1.

INTRODUCTION

1.1 Back ground to the study

In every developing nation, the construction sector is essential. The primary reasons for this are
the substantial reliance that emerging nations have on the expansion and improvement of their
physical infrastructures, as well as the close relationship that the construction sector has with the
social and economic spheres. The building industry contributes significantly to a nation's
socioeconomic development process, according to United Nations Environment Programme
(UNEP, 1996) reasons. Its direct and indirect effects on all economic activities account for a
considerable portion of its significance. Through an intricate web of connections, it boosts the
productivity of the country and encourages the expansion of other sectors. Building and running
homes and offices is estimated to account for almost 10% of the world economy. UNEP notes
additionally that the sector.

According to Tsigereda Garomsa1 , Elmer De Castro Agon2 , Sintayehu Assefa2(2019),The

Ethiopian construction industry still relies on traditional approaches instead of implementing
advanced, contemporary management techniques. The industry is dealing with issues like low
stakeholder satisfaction, poor quality, cost overruns, poor contribution, and delays.The
Government agencies are the primary change agents. As a result, these organizations must
compose manuals and guidelines for using modern management techniques.

Although some of them are attempting to enhance the construction sector in Ethiopia by offering
training and introducing new technology and management techniques, mindset change and
strategy are required to put such ideas into effect.

Value engineering was defined by Lawrence D. Miles in the late 1940s. Miles was an engineer
who worked for General Electric during World War II. He developed the concept of value
engineering as a systematic approach to improving the value of products or services by
examining their functions and reducing unnecessary costs.

Miles initially called this concept "value analysis," but it later became known as "value
engineering." The term "value engineering" was popularized by the Society of American Value
Engineers (SAVE), which was founded in 1959 to promote the application of value engineering
principles in various industries.
American Society of Civil Engineers (ASCE) has been actively involved in promoting value
engineering in the construction industry, with publications and guidelines released over several
decades. The application and recognition of value engineering have grown steadily, and it has
become an integral part of many industries, including manufacturing, construction, and project
management. Its principles and methodologies continue to evolve and adapt to changing business
environments. The aims of this research will be to address by developing a comprehensive
framework for assessing the implementation of VE concepts and proposing a new approach for
prioritizing VE solutions using AHP decision-making.

1.2 Statement of the problem

The construction industry plays a pivotal role in economic development, yet it is frequently
challenged by cost overruns and inefficiencies. The need for effective cost reduction strategies in
building construction is paramount to ensure sustainability, competitiveness, and optimal
resource utilization. Traditional cost-cutting measures often neglect the holistic integration of
value engineering principles and systematic decision-making methodologies.

The Ethiopian construction industry has faced ongoing cost inflation, presenting a significant
challenge for the efficient and cost-effective completion of projects. Balancing cost reduction
with quality maintenance has been a persistent challenge in the Ethiopian construction context,
with a critical need to identify strategies that offer cost savings without compromising overall
project quality. There is a need for more efficient resource utilization and a reduction in waste
within the construction sector to enhance overall cost-effectiveness of projects.

Ethiopian construction projects operate within a defined regulatory and legislative framework,
often leading to cost-increasing factors that need to be mitigated or navigated effectively.
Construction firms face increasing pressures to enhance their competitiveness both locally and
within the regional market, driving the need for more efficient cost management strategies. The
optimal management of construction costs is pivotal for the sustainability and economic
development of the projects within Ethiopia, impacting broader socioeconomic growth. The
complexity of decision-making in identifying and prioritizing cost reduction strategies calls for
structured methodologies that can effectively and objectively assess and prioritize potential cost
reduction initiatives.
Despite the recognized benefits of value engineering and decision-making tools like AHP in
enhancing project efficiency, there is a dearth of comprehensive research that systematically
combines these approaches to address cost-related challenges in the construction industry.

1.3 Objective of the study

1.3.1 General objective

The general objective of this study will be Value Engineering assessment in Addis Ababa Public
Building Construction and prioritize through Analytic Hierarchy Process (AHP) decision
making.

