Value management (VM) is a well-known and applied technique throughout the world. It is
applied in construction as an efficient tool to achieve overall project success. Todorut and
Tselentis (2015) emphasized that VM can be described as a systematic creative study performed
on the project, aimed to achieve the project functions needed at the lowest possible cost
without sacrificing quality, performance or reliability. The VM study can cover the architectural
design of the project as well as the choice of its systems, materials and components (Rangelova
and Traykoval, 2014). Suhaimi (2014) pointed out that the benefits of VM are well recognized,
making its application necessary in almost all construction projects. However, the concept of
value management is relatively new in Kano State but the extent of its awareness and application
is investigated in this study.

1.1 Statement of Research Problem
The Public Procurement Act (2007) emphasized the application of value for money standards
and practices in the delivery of public construction projects for improving service delivery. The
best way of improving service delivery in the construction industry is through value management
practice (Akram et al., 2011; Oke and Ogunsemi, 2011; Hayatu, 2015). To improve service delivery
through the application of value for money standards in the Nigerian construction industry as
contained in the Public Procurement Act (PPA) 2007, there is the need to adopt value
management as it is at the forefront for achieving and enhancing value for money (Hayatu,
2015). However, value management has not been fully embraced in the Nigerian construction
Industry (Oke and Ogunsemi, 2011; Dahiru, 2018; Bashir and Dahiru, 2018). It is in view of this
that the study was carried out to assess the level of personnel knowledge and reasons/or
constraints for not applying value management with a view to achieve value for money in
project delivery. Bowen (2010) conducted a theoretical research and recognized that VM is
suitable for application at the early state of project development. To maximize the benefits of
VM, Bashir and Dahiru (2018) observed that government has the responsibility to enforce
regulations on the VM application on public construction projects. However, the Kano State
government is yet to fully embrace value management techniques despite its advocacy. Thus,

http://www.azojete.com.ng


Arid Zone Journal of Engineering, Technology and Environment, June, 2019; Vol. 15(2):355-364. ISSN 1596-2490;
e-ISSN 2545-5818; www.azojete.com.ng

Corresponding author’s e-mail address: adahiru.qs@buk.edu.ng

357

there is the need to investigate the factors influencing the application of value management in
Kano State so as to provide an understanding as to why value management is yet to be fully
embraced and also provide a guide on the necessary steps for its adoption in the construction
industry.

2.0 Methodology
Relevant literature was reviewed so as to discuss the development and application of value
management. This was to provide an insight on the subject matter as well as the practice in the
construction industry. The survey method used in this study was employed to reveal the opinion
of architects, quantity surveyors and engineers regarding the constraint factors surrounding the
application of value management technique in public construction project delivery. The data for
the study was generated using a stratified sampling technique conducted with seven (7)
government ministries and agencies heavily involved in the public construction projects in Kano
State. Such ministries/or government agencies include: ministry of works and transport; ministry
of land and housing development; ministry of education; ministry of local government; ministry
of environment; ministry of health; and Kano Urban Protection and Development Authority
(KNUPDA). On average, ten (10) respondents (architects, quantity Surveyors and engineers) were
surveyed from each ministry/or public agency. A total of 120 questionnaires were administered
to the respondents of which 94 (78%) response rate were returned and ready for the analysis.
Similarly, 13 project management consulting firms were interviewed utilizing a similar
questionnaire. The survey used the questionnaire to collect data from the two groups of
respondents (public clients and project management consulting firms). The data inquired about
the respondents’ knowledge of VM and its application and the possible constraints against VM
future application. These were analyzed using SPSS 23 version to assess the factors constraining
VM application. Data on the importance of VM, its cost and expected savings as well as the
suitable time for conducting VM study were obtained through interview method and assessed
using tables with a view to seek the respondents’ opinions on its relevance in achieving value for
money projects.

