ASTM E1699-00(2005)
(Practice)Standard Practice for Performing Value Analysis (VA) of Buildings and Building Systems
Standard Practice for Performing Value Analysis (VA) of Buildings and Building Systems
SCOPE
1.1 This practice covers a procedure for defining and satisfying the requirements of the user's/owner's project.
1.2 A multidisciplinary team uses the procedure to convert design criteria and specifications into descriptions of project functions and then relates these functions to revenues and cost.
1.3 Examples of costs are all revelant costs over a designated study period, including the costs of obtaining funds, designing, purchasing/leasing, constructing/installing, operating, maintaining, repairing, replacing and disposing of the particular building design or system (see Terminology E833). While not the only criteria, cost is an important basis for comparison in a value analysis study of a building. Therefore, accurate and comprehensive cost data is an important element of the analysis.
1.4 This is a procedure to develop alternatives that meet the building's required functions. Estimate the costs for each alternative. Provide the user/owner with specific, technically accurate alternatives, appropriate to the stage of project development, which can be implemented. The user/owner selects the alternative(s) that best satisfies his needs and requirements.
1.5 Apply this practice to an entire project or to any subsystem. The user/owner can utilize the VA procedure to select the element or scope of the project to be studied.
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Standards Content (Sample)
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Designation:E1699–00 (Reapproved 2005)
Standard Practice for
Performing Value Analysis (VA) of Buildings and Building
,
1 2
Systems
This standard is issued under the fixed designation E1699; the number immediately following the designation indicates the year of
original adoption or, in the case of revision, the year of last revision. A number in parentheses indicates the year of last reapproval. A
superscript epsilon (´) indicates an editorial change since the last revision or reapproval.
1. Scope and Building Systems
E1557 Classification for Building Elements and Related
1.1 This practice covers a procedure for defining and
Sitework—UNIFORMAT II
satisfying the requirements of the user’s/owner’s project.
E2013 Practice for Constructing FAST Diagrams and Per-
1.2 A multidisciplinary team uses the procedure to convert
forming Function Analysis During Value Analysis Study
design criteria and specifications into descriptions of project
functions and then relates these functions to revenues and cost.
3. Summary of Practice
1.3 Examples of costs are all revelant costs over a desig-
3.1 This practice outlines the procedures for developing
nated study period, including the costs of obtaining funds,
alternatives to a proposed design that best fulfill the needs and
designing, purchasing/leasing, constructing/installing, operat-
requirements of the user/owner of the building or building
ing, maintaining, repairing, replacing and disposing of the
system.Thepracticeshowshowtoidentifythefunctionsofthe
particular building design or system (see Terminologies E631
building and its systems; develop alternatives to fulfill the
and E833). While not the only criteria, cost is an important
user’s/owner’s needs and requirements; and evaluate the alter-
basis for comparison in a value analysis study of a building.
natives in their ability to meet defined criteria.
Therefore, accurate and comprehensive cost data is an impor-
tant element of the analysis.
4. Significance and Use
1.4 This is a procedure to develop alternatives that meet the
4.1 Perform VA during the planning, design, and construc-
building’s required functions. Estimate the costs for each
tion phases of a building.
alternative. Provide the user/owner with specific, technically
4.2 The most effective application of value analysis is early
accurate alternatives, appropriate to the stage of project devel-
in the design phase of a project. Changes or redirection in the
opment,whichcanbeimplemented.Theuser/ownerselectsthe
designcanbeaccommodatedwithoutextensiveredesignatthis
alternative(s) that best satisfies his needs and requirements.
point, thereby saving the user/owner time and money.
1.5 Apply this practice to an entire project or to any
4.3 During the earliest stages of design, refer to value
subsystem. The user/owner can utilize the VA procedure to
analysis as value planning. Use the procedure to analyze
select the element or scope of the project to be studied.
predesign documents, for example, program documents and
2. Referenced Documents space planning documents.At the predesign stage, performVA
3 to define the project’s functions, and to achieve consensus on
2.1 ASTM Standards:
the project’s direction and approach by the project team, for
E631 Terminology of Building Constructions
example, the owner, the design professional, the user, and the
E833 Terminology of Building Economics
construction manager. By participating in this early VA exer-
E917 Practice for Measuring Life-Cycle Costs of Buildings
cise, members of the project team communicate their needs to
and Building Systems
the other team members and identify those needs in the
E1369 Guide for Selecting Techniques for Treating Uncer-
common language of functions. By expressing the project in
tainty and Risk in the Economic Evaluation of Buildings
these terms early in the design process, the project team
minimizes miscommunication and redesign, which are costly
This practice is under the jurisdiction of ASTM Committee E06 on Perfor-
in both labor expenditures and schedule delays.
mance of Buildings and is the direct responsibility of Subcommittee E06.81 on
4.4 Also perform value analysis during schematic design
Building Economics.