1.3.2 Specific objectives

The specific objective this research are :

i. To assess the effectiveness of current Value Engineering practice in Addis Ababa

Building construction projects.
ii. To develop a frame work for prioritizing Value Engineering strategies using AHP
(analytic hierarchy process) decision making.
iii. To evaluate the effectiveness of AHP in prioritizing value improvements based on their
relative importance and potential cost savings.

1.4 Research Questions

To address the above objectives the study will have the following specific questions:

i. What are the current Value Engineering practice in Addis Ababa Building construction
projects?
ii. How can we develop the frame works for Value Engineering strategies by using AHP
decision making?
iii. How to check the effectiveness of AHP prioritization based on cost saving?

1.5 Significance of the study

The study on Value Engineering assessment and prioritize through AHP decision making holds
significant importance for the construction industry in Ethiopia. Construction projects can
become more affordable, enabling better access to housing, infrastructure, and commercial
facilities for a larger portion of the Ethiopian population. Strengthened Competitiveness
outcomes can enhance the competitiveness of Ethiopian construction firms within both local and
international markets by driving down costs while maintaining quality, potentially leading to
increased opportunities for project contracts and investment. By identifying effective cost
reduction measures and prioritizing strategies, the study can contribute to a more efficient and
sustainable development of vital infrastructure in Ethiopia, including transportation, utilities,
housing, and public facilities. Emphasizing the integration of value engineering and AHP to
establish cost reduction strategies promotes an opportunity to optimize the use of resources,
minimizing waste, and driving sustainable construction practices across the industry.

As cost reduction can lead to increased construction activities, the study's outcomes may result in
the creation of more job opportunities within the construction sector, contributing to Ethiopia's
employment growth. Lower construction costs through effective identification and prioritization
of cost reduction strategies can bolster economic growth, allowing for the implementation of
more infrastructure projects and contributing to overall economic development.

If Ethiopian construction firms can identify and prioritize cost-effective strategies, they can gain
a competitive advantage in the international market, potentially attracting foreign investment and
innovation partnerships. Value engineering and AHP in cost reduction strategies can benefit the
Ethiopian construction industry by promoting sustainability, resilience, and environmental
responsibility in construction projects.

Therefore, this study aim will be to address this problems by developing a frame work and tools
to promote the effective implementation of value engineering for sustainable and efficient
construction in Addis Ababa.

1.6 Scope of the Study

The study will focus specifically on the context of public building construction projects in Addis
Ababa, Ethiopia. Value engineering can be employed to improve project results, with a particular
focus on cost reduction, by evaluating the current techniques used in public building construction
projects and Data will be analyzed by SPSS to assess the current Value Engineering.
Value engineering opportunities can be prioritized by using the Analytic Hierarchy Process
(AHP) as a decision-making tool. In order to systematically examine and assess various
alternatives or criteria linked to cost reduction in public building construction projects, Analytic
Hierarchy Process (AHP) will be utilized.

The study's main goal is will be to reduce costs by using value engineering. It will look at
methods, approaches, and tactics that can be used to find ways to cut costs while building public
buildings in Addis Ababa.

1.7. Expected out come

The study will evaluate the value engineering techniques currently used in Addis Ababa public
building construction projects. This evaluation would bring light on the degree of value
engineering approaches' awareness, adoption, and efficacy in the community.

Value engineering opportunities are prioritized so that stakeholders can concentrate on them for
the greatest impact on cost reduction in public building construction projects. Based on the value
engineering opportunities that have been identified, specific cost reduction strategies and
recommendations are also provided. These techniques could include recommendations for
different material options, building approaches, project management strategies, or process
enhancements that can result in appreciable cost savings for projects involving the construction
of public buildings.