3.0 Results and Discussion
Twenty-five (25) responses were received from the project participants mainly architects,
quantity surveyors, and engineers working at the state ministry for local governments; works,
land and housing development, education, health, environment, and Kano Urban Protection and
Development Authority (KNUPDA) as shown in Table1. Ten (10) of the respondents supported
that VM is important for all construction projects regardless of the size. Five (5) consider it
important only for projects costing over 20 million naira. The remaining ten (10) respondents
indicated that value management should be done on projects over N50 million (Table 2). This
shows that all respondents consider value management necessary for public construction
projects over N20 million. These findings corroborate with the findings of Todorut and Tselentis
(2015) that VM techniques is an effective instrument for the development of both complex and
large projects that attract high capital outlay.

file:///C:/Users/user/Downloads/azojete143/www.azojete.com.ng


Alhassan Dahiru, Value Management Concept in Construction Projects Delivery in Kano State. AZOJETE, 15(2):355-364.
ISSN 1596-2490; e-ISSN 2545-5818, www.azojete.com.ng

Corresponding author’s e-mail address: adahiru.qs@buk.edu.ng 358

Table 1: Participants drawn from various ministries
Participants’ ministries Frequencies of responses by the respondents Total

Architects Q/Surveyors Engineers
Ministry of works 2 2 1 5
Ministry of land & Housing Dev. 1 2 1 4
Ministry for local government 1 1 1 3
Ministry of education 1 2 1 4
Ministry of health 1 1 1 3
Ministry of environment 1 1 1 3
KNUPDA 1 1 1 3
Total responses 8 10 7 25

All of the respondents believed that a government regulation should enforce VM for public
construction projects. However, only few thought that it should be enforced to all construction
projects of all sizes. Six others believed that value management should not be enforced for
projects of less than N20 million. The remaining five said that VM should only be enforced on
projects over N50 million, which concludes again that all respondents believe that value
management should be enforced in public construction projects over N20 million.
Table 2: Respondents’ perception regarding the VM application on project value
Project value in Naira Frequency of responses by the respondents Total

Architects Q/Surveyors Engineers
Less than 10million 0 0 0 0
10million 3 4 3 10
20million 2 2 1 5
50million 3 4 3 10
Total responses 8 10 7 25

3.1 Level of personal knowledge about value management
Only 12% of respondents worked in government agencies indicated that they know the value
management concept very well, while 74% of the management consulting firms indicated the
same claim as shown in Table 3. The level of personal knowledge of VM among construction
professionals working in public organizations is low in spite of the fact that most construction
professionals worked in ministries and agencies indicated that they attended the VM workshops.
However, construction professionals working in the management consultancy firms have
adequate knowledge on value management as indicated on the same Table 3. Half of the
management consultancy firms are medium sized firms employing between 6 -10 personnel and
the other half are large firms employing more than 10 personnel. Table 3 indicates that the
concept of value management has recently been introduced in Kano State and is still not well
known to the state government construction professions. About 88% of these construction
professionals working in government ministries and agencies who responded to the
questionnaire knew little or nothing about value management. The value management concept
is known to Nigerian built environment professionals by seminars and workshops conducted by

http://www.azojete.com.ng


Arid Zone Journal of Engineering, Technology and Environment, June, 2019; Vol. 15(2):355-364. ISSN 1596-2490;
e-ISSN 2545-5818; www.azojete.com.ng

Corresponding author’s e-mail address: adahiru.qs@buk.edu.ng

359

the professional regulatory bodies such as NIQS, QSRBN, COREN, NIOB, CORBON, NIA, ARCON,
etc. The level of knowledge about VM concept among the consulting firms is 74% higher
compared to the government offices. The large consulting offices knew more about VM as
compared to the small ones. The result implies that formal value management education in
various ministries and agencies in Kano State is very limited.

Table 3: Level of personnel knowledge of Value Management
Level of knowledge Government agency (%) Management consultancy firms (%)
Never heard of it 39 11
Know little about it 49 15
Know it very well 12 74

3.2 Reasons for not applying value management
Majority of respondents (30%) involved in public construction projects works at government
agencies indicated that they are not applying VM in their projects because the concept was
never introduced to them. Table 4 shows that 22% of respondents revealed that time given for
project design is usually very short and thus limiting the application of VM. Quite number of
stakeholders (20%) did not understanding the benefits attached to VM application during the
project design. Unavailability of experts to apply VM concept into the project design (17%) has
become a constraint factor influencing the application of VM concept. Other respondents (11%)
agreed that designs are usually done by best designers, so no need for VM as shown in Table 4.

