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    <title>Transport Research International Documentation (TRID)</title>
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    <copyright>Copyright © 2026. National Academy of Sciences. All rights reserved.</copyright>
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    <managingEditor>tris-trb@nas.edu (Bill McLeod)</managingEditor>
    <webMaster>tris-trb@nas.edu (Bill McLeod)</webMaster>
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      <title>Road Asset Management Systems</title>
      <link>https://trid.trb.org/View/1136939</link>
      <description><![CDATA[The road asset (excluding structures) includes more than just the pavement; it also includes earthworks, drainage, safety barriers, lighting, signs, lines and the soft estate (grassland, trees and shrubs). This valuable asset, ideally needs to be monitored and managed, and therefore requires asset management systems which are geographic information system (GIS) based, to properly manage the asset information. When these are integrated to a common base, we have an integrated asset management system (IAMS). The value of a good IAMS is that it must be really useful and virtually intuitive to be used, for occasional use by all levels of people from senior managers down. It can be used for considering and comparing reliable data and information they hold, across all assets, from the inventory, network and detailed surveys. The HA (Highways Agency) is responsible for the motorways and trunk roads in England, and already uses individual and shared asset management systems (AMS). They are used in the HA's bidding and prioritisation process for maintenance of all road assets. Proposed maintenance schemes are assessed through the HA's Integrated Value Management process, before approving budget allocations. The HA will be introducing an IAMS nationally next year. This paper covers some of the existing HA's AMS together with the development and implementation of an easy to use GAIMS, an "intelligent" Geographical Asset Integrated Management System, used at the local (MA) level. GAIMS-P (GAIMS for pavements) has been successfully used with the other AMS to optimise maintenance interventions and justify bids for funding for pavement schemes based on projected condition.]]></description>
      <pubDate>Mon, 23 Apr 2012 10:18:35 GMT</pubDate>
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      <title>Development of Performance Measurement Framework for Value Management Studies in Construction</title>
      <link>https://trid.trb.org/View/924661</link>
      <description><![CDATA[Value management (VM) has been reported to be useful in reducing costs while maintaining or even improving the performance of a project. However, many potential users in the construction industry are reluctant to use VM because of a lack of tools to assess VM studies. This paper is to develop a proper measurement framework for VM studies in construction. The strengths and weaknesses of the existing measurement frameworks are reviewed in the context of VM. Thirteen factors which have major impacts on the performance of VM studies in construction are identified and a theoretical foundation is established based on these factors. A preliminary framework is developed to explain how the desired features could be achieved. The identification of the key performance indicators (KPIs) by a questionnaire survey is then presented. A detailed framework which consists of the measurement processes, data providers, weightings of KPIs and definitions of the scoring is then developed. Case studies, focus group meeting have been conducted to refine the framework.]]></description>
      <pubDate>Wed, 28 Jul 2010 07:15:39 GMT</pubDate>
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      <title>Pedagogy of Teaching Value Management in Postgraduate Construction and Property Program</title>
      <link>https://trid.trb.org/View/915702</link>
      <description><![CDATA[As value management (VM) has been increasingly applied to enhance value in public construction projects, the core subject entitled “Value Management for Construction and Property” is being offered to postgraduate students in the Department of Building and Real Estate at the Hong Kong Polytechnic University. Under the new outcome-based curriculum, the learning outcomes, pedagogy of teaching VM, and activities of the VM workshops for the subject are described in this paper. The results of a questionnaire survey of the students' feedback on the performance of the workshops for the academic year 2007–2008 are presented and discussed. Students believed that value management workshops are essential in the curriculum. The stdents expressed that it was a valuable experience to participate in the VM workshop which enabled them to have a better understanding of the subject. Some improvement is also recommended for future organization and management of workshops based on the lessons learned in these workshops.]]></description>
      <pubDate>Wed, 14 Apr 2010 07:14:26 GMT</pubDate>
