Overcoming the Impact of COVID-19 Using Integrated Project Delivery Model


 Value engineering is a systematic approach, widely used to optimize the design or process or product in the designing stage. It used to achieve the client's obligation by increasing the functionality and attain the targeted cost in the cost planning. Value engineering effectiveness and benefits decrease along with the progress of the project since the change in the scope of the work and design will account for more cost all along the lifecycle of the project. Integrating the value engineering with other project management activities will promote cost minimization, client satisfaction, and ensure early completion of the project in time. Previous research studies suggested that value engineering can integrate with other project delivery activities, but research studies unable to frame a model that collaborates the project management activities with the job plan of value engineering approach. Analysing various project management activities and their synergy between each other have studied. The project management activities and processes like a)risk analysis b)lifecycle cost analysis c)lean construction d)facility management e)Building information modelling f)Contract administration, collaborated, and project delivery model planned along with the Royal Institute of British Architects (RIBA ) plan of work. The key outcome of the research is a value-driven project delivery model, which will succeed in dealing with the economic impact, constraints and conflicts arise due to the COVID-19 outbreak in the Indian construction sector. Benefits associated with the structured framework is construction project delivery that ensures early contractor involvement, mutual risk sharing, and reviving the project with a cost overrun and delay back on track, discussed in the research


Introduction
Nearly 96 projects of road transport and highways, which original cost is more than 150 crore causes extend of cost overrun around 39.30 % in the year 2019-2020. (Ministry of statistics and programme Implementation , 2020) .The cost overrun and schedule variance is mainly due to ineffective cost planning, Improper implementation, less productivity while comparing to agriculture, manufacturing, and less collaboration between the shareholders. In addition to this, COVID -19 outbreak has further increase delay and disrupt the completion of the project. Cost reducing approach like value engineering optimizes the design aspects of the product, process, or services in the design stage, but its bene ts decrease has the project progress. Scope of changing the design decrease in the execution and closeout stage. Cost reconciliation should be done along the entire lifecycle of the project. To increase the value of the project from appraisal to closing out stage, this paper highlights the Value integrated project delivery model framework, which framed along with the RIBA Plan of work to provide a systematic understanding of the project delivery model and emphasizing value in the critical path of work. Elaboration of the synergistic relationship between value engineering with other project management processes like lean construction, risk management, life cycle cost analysis, facility management, bidding process, and vendor management and how the integration of all, would assist to overcome the economic impact, change in strategies and con icts raised due to COVID-19 in the Indian construction sector is the key outcome of the research.

