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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.

In this chapter, the nature and extent of corruption in the construction industry is considered from a worldwide perspective, but particularly in the context of research conducted in South Africa. The definition of corruption is expanded to include conflict of interest and unethical conduct. Corruption in the construction industry is found to be universal and pervasive, occurring in all areas, at all stages, at all levels, and in all forms. A simple triangular model of corruption is replaced by a more complex four-dimensional risk-based model. The challenge for the construction industry, in combating corruption, will essentially require multilateral action in all four dimensions of the enhanced model: eliminating and reducing opportunities where possible; relieving the pressures to commit corrupt acts; rebutting the rationales and arguments used to excuse corruption; and substantially improving and innovating more forensic methods of detection. While the decision to engage in corruption is risk-based, particularly in terms of the capacity to evade detection; in essence corruption is a cultural and moral issue for society.

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.

The pursuit of sustainable development goals (SDGs) is the primary driver of road infrastructure development (RID), but multiple parties are involved in the process, causing confusion. To effectively manage stakeholder processes, Jeffry (2009) proposed a framework based on a preventative double-path relationship between stakeholders and institutions. Bal et al. (2013) proposed a five-stage framework for stakeholder management, which includes identifying key players and issues, conducting analysis and plans, tightening restraints on making promises, creating a plan and soliciting input from interested parties, and monitoring its effectiveness. Successful stakeholder management for sustainable road infrastructure project (SRIP) implementation has been shown to have several benefits, such as enhanced understanding of the fiscal position, improving status, building relationships, developing trust, and enduring collaborative relationships, distributing skills and practices, and recognizing and mitigating threats and vulnerabilities. Infrastructure projects involving roads include a range of complex activities, and it is essential for infrastructure projects to evaluate potential project partners prior to making a final decision. Dealing with many stakeholders and maintaining a reasonable degree of concordance between their interests is crucial for fruitful endeavours. It is important for project groups and partners to have a shared understanding of the project’s goals and solicit their input and for a precise approach to identify and manage project partners throughout the execution phase. However, RID is still in its infancy when it comes to managing stakeholders and relationships. Stakeholder management has been ad hoc due to a lack of standardized methodologies, approaches, strategies, and processes, and infrastructure development procedures should include a systematic approach to managing stakeholders. The bulk of SRIP implementation needs come from stakeholders, making project partners crucial. The sustainable development (SD) strategy emphasizes the importance of SRIP execution to stakeholders, such as architects, quantity surveyors, conservationists, environmentalists, regional managers, project managers, suppliers, subcontractors, and sustainability consultants. This section of the research addressed the omissions of previously analysed comprehensive factors in SID models and frameworks, including climate change response, public involvement, and stakeholder management. Strategies for filling these gaps were discussed. An analysis of relevant academic literature was conducted.

The construction industry can be characterised as a sector of the economy that uses planning, design, construction, maintenance and repair, and operation to transform various resources into physical facilities in both developed and developing countries. Residential and non-residential structures, as well as heavy construction, are among the types of public and private facilities built, and these physical facilities play an important and visible part in the development process. Major participants in the construction industry include the design team (architects, engineers and quantity surveyors), management consultants, general contractors, heavy construction contractors, special trade contractors or subcontractors, and construction workers, as well as the owners, managers and users of the built facility. Building financing and insurance businesses, land developers, real estate agents and material and machinery suppliers and distributors, to name a few, are all involved in construction, yet they are categorised as independent but connected industries. Cost is a major factor that affects and determine the choice and engagement of these processes and stakeholders, and the same has been a measure of project success from the time immemorial.

Course credentialing essentially involves the implementation of digital badges. A number of studies have recently been conducted that clarify this philosophy and promote their adoption in learning programmes. The research presented in this chapter contributes to the body of knowledge on learning and teaching regarding the comparative analyses of learning outcomes, multidimensional credentialing and digital badges relevant to the pedagogy of construction management. The aim of this research was to determine the maturity of multidimensional credentialing within its online pedagogy in particular. A review of literature pertaining to course multi-disciplining, accreditation, credentialing and digital badges had been conducted. Comparative analyses were performed to allocate learning outcomes of the tertiary institution and two accrediting bodies onto each unit in the online delivery mode of a Construction Management Bachelor Degree course. These analyses had yielded three matrices that could assist decision-making on how to assess learning in each unit. The results revealed that almost all units in this course had implemented at least one tertiary institution and accrediting body learning outcome.

Green building (GB) is an important aspect of sustainable development that advocates for practices that enhance the health and well-being of the occupants and communities with minimal impact on the environment. The adoption of the GB concept is low in most developing countries. This study aimed at assessing the extent of the adoption of GB concepts in Kakamega municipality as a case study. The study sampled 64 respondents which consisted of 15 professionals in the building industry and 49 commercial and residential buildings within the municipality. The results indicated that at least 80% of the professionals were aware of GB concepts of water efficiency, energy efficiency, sustainable materials, sustainable site practices, and indoor environmental quality (IEQ). Water efficiency practices that were widely adopted in commercial and residential buildings were rainwater harvesting and the use of efficient plumbing fixtures. The energy-saving measures adopted were switching off appliances when not in use, use of energy-saving bulbs, and solar energy. The majority of the respondents felt that the indoor air quality was fair. Resource reuse was not widely adopted which could be attributed to a lack of policy or legislation. Low impact development (LID) design of vegetated storm conveyance and rain gardens (bioretention and porous/permeable pavements) was adopted in 42.9% of the buildings. Research into the use of sustainable materials is recommended for wider application as a GB concept. The study recommends the promotion of GB through incentives to enable wider adoption among the owners and developers. Furthermore, GB legislation and certification programs need to be adopted in Kenya. This study was largely based on Leadership in Energy and Environmental Design (LEED) criteria and thus further studies are required on other assessment tools and methods.