S. D. GREEN and S. J. SIMISTER

Department of Construction Management & Engineering, University of Reading, Whiteknights, PO Box 219, Reading, RG6 6AW, UK

Abstract

This paper provides a new set of theoretical perspectives on the topic of value management in building procurement. On the evidence of the current literature it is possible to identify two distinct methodologies which are based on different epistemological positions. An argument is developed which sees these two methodologies to be complementary. A tentative meta-methodology is then outlined for matching methodologies to different problem situations. It is contended however that such a meta-methodology could never provide a prescriptive guide. Its usefulness lies in the way in which it provides the basis for reflective practice. Of central importance is the need to understand the problem context within which value management is to be applied. The distinctions between unitary, pluralistic and coercive situations are seen to be especially significant.

The concept of a meta-methodology is also seen to have a number of serious limitations. In practice the cultural, political and commercial constraints which are imposed by the sponsor-consultant relationship are likely to take precedence. The requirements of the meta-methodology may also make unreasonable demands on human rationality. Ultimately, the concept of developing a meta-methodology is seen to face an epistemological paradox which militates against further development.

Keywords: value management, value engineering, methodology, epistemology, problem situations.