II. AIM AND OBJECTIVE
The main objective of the research work is to frame a value integrated project delivery model to use in the Indian Construction Sector. III. LITERATURE REVIEW Value, de ned as the ratio of bene ts from the course of action to cost incurred .value may be reduced , when cheaper alternative with less lifespan chosen (RICS, 2017). Lawrence D Miles, the pioneer of value engineering was working at General electric. During world war II, there was a shortage of strategic materials required for the war. Miles framed the functional analysis concept with the idea of value and management and held the notion that every product has its speci c purpose. This methodology became much popular and then a learning society formed in 1959 called the society of American Value Engineers. The VE methodology got much attention after the department of de nes implemented (US) it in 1961 by sta ng the full-time value engineer and introduced the clauses in the construction contract. and the various study conducted by the Department of defence to nd more opportunities for applying value engineering. SAVE started grew within the US and then in 1996, SAVE international formed. Since the conception of Value engineering has been used in the various project which has a complicated design, or which entail costly material. (SAVE , 2007). value engineering has an interdisciplinary examination of each factor that provides value enhancement and cost-effectiveness. Value Engineering can apply to the Conceptual, predesign stage, and detailed design and procurement and construction stage. The cost would reduce by new technology, but the functionality has not improved. Value Methodology has a job plan .It says to analyses the product well to develop a greater number of alternatives. It has three stages: pre, value engineering, Post-study. the uniform has developed and cost distribution by Pareto law 20/80 applied. The value engineering analysis has been controlled by functions. (Nitin L. Rane, 2016) "The risk assessment is done for the alternative or the innovative ideas introduced by the value engineering or value management process. This is done in addition to general risk management for the entire project .Since the link between value and risk is not establish ,only technical risk are taken into account .Life cycle cost analysis use to assess the alternative technical design ,to choose the best option considering all the aspects of cost incurred along the entire cycle of the product ,process , or service .Lifecycle cycle costing can be used for choosing the best alternative design for value engineering in evaluation process .Optimal alternative can be attained by assessing the economic impact of innovative idea ,along the entire life cycle of the project .Building Information Modelling and Value Engineering concern with preventing the waste by preventing overprovision of information and functionality ,which increases the cost of the project .BIM also allow visual stimulation and lifecycle cost view from completion to operation and maintenance .BIM enables rapid evaluation of the alternative of value engineering innovative ideas .
The lean construction is a technique to remove the non-value added process from the construction activity to increase the value of the product, service , or process .The lean construction can be applied to optimize the smaller to larger process from design to management of the process ,which is beyond the scope of the value engineering ." (RICS, 2017).Lean integrated Value Engineering for the construction industry ,an approach called LiVE ,which explains the synergy of both the method. The Lean construction and value engineering emphasis more on the value than other value addition tools and technique .The concept of LiVE approach is "systematic approach to identify the client value ,identify the value ow with disruptions ,client pull functional requirement to reduce the cost and waste and adds value to the client's money "the study has seven phases "value establishment phase ","value analysis of functional requirement phase", "value creativity phase ", "value evaluation phase", "value development phase", "value veri cation phase". (E.M.A.C. Ekanayake, 2017) Construction industry started to move from cost-based approach to value based approach. Value engineering does not address the planning, tracking, managing the requirement .The value based approach to managing the construction project ,the client plays major role in initiating it .Value management is evolving it's from to include concepts from quality to other disciplines "To induce the value into management of construction projects ,a broader approach at the regional level is required " (Forgues, 2005).The following are the nine stage for replacing the traditional Plant Design System by value based management framework .1)Developing the speci cation .The client requirement's addressed and speci cation is updated according the requirement of client .2)Requirements are assessed to clarity, meaningful and measurable .3)Functional and non-functional requirement are selected 4)Feasibility study for the intend of client's requirement is checked 5)requirement associate to scope is approved 6)Requirement are traceable to the design 6)Designs are implemented 7)Requirement are inspected through commissioning 8)Quality assurance team will assess the deliverable. (Forgues, 2005) Methodology METHODOLOGY APPROACH The Inductive research approach is chosen to perform the research because not ample theories or research is developed in the value addition along the lifecycle of the construction project. The research is carried out through the following steps in Figure 1.

DATA COLLECTION
The mixed data collection method is selected, because through the Qualitative analysis, a deep understanding of the basics of value and the characteristics of each project management activities are studied. The reason for cost overrun and the impact study during the COVID-19 is carried out, to address the issues in the construction industry. The research areas which has not to be explored and the research gaps are founded. An initial framework is derived, which overcomes the challenges in the construction industry.
Quantitative data collection is carried out to produce the conceptual real-time knowledge, which supports the ideas generated. The industrialist inputs are collected through the questionnaire and quantitative data analysis is done to check the reliability of the primary data collected.   The Likert data are analysed for Reliability analysis using SPSS .The Cronbach alpha value shows the reliability value of the data collected .The reliability test is done for each question .The α value is more than 0.9 in all the cases .So the data collected has excellent internal consistency and very much reliable .
The JLL India, which manages 420 million square ft area, said that maintenance cost would raise.

IMPACT IN REAL ESTATE
The Net absorption and Gross leasing activities have seen declination by 2/3, which is a 40 % decrease compared to Q1 2019, and sales of residential units have dropped to 30-40 in the top 7 cities.
The demand of up to 15 % more space in houses for making it feasible for work from home. The gated community will be preferred, even in tier 3 and Tier 4 cities. Housing loan rate of interest came down to 7.40 %, which will boost the buying capacity, and depicting Rupee against dollar allows NRIs to invest in the residential sector.

SUPPLY CHAIN MANAGEMENT
The availability of material and machinery and way of procuring it from different countries will be di cult and due to the shortage of cement and sand, the price has been increased. There is De-globalization of supply chain management. The project dependents on special equipment, xtures, robotics, and exporting construction material to a foreign country are more likely to get disruptions by supply chain management.