Table 4: Reasons for not applying value management in government agencies
Reason for not applying VM Public agencies response (%)
The VM concept of is not introduced practically 30
Lack of experts to apply VM concept in project design 17
Time given for project design is usually very short 22
Lack of understanding the benefits attached to VM application 20
Designs are usually done by best designers, so no need for VM 11
VM concept is not worthwhile 00

Table 5 indicates that 67% of the management-consulting firms indicated that they never
conducted VM as they were never asked to perform such service by their clients for an additional
fee. 12% of respondents claimed that the concept is not well known. Additionally, 11 % of
respondents indicated that VM is just relevant for construction project delivery which they do
anyway. Lack of experts to apply VM was agreed by the respondents (10%) as a constraint factor
limiting its application. Nobody claimed that value management is not good in achieving value
for money.

file:///C:/Users/user/Downloads/azojete143/www.azojete.com.ng


Alhassan Dahiru, Value Management Concept in Construction Projects Delivery in Kano State. AZOJETE, 15(2):355-364.
ISSN 1596-2490; e-ISSN 2545-5818, www.azojete.com.ng

Corresponding author’s e-mail address: adahiru.qs@buk.edu.ng 360

Table 5: Reasons for not applying VM in consulting firms
Reason for not applying VM Professionals in

ministries/agencies
responses (%)

VM is not adequately known by the majority of consultants 12
Never been asked to conduct VM during the design process for additional fee 67
VM lacks experts to apply it 10
It is just relevant for construction project development which they do anyway 11
It is not good in achieving value for money 00

3.3 Constraint factors limiting VM utilization
The questionnaire survey has a list of twenty (20) constraint factors limiting VM utilization.
Respondents were asked to indicate their opinions on the degree of importance of each factor
on a scale spanning from 'very important' to 'not important'. Index values were calculated for
each factor based on the degree of importance and the frequency of response as shown in Table
6. The first constraint against value management application in public construction projects is
that the concept is not well known and the unavailability of experts to apply it. Lack of
government regulations to support the VM application and the lack of top management support
are influential factors limiting the application of VM. The management-consulting firms
indicated that 'the lack of demand on VM' is the top constraint factor limiting its application.
Unfamiliarity with VM technique is the second constraint factor and the unavailability of experts
to perform it is third factor. The two populations share common grounds in some respects. The
following observations can be made: the main problem influencing the practice of value
management lies with the government agencies. The top reason for this is lack of knowledge,
even at top management levels in the government agencies (Table 6). The government agencies
lack expert staff to conduct the value management study on their projects. The management
consultancy firms claim that they do not apply VM as the government agencies do not demand
for it. This has support the view of Oke and Ogunsemi (2011), Dahiru (2018), Bashir and Dahiru
(2018) that value management has not been fully embraced in the Nigerian construction
Industry. No government regulations to generally support VM studies and there are no
provisions for financial incentives to use VM in the public construction projects.

http://www.azojete.com.ng


Arid Zone Journal of Engineering, Technology and Environment, June, 2019; Vol. 15(2):355-364. ISSN 1596-2490;
e-ISSN 2545-5818; www.azojete.com.ng

Corresponding author’s e-mail address: adahiru.qs@buk.edu.ng

361

Table 6: Constraint factors limiting VM utilization
Constraints against VM application
as indicated by professionals
employed in ministries/agencies

Professions in
ministries/agencies
index

Constraints against
VM application as
indicated by
consulting firms

Consulting
firms index

VM concept is not well known 98 VM concept is not
well known

46

VM is not worthwhile 12 VM is not worthwhile 10
Lack of experts to conduct VM
study

76 Lack of experts to
conduct VM study

48

Design is done by best designers
so no need for VM

19 It is just good for
construction project,

33

VM concept is complex in nature 26 VM concept is
complex in nature

24

The concept is difficult to get
started

36 The concept is difficult
to get started

18

Lack of support by the top
management

86 Never been asked to
conduct VM in the

96

Not ready to conduct VM at the
design

52 Not ready to conduct
VM at the design

27

Government regulations don't
support it

83 The clients will not
buy the concept

16

VM will not succeed in Kano state 18 VM will not succeed in
Kano

25

3.4 Importance of value management
Table 7 shows that majority of public owners (27%) indicated that VM is important and its
application should be enforced on all projects. 26% of public clients indicated that the
application should be enforced on projects above N20 million. While, 23% claim that, VM
application is suitable for project above N50 million. Furthermore, 12% agreed that VM is
suitable for project above N100 million. The remaining 10% agreed that, it is suitable to be
applied for project above N150 million. On the other hand, 11% of the consultancy firms claim
that VM is suitable to be enforced on all projects. 21% of the respondents agreed that the
concept is suitable for project above N20 million. Majority of the respondents (26%) claim that
VM is applicable for project above N50 million values. Other 16% agreed to be suitable for
project above N100 million values. The remaining 23% of the respondents indicate that VM is
relevant for application of project above N150 million worth value as the results are presented
on Table 7.

