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Existing studies relating to value management in developing countries reveals that the Nigerian construction industry is also facing the challenge of not fully adopting value management practice into construction, let alone other sectors of the system. The introduction gives the correlation between sustainability and value management as techniques vital to the development of construction in Nigeria. The relative importance of value management is said to give an overview of the new advantages the practice brings to parties involved in an identified project concerned with using value management. Requirements, challenges and behavioural elements pertaining to value management in the Nigerian construction industry summarize the concerns with the application of value management in the country. The conclusion gives a general summary of the elements highlighted throughout this research.

This chapter concludes the entire value management (VM) practice in the selected countries. Also, it gives additional perspective about the application and functionality of VM practice in other aspects that are different from the ones identified in various sections of this book. It combines both VM and value engineering (VE) practices and highlights their importance by comparing similarities and relevant ways in which their implementation could help getting the desired project (of an identified sort). Furthermore, it researches the difficulties in engaging both VM and VE practices by explaining in detail some of these challenges and possible ways by which solutions could be coined from addressing them. Resources needed to carry out both studies are represented in subsections of the chapter to balance practice in the past and the one to be implemented now.

Value management (VM)'s introduction into construction practices has been debated over the years, with different researchers coming up with definitions to satisfy the desired outcome, getting the value for the project and satisfying the client with the lowest possible cost in project execution. The construction industry in England had been introduced to VM practice for a very long time. It is believed that if constructions in the country could follow the laid-down features of VM, the construction sector would develop to a summit beyond profoundness. The historical fact of how VM was introduced into England and the United Kingdom (UK) was discussed as part of the chapters of this research work. Other chapters of the work focus on VM definitions, metamorphosis of the practice, features that make up the practice, its application and resources needed to carry out VM. This chapter is summarized in the concluding part to give a brief overview of the project work.

One of the impetuses that empower a country to keep running and developing is the construction industry. Value management practice has spread across different countries. This study aims to look into the overview of the practices of value management in the Malaysian construction industry. The research introduces what value management means from a variant view of expert opinion. It reviews different expert works to comprehend the state of value management as practiced in Malaysia and gives a conclusive statement to the outcomes of the review works. The review shows that value management has grown over the years; such growth has seen the government having a guideline and regulation in carrying out public construction projects using value management.

Globally, inadequate resources, skills deficiency and poor infrastructure have necessitated public-private partnerships (PPPs) as investment initiative for public sector projects. The purpose of this paper is to evaluate the key constructs for improved stakeholder management (SM) success in curbing PPP projects’ failure in developing countries to fill the research gap. Pre-stakeholder identification (PSI); implementation, monitoring and feedback (IMF) factors impact on PPP projects’ success in Ghana were examined.

In total, 16 models were studied as part of literature review followed by a qualitative three-round Delphi survey for SM key factors and validated using a quantitative questionnaire survey. The findings were analysed using structural equation modelling and a model fit test.

PSI, IMF factors directly influence PPP SM success model hence are key constructs. Furthermore, stakeholder consideration, a clear statement of objectives, adopting design and build are variables established as influencing PPP projects failures. Stakeholder identification, engagement, communication and analysis are generic factors.

Project managers can achieve stakeholder satisfaction and improve PPP projects delivery by considering the innovative PPP SM model. Furthermore, considering the identified factors and variables in holistic models will enhance stakeholder involvement thereby curbing PPP projects failure.

Reducing PPP projects’ failure will enhance socio-economic growth.

PSI; IMF factors have never been included in holistic PPP SM model. They are proposed to curb PPP projects’ failure.

The introductory aspect of this work gives an insight into definitions concerned with value management (VM). VM in projects gives exclusive benefits, which is brought into the project to complete an identified goal. It was also brought to attention that VM could also serve as a risk management tool by adopting various phases, techniques and concepts involved in VM. The barriers stated are some ways by which full implementation of this practice might be difficult in which understanding the practice in VM tops the list. Several solutions were also recommended, which would help in minimizing the highlighted barriers.

Value management (VM) practice has come to stay in the construction industry. It is no more alien that the construction industry is making use of this practice and other sectors of the economy connected to a country's policy. The basic idea is to adopt the system into every facet of the economy to have a better output at the end of a fiscal year in the long run. The construction industry in Scotland is not left behind as this study focuses on the adoption of VM practice in the country in terms of value planning, methodology, value engineering, review and analysis. Best value and VM focus on the delivery of values attached to VM projects and brings into notice how VM could serve as a risk management tool. This study also explains the role of teams in VM, VM actions, rewards and challenges experienced along with a summary of the whole system in Scotland.

The implementation of value management (VM) by the stakeholders in the South African construction industry is very low due to misperception about the integration of sustainability and VM as two separate studies. The South African construction industry implementation of VM is at a stage where one could infer that it has not been introduced into the construction industry at all. The introduction gives a review of the interest of the client towards getting the desired satisfaction using various VM techniques. The following chapter evaluates the services employed using VM practice to how project management could be enhanced through the services mediated by construction professionals in South Africa's construction industry.