LABOR PRODUCTIVITY
Migrant workers comprise at least 80% of the total workforce population in the construction sector. 30% of the available workforce is still away from the site due to the fear of the Coronavirus. It will take around 3 -4 months for migrant workers to come back to sites and their productivity will be affected not in excess by 30% (RLB , 2020). Reverse migration creates a labor shortage and increases labor costs. Four state governments have passed an order to increase the labor working hours from 8 hours working day to 12-hour working day, but it will shift the burden towards the labors.

CONTRACTUAL OBLIGATION
The traditional project delivery model does not share the risk mutually along with the client and subcontractor. So integrated project delivery model with mutual risk-sharing should be followed Clients / Employers should take care about instructing the closure of sites or for other actions to be taken by contractors to combat COVID-19. This could leave the contractor in a better position under the contract terms than where the contractor elects to close the site or to take relevant action. Force majeure closure in the contract if not well de ned it may end in con icts 6.ECONOMIC IMPACT 11. ECONOMIC RECESSION 1.The construction sector is already facing nancial stress, RERA regulation, tight working capital but along with this COVID-19 outbreak impacts like a disruption in work, and movement of labor, recovery would be very challenging 2.Goldman Sachs put out the GDP growth forecast for India at 1.6%, down from 3.3% 3.Liquidity risk may cause the client and contractor to stop the work due to the overall fragile economic scenario 4.It is too not early to estimate the full nancial impact of the coronavirus crisis. Moreover, the upcoming monsoon will additionally severely obstruct work from June 2020, it will take 7-8 months to completely resumes the work IV.SYNERGY BETWEEN VALUE ENGINEERING AND OTHER PROJECT MANAGEMENT ACTIVITIES BIM enables us to visualize the component with its lifecycle cost so it will be easy to nd the cost consuming building component and to nd alternatives for that. All the information regarding the building components is clearly shown by BIM levels, which enables us to choose an appropriate alternative in terms of cost, timeframe for completion, sustainability, risk, and performance.
Embracing the potential and uses of BIM would save time so the LeVC could understand and analyze the building and client requirements more than spending the time in estimating the lifecycle cost and gathering the information together.

LIFECYCLE COST ANALYSIS
Value engineering and lifecycle cost analysis should be done simultaneously to a product. Both of them are different concepts of cost management. Life cycle analysis would help to identify the operating and maintenance cost, terminal value, and occupancy cost incurred along the life span of the product and in ation rate at the element level, component level for options appraisal are considered. The life cycle cost analysis is done along the evaluation phase of the value engineering to help to nd the best alternative, which serves the same performance requirement. In the evaluation phase, the best alternative can be chosen if the alternative design is chosen based on the lifecycle cost rather than the unit cost of the product, which enhances the net saving. The initial cost of the product may be low but the maintenance and operation cost will be high. Knowing the physical cost of the product is very essential.
The lifecycle cost can be calculated in two ways. One using the historical cost data of similar projects. The second one is the usage of sensitivity analysis which elements are more sensitive to change . Cost Sensitivity shows the degree or extent of change of the Life Cycle Cost of a project with a change in the parameters such as cost, quality, scope, and schedule. Cost Sensitivity Analysis is the trial analysis to address the variability of parameters along the life cycle. The Life cycle cost estimate at different stages of construction is calculated, which can be used for cost benchmarking.   The project delivery model like Integrated project delivery, Design and build, construction management enables the early contractor involvement. The contractors are introduced into the planning stage and their inputs are added from pre-design to handout stage. The client, who has no prior knowledge related to the construction sector can go for this type of nontraditional procurement route. The contractor is involved in cost planning, design, scheduling, and deciding the construction methodology.
In the last planner system, contractors and subcontractors will team up and collaborate with the Design team and BIM planning team, to set milestones, look ahead schedule, and weekly schedule to be completed by the last planners.
The contractor is involved in the value engineering process, so the adverse impact of value engineering alternatives on other construction activity can be identi ed and more value engineering creative ideas can be generated and the degree of execution in the site can be known early.
The facility manager has enough time to generate innovative ideas and to decide the use of technology to increase the performance of the building since the facility manager is involved from the early design stage.
The roles and responsibilities of the client, contractor, and, subcontractor should be de ned with clarity, so con icts and dissatisfaction can be avoided.
The contracts like Target sum contract, guarantee maximum price, and integrated project where the loss/gain attained after the project will be mutually shared by the client and the contractor. The pain and loss percentage should be decided according to the contribution of the individual parties. It encourages the team to collaborate, particularly during a project's challenging or di cult stretches. Better decisions are made since a wider range of expertise is involved.
The target costing and kaizen costing along the entire lifecycle of the project can be achieved by the value integrated project delivery method. Then the pro t attained can be shared as per the contractual obligations. The contractor is more responsible and the performance of them is increased.
Any risk like COVID-19 outbreak can be effectively mitigated in the future, since the risks are shared mutually, and costs associated with the risk can be shared mutually by all the key stakeholders.

