Value Management Implementation as Determinants of Overall Project Success: An Empirical PLS-SEM Study of Building Projects in Oman

The construction sector in developing countries continues to face persistent challenges related to cost overruns, projects delays, and compromised quality performance. In Oman, these concerns have hindered the ability of construction industry to achieve sustainable project success. This study aimed to empirically assess the effect of value management (VM) implementation on overall project success (OPS) in building projects in Oman using the partial least squares structural equation modelling (PLS-SEM). The questionnaire content was validated by 30 construction management experts using the content validity index (CVI). Data from 272 professionals across the construction sector in Oman were collected using a structured questionnaire to assess VM activities and OPS. The results indicated that VM implementation has a significant positive effect on OPS, with all phases except the creativity phase showing statistically significant relationships. The analysis showed a high coefficient of determination (R2 = 0.803) and a large effect size (f2 = 0.793), indicating that VM implementation explains over 80% of the variance in project success. Cost (β = 0.945) was the most significant success measure, followed by time (β = 0.883) and quality (β = 0.843). These results highlighted that the application of VM improves the performance of construction projects through the optimization of cost efficiency, improving scheduling reliability, and ensuring quality compliance. This study provided empirical evidence on the role of VM implementation in improving the overall project success by quantitatively linking VM phases to cost, time, and quality performance in developing countries. The findings offered practical guidance for policymakers and practitioners to integrate VM early in construction projects.