Improved cost effectiveness in public building construction projects in Addis Ababa is the
anticipated result of this research. The research intends to contribute to more cost-effective
project delivery, lower construction costs, and increased value for public infrastructure
investments by using value engineering and giving priority to cost-reduction alternatives.
 2. Literature Review

2.1 Introduction

2.2 Theoretical review

2.2.1 Background to value engineering

The value engineering technique was created by General Electric Company electrical engineer
Lawrence Miles in response to the impact of World War II's material shortages. Due to material
limitations, substitute materials had to be specified, but items had to be manufactured for the war
effort. Lawrence Miles discovered that many of the goods produced using the substitute
materials were less expensive and performed the same tasks as the originals. After examining
these cost savings, Miles concluded that by adopting a structured team method to review product
designs and specifications, further costs may be eliminated from the production of a product. In
the 1950s, Miles developed the organized team approach known as the task plan.

The US Department of Defense developed and deployed the Miles Method in the construction
industry in 1963. It has been used in India, Japan, Australia, and other European nations.

It was first utilized in the Kingdom of Saudi Arabia in 1986 by Aramco and the Ministry of
Defense and Aviation, in addition to other Gulf countries. Given the broad success that value
engineering has achieved, the International Organization of Value Engineers was declared to be
founded. Value engineering is currently taught in colleges and universities.

According to Chen, W., Merrett, H., Liu, S., Fauzia, N., & Liem, F. (2022), VE looks to be
firmly established in developed nations, VE engagement in construction projects is still growing
in poorer nations. Developing nations stand to benefit greatly from the introduction of Value
Engineering (VE) in terms of enhanced project performance and cost optimization.

Value engineering has improved construction project productivity and efficiency within the last
ten years. The primary areas of current study are VE integration with other fields, VE
implementation in various project domains, performance evaluation, and VE creation of new
technologies.

Karunasena, Gayani and Rajagalgoda Gamage, Kosala (2017), The construction industry in
numerous developing nations is unwilling to implement Value Engineering (VE) because of the
unpredictability of its results. A nation's government plays a significant part in creating more
favorable conditions for VE. General standards and enhancements to the construction sector are
suggested by construction organizations and national construction regulatory authorities.

Ahmed, K., & Pandey, R. (2016) stated that Value engineering is viewed as a construction
management tool that businesses may use to enhance their bids, completed goods, and
procedures to better meet the end user's requirements in terms of price, timing, and quality. The
value and functional approach concepts served as the foundation for the evolution of the V.E
process from earlier methods. These methods were developed in the 1940s and 1950s by
Lawrence D. Miles, who developed Value Analysis (V.A.), a method for raising the value of
items that previously existed.

The concept of Value Engineering (V.E.) has been developed through the years and numerous
standards and manuals have been created. The wider construction market (U.S.A., U.K., etc.) has
identified V.E. value and has used the practice extensively.

2.2.2 Definition of Value Engineering

Miles (1991), defined Value Engineering as a discipline action system, attuned to one specific
need: accomplishing the functions that the customer needs and wants at the lowest cost.

Zimmerman (1982), said about Value Engineering that it is a proven management technique
using a systematized approach to seek out the best functional balance between the cost,
reliability and performance of a product or project.

Amin Haddadia*, Agnar Johansenb , Bjørn Andersenc (2016), VE is a systematic, low-cost

process for determining a project's "value." Generally, using VE on projects can result in the
following advantages: Cost savings, time savings (schedule savings), quality enhancements, and
the isolation of design flaws are all possible.

Wei Tong Chen , 1 Hew Cameron Merrett , 2 Shu-Shun Liu,1 Nida Fauzia , 1 and Ferdinan
Nikson Liem (2022), VE is a methodical procedure used by a multidisciplinary team to examine
how project functions and costs relate to one another with the goal of changing function and cost
to increase value. It exceeds basic cost-cutting techniques.
In building projects, value is defined by more than just money; it also takes into account aspects
like sustainability, function performance, delivery time efficiency, and quality. The goal of VE is
to minimize life cycle costs while achieving the necessary function performance.

K. Ilayaraja and MD. Zafar Eqyaabal*(2015), The concept of an united administrative approach,
value analysis, value engineering, and value management, is intended to find workable solutions
and lower the cost of usable flying quality. Professionals in the sector have agreed on the
conventions.