PROJECT COST
The direct cost associated with the project will decrease by lean thinking in the execution of the design with lean construction tools and techniques. The waste minimization in the job site, using technology, innovations, target, and kaizen costing, less design error and information sharing using BIM, increased productivity, value-driven facility management will increase the property value and reduce the cost along the life cycle of the project.
The bene ts of value integrated bidding process are the internal value engineering evaluation team evaluates the bids rather than appointing the external value engineering team. For complex projects, the idea generation will be much easier and faster for the value engineering team.
The lifecycle cost benchmarking using BIM, target costing and kaizen costing, Key performance index will indicate the economic progress of the project at different stages of the project and tracked through the entire project. The waste generation in construction is about 57%, which contributes to cost overrun.
The optimism usage of resources like labor, material, plant and machinery, information, transportation using lean tools can decrease the direct cost.
Con ict may occur while setting the target cost. The owner's interest often wants a lower price, where else the contractor seeks for higher target price to have a nancial incentive. This con ict may be resolved by choosing the appropriate team member and open book estimating.

SCHEDULE
The potential bene ts of this project delivery method are construction time reduction due to its extensive planning, and it links the detailed construction planning with the schedule, a phase during design.
The schedule is planned by the team involving the appropriate last planners at each stage. In look ahead plan, where the last planner identi es the constraints in the upcoming task to be performed, at least three weeks before. It helps the contractor to prepare for the task. Constraints are associated with the work to be done are identi ed and resolved within a speci ed period.
Value Stream mapping represents the ow of material and information along the process required to deliver the product, service. It is also known as "material and information ow mapping". It takes a lot of effects to do the value stream map for the process. A map should be drawn to actual work that takes place on the site rather than how we think it to be work. The happening in the site and the ow should be captured well. End to end process mapping will help to identify the waste and issues in the site. Cycle time for each step is to note down and the value-added duration and non-value-added duration are mentioned in the value stream map. Delay, transportation, hand to other subcontractors, waiting time are non-value-added time in this context. The reason for non-value-added time is analyzed and the waste minimization process is applied. Pre-mapping would be helpful for the data collection process before the site visit.

CLIENT SATISFACTION
Value engineering's main principle is to achieve the client's performance requirement and adding more functionality to the project. The value engineering process is started in the earlier stage of the project, so the client has enough time to decide the project scope and requirement, so the contractor can perceive the requirement. A value engineering study should not affect the duration scheduled for the project. The target, kaizen costing also increases the pro tability and the functionality of the project.
The tools like 5s which ensure a well-organized job site and perfection is achieved in the quality of the project by continuous improvement process. Both the value addition techniques will satisfy the client requirement through effective design and well optimize execution process along the entire lifecycle of the project, which will increase client satisfaction.