(up to 15 % design completion), design development (up to
Current edition approved Oct. 1, 2005. Published October 2005. Originally
approved in 1995. Last previous edition approved in 2000 as E1699 – 00. DOI:
45 % design completion), and construction documents (up to
10.1520/E1699-00R05.
100 % design completion). Conduct VA studies at several
Value analysis (VA) is also referred to as value engineering.
3 stages of design completion to define or confirm project
For referenced ASTM standards, visit the ASTM website, www.astm.org, or
functions, to verify technical and management approaches, to
contact ASTM Customer Service at service@astm.org. For Annual Book of ASTM
Standards volume information, refer to the standard’s Document Summary page on
the ASTM website.
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E1699–00 (2005)
analyze selection of equipment and materials, and to assess the 5.7 Determine the duration of each team member’s partici-
project’s economics and technical feasibility. Perform VA pation based upon the design completion stage, the amount of
studies concurrently with the user’s/owner’s design review information available to the VAteam, and the interrelationship
schedules to maintain the project schedule. Through the among the disciplines.
schematic design and design development stages, the VAteam 5.8 Decisions reached from the standpoint of one discipline
analyzes the drawings and specifications from each technical frequently have a major impact on the approach the designer
discipline. During the construction documents stage, the VA will take for another discipline. Thus, the multidisciplinary
team analyzes the design drawings and specifications, as well interaction is necessary. The collective knowledge and experi-
as the details, and equipment selection, which are more clearly enceofthemultidisciplinaryteamcreatethesynergythathelps
defined at this later stage. this procedure to be successful. The team is dynamic, marked
4.5 A value analysis study performed at a 90 to 100 % by continuous productive activity which promotes positive
completion stage, just prior to bidding, concentrates on eco- change. Individual’s personalities are important to the success
nomics and technical feasibility. Consider methods of con- of the VA team, as well. Positive attitudes, technical knowl-
struction, phasing of construction, and procurement. The goals edge, education, and experience are important to the outcome
at this stage of design are to minimize construction costs and of the study.
the potential for claims; analyze management and administra- 5.9 Make final the team composition and level of participa-
tion; and review the design, equipment, and materials used. tion after receiving the project documents and knowing spe-
4.6 During construction, analyze value analysis change cifically what information is available for theWorkshop Effort.
proposals (VACP) of the contractor. VACPs reduce the cost or
6. Procedure
duration of construction or present alternative methods of
6.1 A value analysis study has three sequential periods of
construction, without reducing performance, acceptance, or
activity—Preparation Effort, Workshop Effort, and Post-
quality. At this stage the alternatives presented to the user/
Workshop Effort. Within these activities, the VA team follows
owner are called value analysis change proposals. To encour-
a formal plan, as shown in Fig. 1, and as described in the
age the contractor to propose worthwhile VACPs, the owner
following:
and the contractor share the resultant savings when permitted
6.1.1 Preparation Effort.
by contract.
6.1.2 Workshop Effort:
4.7 The number and timing of VA studies varies for every
6.1.2.1 Information phase.
project. The user/owner, the design professional, and the value
6.1.2.2 Function identification and analysis phase.
analyst determine the best approach jointly. A complex or
6.1.2.3 Creative phase.
expensive facility, or a design that will be used repeatedly,
6.1.2.4 Evaluation phase.
warrants a minimum of two VA studies, performed at the
6.1.2.5 Development phase.
predesign and design development stages.