1. Value analysis (VA): A study conducted on finished projects or goods currently in use with
the goal of enhancing performance and eliminating unnecessary expenses.

2. Engineering value (Value Engineering, VE): Also known as "value engineering," this
technique is used either during the project's conception phase or after public perception is
finished. Its goal is to increase construction project quality while lowering project costs.

3. Value management: This is a thorough idea that includes setting up value studies, doing
follow-ups, and managing programs. Value analysis or workshops are a component of this
process. All of these terms and titles, regardless of their professional designations, will be used
interchangeably throughout this book depending on the situation. However, we will mostly
utilize the colloquial term "value engineering," for which it is used.

2.2.3 Benefits of Value Engineering

Senay Atabay and Niyazi Galipogullari (2013), Value engineering aims to do more than only cut
expenses, raise design standards, facilitate project construction, and provide time and cost
savings. VE needs to strike a balance between all of the project's requirements. The goal of VE
will be decided in relation to the objectives of the firm. Everyone who signs up for VE will be
welcomed. Nobody in the team should have the contrary viewpoint of project management or be
dubious of VE's advantages.

Wei Tong Chen , 1 Hew Cameron Merrett , 2 Shu-Shun Liu,1 Nida Fauzia , 1 and Ferdinan
Nikson Liem (2022), The construction sector has made extensive use of VE to enhance project
results, maximize resource usage, and integrate VE with other project tasks including risk
management. Further investigation is need to examine the ability to grow and its uses too.

Almost any project or product can benefit from VE, which is best carried out by a diverse team
of experts. Pre-workshop, workshop, and post-workshop are the three primary phases, with a
focus on function analysis.

K. Ilayaraja and MD. Zafar Eqyaabal*(2015), Value engineering is distinguished by a body of

knowledge and useful techniques to address issues for additional quality improvement in the
following areas:

1. The unique method of job analysis (function analysis).

2. Appoint a great deal of concepts that can be implemented.

3. The implemented action plan, which is divided into multiple logical steps.

4. A multidisciplinary group that does research on social values.

5. Assure effective coordination with the project's relevant regulatory bodies.

2.2.4 Value engineering Methodology

Rashid Saeed Alnuaimi The value study includes a well-defined methodology, or what is
referred to as the action plan in this context. It is divided into multiple phases that make sense
and rely on one another. Typically, the steps are six:

 The stage of collecting information/data Information

Information plays important role in studying any economic or engineering project or even an
administrative procedure and collecting and reviewing information before the study, which gives
the work team a better understanding and understanding where we can obtain information
sources from:

 The beneficiary (the owner - the customer).

 The user or the ultimate beneficiary.
  Standards, specifications and codes.
 International references and similar previous projects.
 Stage of job analysis

In studies on value engineering, this phase is regarded as one of the most crucial ones. Instead,
value engineering is said to have its foundation at this point. The tasks of this phase include
determining and comprehending the project's functions as well as the connections between them.
To accomplish this, take the following actions:

 Establishing job definitions.

 Job classification.
 Select the functions that have room for improvement.
 Creating connections between occupations using the so-called FAST Diagram

 The stage of creativity and brainstorming

Among the methods of creative thinking are brainstorming, the Delphi Technique, the Gordon
Technique style, and new proposals to perform the necessary basic functions and reduce the role
of the functions or eliminate unwanted functions that have been defined. This stage of the value
engineering action plan is concerned with presenting (creative) ideas to find solutions,
alternatives, and new proposals to perform the necessary basic functions.