      <guid>https://trid.trb.org/View/915702</guid>
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      <title>Measuring the Performance of Value Management Studies in Construction: Critical Review</title>
      <link>https://trid.trb.org/View/802840</link>
      <description><![CDATA[Value management (VM) is a useful method to use when dealing with issues such as budget and schedule challenges arising in the construction industry. However, little research has been done to measure the performance of VM studies, which has made many potential users reluctant to use VM. This paper presents a critical review of the development of performance measurement in general and the performance measurement in the construction industry, with a special focus on the performance measurement of VM studies in construction. The strengths and weaknesses of the existing measurement frameworks are investigated in the context of VM studies. It is concluded that traditional performance measurement of VM studies focusing on cost reduction is insufficient. Many other perspectives, such as clarifying objectives, and improving communication among stakeholders, should be considered seriously when making the measurement. This paper reveals that the existing frameworks to measure VM studies are inappropriate. It suggests that perspectives such as multicriteria measurement, flexible framework for different practice, and benchmarking to identify best practice could be adapted to develop a performance measurement framework for VM studies.]]></description>
      <pubDate>Thu, 01 Mar 2007 11:00:53 GMT</pubDate>
      <guid>https://trid.trb.org/View/802840</guid>
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    <item>
      <title>Dynamic Knowledge Creation through Value Management Teams</title>
      <link>https://trid.trb.org/View/802952</link>
      <description><![CDATA[With the intention of introducing unique and value-added products to the market, organizations have become more conscious of how to best create knowledge as reported by Ganesh Bhatt in 2000 in “Information dynamics, learning and knowledge creation in organizations.” Knowledge creation is recognized as having an important role in generating and sustaining a competitive advantage as well as in meeting organizational goals, as reported by Aleda Roth and her colleagues in 1994 in “The knowledge factory for accelerated learning practices.” One of the successful ingredients of value management (VM) is its utilization of diverse knowledge resources, drawing upon different organizational functions, professional disciplines, and stakeholders, in a facilitated team process. Multidisciplinary VM study teams are viewed as having high potential to innovate due to their heterogeneous nature. This paper looks at one of the VM workshop's major benefits, namely, knowledge creation. A case study approach was used to explore the nature, processes, and issues associated with fostering a dynamic knowledge creation capability within VM teams. The results indicate that the dynamic knowledge creating process is embedded in and influenced by managing team constellation, creating shared awareness, developing shared understanding, and producing aligned action. The catalysts that can speed up the processes are open dialogue and discussion among participants. This process is enhanced by the use of facilitators, skilled at extracting knowledge.]]></description>
      <pubDate>Thu, 01 Mar 2007 11:00:50 GMT</pubDate>
      <guid>https://trid.trb.org/View/802952</guid>
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    <item>
      <title>Characteristics for Leveraging Value Management Processes on Capital Facility Projects</title>
      <link>https://trid.trb.org/View/790118</link>
      <description><![CDATA[A more competitive business environment requires that a variety of value management process (VMP) options be continuously introduced into the construction industry. Project stakeholders and managers are highly concerned about value maximization through implementation of one or more beneficial VMP options. The objective of this study is to identify the most leveraging project characteristic factors (PCFs) in need of VMP implementation. Furthermore, the levels of importance of each PCF in association with the optional VMPs are quantified to effectively assess the applicability of VMP implementation using the fuzzy-based analytic hierarchy process method. Four real-case validation tests provide robust research findings. The proposed project assessment tool is useful in evaluating individual projects in terms of whether the subject project is leveraged or has much to be improved by implementing the optional VMPs. The results of this study can facilitate a rigorous evaluation of a project and eventually help the decision-making process in selecting the most beneficial VMP options to maximize the optimum project value.]]></description>
      <pubDate>Fri, 06 Oct 2006 11:26:09 GMT</pubDate>
      <guid>https://trid.trb.org/View/790118</guid>
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