file:///C:/Users/user/Downloads/azojete143/www.azojete.com.ng


Alhassan Dahiru, Value Management Concept in Construction Projects Delivery in Kano State. AZOJETE, 15(2):355-364.
ISSN 1596-2490; e-ISSN 2545-5818, www.azojete.com.ng

Corresponding author’s e-mail address: adahiru.qs@buk.edu.ng 362

Table 7: Importance of VM for construction projects delivery
Construction project size VM importance

responses from
ministries/agencies

VM enforcement
Responses from
ministries/agencies

VM enforcement
Responses from
consulting firms

All construction projects 27 22 11
Projects > N20 million 26 32 21
Projects > N50 million 23 21 26
Projects > N100 million 12 11 16
Projects > N150 million 10 13 23
VM is not important 02 01 03

3.5 Cost of value management study and expected savings
Table 8 indicates that 31% of the public clients are ready to spend 5% of the savings generated
on conducting VM studies. Another 28% indicated readiness to spend 6 - 10%. Additionally, 22%
of the clients claim their readiness to pay 11-20% of the savings realized while conducting VM
studies. The remaining 19% of the public clients agreed to spend over 20% of the savings.

Table 8: Cost of VM study as indicated by public clients
Cost of VM (public clients who are prepared to pay to conduct VM) Percent (%)
5% of the savings 31
6 - 10% of the savings 28
11 - 20% of the savings 22
Over 20% of the savings 19

When asked about the expected savings VM can achieve as a percentage of the total project
cost, the majority of public clients (37%) indicated that VM has expected savings of about 5% of
total project cost (Table 9). 35% of the clients revealed that expected savings of VM is about 10%
of the total project cost. While 21% have the perception of saving from VM up to 15% of the
total project cost (Table 9). The result implies that when VM is appropriately utilized, it has the
expected savings ranging from 5 – 15% of the total project cost.

Table 9: Expected savings from VM study as indicated by public owners
Expected savings Public owners’ response (%)
I % of total project cost 4
2 - 5 % of total project cost 37
6 - 10% of total project cost 35
II - 15% of total project cost 21
Over 15% of total project cost 3

3.6 Suitable time for conducting VM study
The findings in Table 10 indicate that 76% of the public clients recognized that VM is suitable for
application at the early state of project development. The perception of consulting firms (86%)
on the application of VM at the early stage of project development is much higher than the

http://www.azojete.com.ng


Arid Zone Journal of Engineering, Technology and Environment, June, 2019; Vol. 15(2):355-364. ISSN 1596-2490;
e-ISSN 2545-5818; www.azojete.com.ng

Corresponding author’s e-mail address: adahiru.qs@buk.edu.ng

363

public clients. 13% of public clients and 9% of consulting firms have agreed that VM can be
applied up to the final design state of project development (Table 10). The results concerning
the suitable time for VM application can be summarized by the following: More than 70% of
public clients and above 80% of consulting firms agreed that the most suitable time to conduct
value management is during the early and final design phase of the project development. This is
in conformity with the previous findings of Bowen (2010) that, VM is suitable to be adopted at
the design stage of project development.

Table 10: Suitable time for VM application
Suitable time Public clients response (%) Consultancy firms response (%)
During early stages 76 86
up to final design 13 09
After the design is awarded 11 05

4.0 Conclusion
The value management practice on construction projects delivery has been identified as the
main challenges of the Nigerian construction industry especially at the states level. Several
researches have been conducted at the national level to mitigate these challenges through
different approaches and strategies and yet absolute resolutions have not been made. Therefore,
the study examined these challenges on construction projects delivery in Kano State. Regrettable,
results of the findings revealed that value management application is very limited in the state
especially among the relevant government employees. The most important reason for not
applying value management in the state is due to the unfamiliarity of the concept among the
public sector clients as well as local consulting firms. Findings indicate that there are no
incentives to the contractors or the consultants to adopt VM technique in public construction
projects. Moreover, government agencies lack expert staff to conduct the value management
study on their projects. The management consultancy firms claim that they do not apply VM as
the government agencies do not demand for it. No government regulations to generally support
VM application and there are no provision for financial incentives to use VM in the public
construction projects delivery in Kano state. Therefore, it is recommended that training
programmes are essential for procurement administrators in the state. Top management
support is essential to introduce and operate a successful value management programme in
government ministries and agencies. This will greatly help in improving the application of VM
capable of improving projects value and reducing the high cost of construction projects in the
state.