BUILDING INFORMATION MODELING AND OTHER SOFTWARE USAGES
BIM, a digital, three-dimensional model linked to the database of project information is one of the powerful tools supporting this project delivery model. BIM combines the design, scheduling, costing, fabrication information of interconnected models in a complex project, space planning, energy performance of the building, or component. It enhances the collaboration of the project from design to maintenance.
The visualization of the building model gives the client and contractor a clear understanding of how the project is developed, used, accessed, and how information is shared between participants. In the value engineering process, BIM integrated value engineering model shows all the information combinedly, so decision making is much easier for the client

CONSIDERATIONS TO REVIVING THE INDIAN CONSTRUCTION SECTOR
Construction Technology -off-site construction and modular construction production are much encouraged to enable controlled workspace for labour.
Lean six -sigma, which can increase the production of construction component and Production time, the Production cost can be reduced effectively by reducing the waste and variance in production Productivity -The productivity of labor will decrease due to working with personal protective equipment and lengthening the working hour for 12 hours. The last planner system enables the labor to decide the target to be completed by themself and the visualization of project progress using tools like PPC, a variance will increase their productivity. Daily huddle meetings will align the performance of the last planner daily rather than weekly. During this lockdown period, the labor can be trained about Lean tools, technique, and health, safety norms in the workplace to be followed through virtually Material, Plant & Machinery -Cement and sand price got escalated by 5 % due to supply chain disruption and less availability. The e cacious material and construction methodology are chosen by value engineering and usage is optimized by lean construction tools and technology. Lean logistics can produce better space utilization and increase warehouse e ciency.
Engineering -Target value design can be used. The target cost is set up and value engineering, lean construction is used to achieve the target in the design and construction.
Contracts -Lots of dispute and con icts has raised between client and contractor regarding the loss-sharing incurred due to COVID-19 and claims have been raised .risk and reward sharing type procurement route should be mandated. Value-driven project delivery model, procurement routes like target sum, guarantee maximum price ensure risk, and rewards are shared among the key stakeholder and focus on project successful delivery Operation and maintenance -Need for facility management services has increased, to maintenance, and to create a safer workplace for workers. The workload on the blue-collar will be very high. Value-driven facility management will encourage innovation and economic justi cation is attained.
Digitalization-Use of BIM, IoT, collaboration software, and robots can aid the labor and staff and enhance the quality of the work.
Project scope and scheduling, costing -The project scope and strategies, de-scoping is reviewed. The schedule and cost plan is modi ed according to the modi ed engineering, procurement, delay, in ation, weather impacts .collaborative planning will help to understand di culties faced by both client and contractor, and plan according to which bene ts both the parties.
The bidding process-Indian government should mandate the value engineering process for the construction process. To encourage the value engineering process, Value integrated bidding process for public projects can be introduced. Since most of the infrastructure projects are to be privatized, the value integrated bidding process will be a great initiative in the Indian construction sector.

Conclusion
In India, Industries like manufacturing and Information service started using the value-added approach or client-based approach, the construction sector is still repeating the traditional practices. Client satisfaction and service quality are extremely low in the Indian construction and real estate sector. Major bottleneck hampers cause client dissatisfaction is quality of planning and cost is low, the pre-tendering approval process is low, weak engineering, design, performance, and risk management skills, low prevalence of lean construction, less availability of the skilled contractor and worker, which leads to cost This research focusing on moving the Indian construction sector from a cost-based approach to a value-based approach. The research has addressed the importance of adding worth to the project along the lifecycle of the project. Various processes and tools can enhance the value of the project. To establish a relationship between them, value engineering, which has a systematic approach, and various countries started to mandate its implementation. To characteristics the synergetic relationship of value engineering with other project management activities, the value integrated project delivery model framed.
The systematic process of using the management tools and techniques to add and track the value is elaborated through the RIBA plan of work.
In this recession period, constructional professionals should plan for reviving the construction sector by innovation and technology. The value-driven project model enables the project stakeholder to bounce back with revisited strategies by increase the value of the project. Only around 1-2 percentage of construction projects in India have implemented the value engineering process. The government of India should mandate the value engineering process and private companies should be aware of the bene ts attained by a value-based approach and to make understand the purpose of the study to the client. The client should increase their roles in the project management activity, so they can manage, track their requirement.
Declarations IX. ACKNOWLEDGEMENT I thank my mother Saraswathi , who have supported me throughout the entire process, both by keeping me harmonious and helping me put pieces together. I will be grateful forever for your love.

X. CONFLICT OF INTEREST
The author states that there is no con ict of interest Professional classi cation of respondents