Insights

In capital project circles, “value engineering” (VE) is often considered a smart move. Even the title sounds like a winner. Who doesn’t want value? And sometimes VE does what the title implies: Adds value to a project. Sounds great! Indeed, VE is regularly used to improve an existing design just before construction. But in that context, is it actually a good thing, or is it an indicator of an underlying issue? This article explores Value Engineering: What it is meant to be, how it’s misused, and what to do instead.

Every capital project must answer a fundamental question: How does this investment advance the business? Hansen-Rice, Inc. has proven that successful facility initiatives begin by aligning project scope with the company’s business priorities from the outset. Doing so improves ROI predictability, shortens approval cycles, and builds confidence in delivery. With scope defined by business goals, organizations move forward with greater clarity and coordination across teams.

In capital projects, time isn't just money, it's also market position, operational agility, and stakeholder confidence. Whether you're a decision maker overseeing market expansion or a manager responsible for project execution, minimizing time to market delivers tangible competitive advantages and protects your reputation. At Hansen-Rice, we know that compressing project timelines without compromising quality is essential.

In today’s construction environment, success often hinges on the ability to navigate risk. One of the most consistent and difficult risks facing project teams is supply chain disruption. Whether the project involves a new industrial facility, an automated facility, or a complex expansion, delayed materials and extended lead times can derail both schedule and budget.