 The stage of evaluating and developing ideas

The meaning of the word evaluation intended here is to choose the idea worthy of development
and then optimal use, so there will be many ideas that are similar in importance and quality, but
always the field will be available for the best, the most creative, and applied. Technologies used:
Evaluation by comparison The weight matrix. In this stage, all the ideas that were presented in
the third stage are evaluated. In this stage, the enormous amount of ideas that were written in the
previous stage are sifted in order to identify the promising ideas that perform the required
function better and at a lower cost in preparation for their development in the next stage and then
their implementation.
It is necessary to evaluate the idea's viability both economically and technically. Two common
sorts of ideas are included in the value study report or presentation:

 Proposals for changes: These ideas and proposals include drastic adjustments or revisions
to the design, portions of it, or components that call for a revision to the contract and
associated docs, including the field of work, plans, specifications, quantities, and so forth.
 Design proposals or recommendations: These are regarded as suggestions that don't
drastically alter, so the contract itself doesn't need to be changed. Instead, the
recommendations concentrate on employing better implementation strategies or more
cost-effective materials and tools in terms of technical specifications, availability, and
installation.
 Development phase

The group turns the ideas into proposals, or alternatives, with enough documentation to help the
decision-maker decide whether or not to move forward with the alternative.

 The stage of recommendations and presentation

At this point, the concepts have been established and are prepared to persuade the owner (the
beneficiary) and get approval for the value propositions associated with them. First and foremost,
the study team needs to confirm that the arguments are reasonable and thus acceptable. There
have been questions about these plans, thus it is essential to disclose the study's findings to the
work team first before presenting them to the beneficiary body. The task of the team frequently
concludes with accepting the proposals.Accepting the greatest number of proposals, working
with them in the presence of the consultant or designer and representatives of the necessary
authorities in the procedure or project, and making the right final choice.

2.2.2 Background of AHP

In 1980, Saaty proposed ,One of the MCDM approaches that is frequently utilized by academics
and decision makers is the analytic hierarchical process (AHP), which is an effective tool for
handling complicated decision making problems. AHP application has been reviewed in the
literature by some scholars.. Davies (2001) gives a review of marketing applications of adaptive
AHP.
Singh (2016) finds that In addition to the world of management, the Analytic Hierarchy Process
(AHP) technique finds use in various other domains such as business and marketing, design,
environment, agriculture, development, healthcare, banking, manufacturing, construction, and
other sophisticated decision-making tasks..

Janković, A., & Popovic, M. (2019) Stated that AHP is a multi-criteria analysis theoretical and
methodological model that is being used more and more to solve different decision-making
issues. AHP is an excellent tool for supporting both individual and group decision-making; but,
when more people are involved in the process, it becomes more complex and calls for a different
strategy than when a single person makes a decision. There are several approaches to synthesize
individual decisions within a group, but the challenge arises from managing varying degrees of
consistency across several decision makers.

2.3 Empirical Review

2.3.1 Application of Value Engineering

John R. Hiller and James A. Myers of IDA and Charles Waszczak, VE is applicable to systems,
equipment, facilities, and procedures. The following are some of the areas in which VE has been
applied in the Defense Department:

• Construction Design or equipment modifications;

• Equipment and logistics support; Facilities and hardware;

• Manufacturing processes; Materiel handling and transportation;

• Packaging/packing and preservation; • Procurement and re-procurement;

• Publications, manuals, procedures, and reports; • Quality assurance and reliability;

• Parts obsolescence; • Salvage, rejected, or excess material;

• Site preparation and adaptation; • Software (computer) programs

• Software architecture development; • Specifications/drawings;

• Technical and logistics data; • Testing, test equipment, and procedures;

• Tooling; and • Training.

Prashant Sharma 1 , Dr. Ramesh Srikonda *(2021,Conducting two case study in India on
affordable housing by using , Three alternatives were presented for the first case study, such as
using sand blocks instead of AAC blocks. According to the site's location, sand blocks were a
locally available material that demonstrated the same or greater uniformity at a lower cost. Paver
block roads were substituted for RCC roads as the second alternative. Paver block roads are less
expensive than RCC roads despite being more environmentally friendly and incredibly stable.
The third replacement that was implemented was the use of couplers in place of overlaps, which
gave load path continuity and increased power that laps cannot. The implementation of value
engineering resulted in an overall project cost difference of 8%. In addition to lowering costs, the
application of VE enhanced project value and made better use of locally accessible materials.