References
Akram, S., Minasowics, A., Kostrzewa, B., Mukherjee, A., Nowak, P. 2011. Value management in
construction: common learning outcomes for European managers in construction. Accessed on
22nd June, 2018, https://www.designingbuildings.co.uk/wiki/valuemanagement.
Bashir, AM. and Dahiru, A. 2018. Implementation and utilization of value management practice in
construction cost management practice in Nigeria. A paper presented in: ICEC-PAQS Conference
Proceedings held at the International Convention Centre, Sydney, Australia.

https://www.designingbuildings.co.uk/wiki/valuemanagement
file:///C:/Users/user/Downloads/azojete143/www.azojete.com.ng


Alhassan Dahiru, Value Management Concept in Construction Projects Delivery in Kano State. AZOJETE, 15(2):355-364.
ISSN 1596-2490; e-ISSN 2545-5818, www.azojete.com.ng

Corresponding author’s e-mail address: adahiru.qs@buk.edu.ng 364

Bowen, P. 2010. The awareness and practice of value management by South African consulting
engineer: preliminary survey findings. International Journal of project management, 28(1): 285 –
295.
Dahiru, A. 2018. Operational principles of Due Process Bureau: walking the path of public
procurement reforms in Kano state. Being a paper presented at the 3rd Distinguished Annual
Lecture organized by the NIQS Kano state chapter held at Royal Tropicana Hotel, Kano. 3: 34 –
52.
Dahiru, A. and Bashir, AM. 2017. Investigating the barriers and benefits of value management
practices in construction projects delivery in Nigeria. Proceedings of the 3rd annual research
conference of the Nigerian Institute of Quantity Surveyors – RECON3 held at Zaranda hotel,
Bauch, Nigeria. 3: 751 – 762.
Green, SD. and Liu, AM. 2007. Theory and practice in value management. Journal of construction
management and economics, 25: 649 – 659.
Hayatu, UA. 2015. An assessment of the Nigerian construction industry’s readiness to adopt
value management process in effective project delivery. Unpublished MSc Thesis, Department of
Quantity Surveying, Faculty of Environmental Design, Ahmadu Bello University, Zaria.
Leje, MI., Kasimu, MA., Kolawole, AF. and Jibrin, IA. 2017. Value management practices in
Nigerian construction industry. Proceedings of the 3rd annual research conference of the
Nigerian Institute of Quantity Surveyors – RECON3 held at Zaranda hotel, Bauch, Nigeria, 3:
763 – 773.
Mesbah, M. 2014. Value management for construction projects via an expert system framework.
Unpublished MSc thesis, Department of civil engineering, Eastern Mediterranean University,
Gazimagusa, North Cyprus.
Musa, MM., Pasquire, C. and Hurst, A. 2016. Where lean construction and value management
meet. In Proc. 24th Annual conference of the international group for lean construction. Boston,
USA, 24: 103 – 125.
Oke, AE. and Ogunsemi, DR. 2011. Value management in the Nigerian Construction Industry:
Militating Factors and the Perceived Benefits. In: 2nd International Conference on Advances in
Engineering and Technology (AET2011), Entebbe, Uganda, 2: 304 – 317.
Rangelova, F. and Traykoval, M. 2014. Value management in construction project. Paper
presented at the first scientific applied conference with international participation project
management in construction. University of Architecture, Civil engineering and geodesy, Japan.1:
213 – 224.
Spaulding, W. 2005. The use of function analysis as the basis of value management in the
Australian construction industry. Journal of Construction Management and Economics, 23(7):
723 – 731.
Suhaimi, MS. 2014. Value management in design planning: a system based framework for
multidisciplinary team involvement. Unpublished PhD in construction project management.
Queensland University of Technology, UK.
Todorut, AV. and Tselentis, V. 2015. Design the model for public value management.
Proceedings of the 9th international management conference: management and innovation for
competitive advantage, November, Bucharest, Romania, 9: 416 – 428.

http://www.azojete.com.ng

	ORIGINAL RESEARCH ARTICLE
	VALUE MANAGEMENT CONCEPT IN CONSTRUCTION PROJECTS 
	KANO STATE
	Alhassan Dahiru