6.1.2.6 Presentation phase.
5. VA Team
6.1.3 Post-Workshop Effort:
5.1 The Value Analysis Team Leader (VATL) plays a key 6.1.3.1 Implementation phase.
role in the success of a VA study and is responsible for 6.2 Preparation Effort:
managing all aspects of the effort. A VA team leader needs 6.2.1 The VA team prepares for the Workshop Effort to
training in value analysis and experience as a team member, ensurethateventsarecoordinated;thatappropriateinformation
leader, or facilitator on previous studies. Seek a person with is available for the VA team to review; and that the design
strong leadership, management, and communications skills. professional is prepared to present a description of the project
5.2 ThesizeandcompositionoftheVAteamdependsonthe on the first day of the workshop.
project being studied and the stage of design development. 6.2.2 The design professional is an integral part of the value
5.3 Select persons of diverse backgrounds having a range of analysis process, whether the design professional participates
expertise and experience that incorporates all the knowledge throughout the process, or becomes involved at specific mile-
necessary to address the issues the VA team is charged to stones. The VA team is only effective when it communicates
address. with the design professional and the user/owner, and presents
5.4 Select technical disciplines for a VA team that are alternatives for their consideration.
similar to the technical disciplines on the design team for the 6.2.3 Preparing for the Workshop Effort, the VATL coordi-
stageofcompletionbeingreviewed.Includeprofessionalswho nates the VA study schedule with the design professional and
are knowledgeable in the financing, cost, management, pro- the user/owner to accommodate the project schedule.
curement, construction, and operation of similar buildings or 6.2.4 The VATL, the user/owner, the design professional,
systems. and the construction manager, as appropriate, meet to discuss
5.5 The user/owner decides whether to create the VA team the scope of the workshop, the objectives of the workshop, and
using members of the project team, that is, the user/owner, the the constraints that have been imposed on the project by the
planner, the design professional, and the construction manager, user/owner or regulatory agencies.
or using professionals who have not been involved in the 6.2.5 The user/owner, the design professional, and the
design and have no preconceived ideas. construction manager, as appropriate, establish performance
5.6 The user/owner and the VATL agree upon the team and acceptance requirements for evaluating alternatives during
composition. the evaluation phase of the Workshop Effort. Select these
E1699–00 (2005)
FIG. 1 Value Analysis Study Plan
criteria from items such as initial construction cost, life-cycle 6.2.8 Using the most current, preliminary estimate pre-
cost, aesthetics, ease of operation and maintenance, safety, and sented by the project team, the VATL develops the capital cost
schedule adherence. model, which organizes initial construction costs by element
and trade to determine where high costs are expended (see
6.2.6 The user/owner, the VATL, the design professional,
Classification E1557). Display the estimated construction costs
and the construction manager, as appropriate, determine the
graphically on this cost model by system and subsystem. The
needforasitevisitbyoneormoreteammembersandestablish
VAteamwillusethiscostmodelduringtheWorkshopEffortto
the schedule for this tour. If the Workshop Effort is not going
assign target initial construction cost estimates for each ele-
to occur near the project site, it is appropriate to schedule this
ment and trade.
effort prior to the workshop effort.
6.2.9 With information provided by the user/owner and the
6.2.7 The VATLcollects the project study material from the
design professional from historical data or projected energy
design professional. Examples of information needed from the
consumption, the VATL or a knowledgeable team member
design professional include, but are not limited to:
designated by the VATL, prepares an energy model to display
Owner’s design standards
energy consumption for the building system, subsystem, or
Design criteria
Project budget functionalarea.Themodel visuallyidentifiesenergyintensive
Design calculations
areas. Prepare an energy model for projects that present a
Alternatives considered
potential for high energy consumption. The VA team assigns
Technical memoranda, as appropriate
Permit requirements target energy consumption estimates during the Workshop
Regulations governing construction
Effort, if time is available and as deemed appropriate by the
Maintenance requirements
VATL.
Equipment data sheets
Estimate of construction cost 6.2.10 Withinformationprovidedbytheuser/ownerandthe
Quantity take-off
design professional from historical data or projected life-cycle
Applicable building codes
costs, the VATL, or a knowledgeable team member designated
Architectural concepts
Construction phasing
Soil borings
Operations requirements
Project schedules
The model expresses energy in units of kwh per year or other appropriate
Pre-purchase and accelerated purchase documents
systems of measurement.
E1699–00 (2005)
by the VATL, prepares a life-cycle cost model to display the 6.3.1.4 In evaluating a project that has a potential for high
total cost of ownership for the building system, subsystem, or life-cycle costs, the VA team, as directed by the VATL,
functional area (see Practice E917). The model identifies the develops target life-cycle cost estimates for each system,
high cost areas of ownership. The user/owner and the design subsystem or functional grouping using the life-cycle cost
professional establish the interest or discount rate to be used in model prepared during the Preparation Effort; and establishes
the analysis. This rate is the same as that used by the design these target estimates based on its collective experience as the
professional during the design process. The VA team assigns least cost of ownership necessary to provide the function.
target life-cycle cost estimates during the Workshop Effort, if Areas that show a significant difference between the user’s/
time is available a
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