The second case study presented two options, such as substituting traditional shuttering with
Mivan shuttering. In comparison to traditional shuttering, it was discovered that Mivan
shuttering helped to cut the project's overall duration by 52%. Despite the high initial cost, using
it was more cost-effective given the scope of the project. The second option that was suggested
was to use CLC blocks instead of 4 inch bricks because of their low density, which helped to
lower the building's overall load and shorten the building's construction period overall.

A framework is introduced to standardize the application of VE techniques. Karunasena, Gayani

and Rajagalgoda Gamage, Kosala(2017), VE helps optimize the design of buildings to enhance
value creation and enables the project to focus on the lifetime perspective. Amin Haddadia*,
Agnar Johansenb , Bjørn Andersenc (2016).

2.3.2 Challenges of implementation Value engineering

Tsigereda Garomsa1, Elmer De Castro Agon2 , Sintayehu Assefa2, *(2019) ,Ethiopian

construction industry relies on conventional approaches rather than modern management
systems. The industry faces challenges of delay, poor quality, cost overrun, and low stakeholder
satisfaction. The Parties in the industry have no knowledge or willingness to practice value
engineering. Although Opportunities to minimize those problems through value engineering.
Ernest Kissi *, E. Bannor Boateng, T. Adjei-Kumi and E. Badu(2016) ,VE is successful in
developed countries but faces challenges in developing countries those challenges are:

 Lack of government top management support

 Lack of VE awareness
 Cost-oriented procurement system
 Unwillingness to apply VE
 Perception that VE is not worthwhile
 Inflexibility in contractual provisions
 VE is too complicated and theoretical
 Projects are designed by best designers so no need of VE
 Indisposition to assign time for VE
 Uncertain alterations with no precedents
 Lack of knowledge flow in VE workshop.

2.3.3 Application of AHP

According to Yu, M., & E, E. (2018), They are focus on application analysis of AHP based on
the case of in Tsinghua University.180 postgraduate thesis were collected for the literature
review. The thesis used multi-criteria decision making approaches including AHP, ANP, GRA,
SAW, TOPSIS, and ELECTRE from this data 170 thesis used AHP approach, 6 thesis used AHP
combined with other MCDM approaches, and 4 thesis used MCDM approaches except for AHP.
Therefore , AHP approach is gaining popularity compared to other MCDM approaches. The
thesis were from 1986 to 2017, including 6 doctoral theses and 170 master theses.

2.3.4 Integration of value engineering and AHP decision making

Montaser, Ahmed1,3 and Montaser, Ali2 (2017), Value engineering is the most dependable
method for raising project value during the planning and development phases. VE provides
several alternatives for a project based on predetermined criteria, from which the best option that
is closest to the optimal option—that best fulfills the functions can be chosen. As a result, the
ability to make informed decisions is crucial for projects to succeed. This issue could get quite
complex if multiple units evaluate the criterion or if computing the appropriate information is not
feasible. Thus, an effective algorithm for managing these kinds of complicated decision-making
scenarios is the Analytical Hierarchy Process (AHP).

2.3 Summary of the Research Gap

There aren't many studies or applications specifically focused on the Ethiopian placing; instead,
the majority of articles that currently exist on value engineering evaluation and prioritizing
through AHP decision-making are global or multinational in nature. Research specifically
addressing the special difficulties, methods, and prospects associated with value engineering in
Ethiopia's public building construction industry is few.

The following research gaps have been found studies on value engineering evaluation in
Ethiopia's public building development and prioritizing through AHP decision-making have
relatively little integration in the context of Ethiopia . To investigate and illustrate the usefulness
and advantages of AHP in value engineering opportunities and decision-making processes, more
research is needed.

By providing a greater awareness of value engineering evaluation, AHP prioritizing, and cost
reduction techniques in the Ethiopian public building construction industry, addressing these
research gaps would add to the body of knowledge already in existence.

.
 Research methodology
3.1 Description of the study area
Addis Ababa was founded more than 117 year ago, and it is the capital city of the federal
government of Ethiopia as well as seat of various continental and regional organizations.
Through a transformation in Ethiopia, there is a prioritizing a wealth of construction projects in
order to stimulate its economy, reinvigorate its infrastructure and supply affordable housing and
power to its population. And also major activities are ongoing throughout Addis Ababa city in
both residential and infrastructure sectors, as well as commercial areas as a project.

Figure 3.1 the map of Addis Ababa (source- Google map)

3.2. Study Design and Strategy

This study aims to assess value engineering practice and prioritize through AHP decision making
and apply Value Engineering (VE) principles and the Analytic Hierarchy Process (AHP) to
assess and prioritize cost-reduction opportunities in public building construction projects in
Addis Ababa, Ethiopia. By identifying and analyzing potential cost-saving alternatives, we can
contribute to more efficient resource allocation and optimize project value within the context of
the city's specific construction landscape. Therefore employing the mixed method that blends
qualitative and quantitative techniques. Interviews with project stakeholders (engineers,
contractors, owners), a review of project documentation (cost estimates, specifications,
drawings), and technical data (e.g., material costs, performance specifications) will all be used to
gather quantitative data. However, the qualitative data collection will be done by watching VE
workshops and going over project documentation.
 3.3 Research Approach and Technique

Approach for objective one: The first objective of this study is to assess the effectiveness of
current Value Engineering practice in construction project. To achieve this the data will be
collected by

 Review project documents (cost estimates, specifications, drawings)

 Analyze existing VE studies and industry benchmarks
 Conduct cost breakdown analysis to identify major cost drivers.
 Interview project stakeholders (engineers, contractors, owners) to understand current VE.

Following collection, the data will be examined using SPSS,.

Approach for objective two: to create a framework for value engineering strategy prioritization
utilizing the analytical hierarchy process, or AHP. Value engineering techniques should be
ranked according to their relative priority and possible cost reductions using the Analytic
Hierarchy Process (AHP). In order to determine priority weights, several methodologies and
criteria must be compared pairwise. Using pairwise comparison matrices to establish priority
weights and ranks for the criteria and alternatives, a hierarchical framework is developed to
methodically arrange the evaluation and prioritization process. .

3.3.1 Sampling

Purposive sampling approaches will be employed in this study to determine the appropriate
sample size. This guarantees that the sample comprises projects that are most pertinent to the
research goals, facilitating a targeted evaluation and prioritizing of potential for improvement
utilizing the AHP methodology. Alternatively referred to as judging or selective sampling,
purposeful sampling entails the deliberate selection of projects or chances for improvement
based on predetermined standards or professional knowledge. When a researcher or evaluator
wishes to include particular cases that are significant or representative of the population, they
frequently employ this strategy. Public building projects that are actively under construction and
utilizing value engineering techniques are the subject of this study.
3.3.4 Data Collection

Data from primary and secondary sources, both quantitative and qualitative, will be gathered for
this project. This will be applied to this study in order to achieve both its general and specific
goals. While main data will be obtained through observation, interviews, and desk research,
secondary data will be obtained through a review of the literature.

Interview : key stakeholders such as architects, engineers, contractors, and project owners who
are involved in A.A. building construction projects. Interviews may be used to learn more about
their opinions, firsthand knowledge, and observations of value engineering techniques and AHP's
efficiency in setting value improvement as a top priority.

Document Analysis: Examine pertinent papers, case studies, and project materials to obtain
qualitative insights about the application and results of value engineering techniques.

Surveys: Feedback from a variety of construction project stakeholders, such as project managers,
engineers, architects, contractors, and clients, can be gathered through surveys. The perceived
efficacy of value engineering techniques, value-added advantages, and potential areas for
development can all be included in the survey questions. Quantitative analysis of the survey
replies can be used to evaluate overall efficacy and pinpoint particular strengths and
shortcomings.