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| Section | Weight | Objectives |
|---|---|---|
| Topic 1: Tools and Techniques | 20% | - Creative thinking and idea generation methods - Decision-making and evaluation tools - Cost analysis and worth assessment - Function analysis system technique (FAST) |
| Topic 2: Leadership and Facilitation | 15% | - Stakeholder management and communication - Leading value study teams - Workshop facilitation skills |
| Topic 3: Standards, Ethics and Application | 10% | - Application in different industries and sectors - SAVE International standards and guidelines - Professional ethics and responsibilities |
| Topic 4: Value Methodology Job Plan | 30% | - Presentation and implementation phase - Creative phase - Information phase - Development phase - Function analysis phase - Preparation phase - Evaluation phase |
| Topic 5: Value Methodology Principles and Concepts | 25% | - Value index, function and cost relationship - Definition and core concepts of Value - Origins, development and application scope of Value Methodology |
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NEW QUESTION # 138
A small group within the VM team is sitting silently and won't engage. What should the VM facilitator do?
Answer: B
Explanation:
The correct answer is B. Open discussions with the group . In VM facilitation, silence from a subgroup is a participation barrier that must be addressed constructively, not punished or ignored. The facilitator's responsibility is to maintain a productive team environment, encourage balanced participation, and protect the integrity of the Job Plan. SAVE-related VM guidance emphasizes that the team leader must have both Value Methodology training and team facilitation capability, including strong leadership and communication skills. ( UW Courses ) A silent subgroup may indicate disagreement, confusion, resistance, lack of psychological safety, or hidden technical concerns. Opening discussion allows the facilitator to surface the cause without embarrassing the participants. This may be done through neutral questions, direct invitation, small-group check-ins, or reframing the issue so the subgroup can contribute safely.
Option A is inappropriate because asking them to leave damages trust and reduces multidisciplinary input.
Option C is incorrect because ignoring disengagement allows dysfunction to grow. Option D may help later, but engaging others first does not address the disengaged subgroup directly. The facilitator should first open communication with the silent group and reintegrate them into the VM process.
References/topics: VM Facilitation; Team Dynamics; Communication Skills; Participation Management; VM Study Team Leadership.
NEW QUESTION # 139
The decision-makers agreed to implement a VM proposal requiring an organizational change. What should be done to improve success?
Choose 2 answers.
Answer: A,B
Explanation:
The correct answers are A. Encourage participation by those affected by the change and D. Appoint an oversight committee . In the Implementation Phase, the approved VM proposal must be converted from an accepted recommendation into an actual organizational action. When the proposal requires organizational change, technical approval alone is not enough; successful implementation depends heavily on acceptance, ownership, coordination, and follow-through.
Encouraging participation by those affected by the change is essential because employees, managers, operators, and process owners who must live with the change often understand the practical barriers, workflow impacts, training needs, and resistance points. Their involvement improves buy-in and reduces implementation failure.
Appointing an oversight committee is also appropriate because organizational change normally crosses departments, responsibilities, and authority levels. Oversight provides governance, monitors progress, resolves conflicts, confirms accountability, and ensures the approved VM proposal remains aligned with the intended value improvement.
Option B is less suitable because an implementation plan should be clear and controlled, but not so rigid that it prevents adjustment during organizational transition. Option C is not required; a consultant may help in special cases, but it is not a primary VM implementation requirement.
References/topics: Implementation Phase; Change Adoption; Stakeholder Participation; Implementation Governance; VM Proposal Follow-Through.
NEW QUESTION # 140
Which of the following support an organization in lessons learned from a VM study?
Choose 2 answers.
Answer: A,C
Explanation:
The correct answers are B and C . Lessons learned from a VM study are intended to strengthen organizational learning, improve future VM applications, and convert study experience into repeatable management knowledge. SAVE's study guidance identifies Value Study follow-up as the activity used to follow up on implementation results and improve the application of VM for future studies. It specifically includes preparing reports of study results and lessons learned, identifying missed opportunities, identifying roadblocks to innovation, debriefing and recording lessons learned, and integrating results into the organization's lessons- learned or program reporting system. ( cdn..com ) Therefore, documenting both successes and challenges is essential because lessons learned must be balanced, factual, and useful for future teams. Capturing only positive outcomes would distort the learning record, while capturing only failures would create blame rather than improvement. Requiring changes based on specific challenges is also appropriate because lessons learned should result in corrective or preventive action where recurring obstacles, process gaps, or implementation barriers are identified.
Option A is incorrect because VM lessons learned should not be a blame exercise focused on design errors and responsible individuals. Option D is incorrect because negative impacts must not be filtered out; they are often the most important source of improvement.
References/topics: VM Programs; Value Study Follow-Up Activities; Lessons Learned; Program Reporting; Implementation Feedback.
NEW QUESTION # 141
Which of the following are typically documented on an Implementation Form?
Choose 3 answers.
Answer: A,B,E
Explanation:
The correct answers are B, D, and E . An Implementation Form is used after VM proposals have been developed, presented, reviewed, and moved into disposition or execution tracking. Its purpose is to identify each accepted or pending value alternative clearly enough that management, the project team, and follow-up reviewers can track what proposal is being implemented, who developed or owns it, and how it will be handled.
The SAVE International Study Guide describes Implementation Activities as ensuring accepted value alternatives are implemented and that projected benefits are realized. It further identifies activities such as conducting an implementation meeting, determining the disposition of each value alternative, establishing action plans, obtaining commitments, setting timeframes, tracking value achievement, and validating benefits.
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Therefore, an implementation form normally requires traceable proposal identifiers: the VM proposal number
, the title of the VM proposal , and the developer or originator/responsible party . These fields allow each proposal to be tracked from study recommendation through acceptance, rejection, modification, and completion. A creative idea list belongs to the Creativity Phase record, not implementation tracking. Risk impacts may support development or recommendation documentation, but they are not as fundamental as proposal identity and responsibility fields on the implementation form.
References/topics: Implementation Phase; VM Proposal Tracking; Action Plans; Follow-Up; Value Study Recommendation Documentation.
NEW QUESTION # 142
Which of the following are balanced scorecard perspectives?
Choose 2 answers.
Answer: A,B
Explanation:
The correct answers are A. Cost and D. Innovation . In the CVS/Value Methodology program-management context, a balanced scorecard is used to measure organizational or program performance from more than one viewpoint, rather than judging success only by a single financial result. The traditional balanced scorecard framework includes financial, customer, internal process, and innovation/learning perspectives. Kaplan and Norton's original balanced scorecard concept includes an innovation and learning perspective, which makes Innovation a direct match. ( Harvard Business Review ) Cost is also acceptable because it represents the financial perspective of the scorecard. Financial measures commonly include cost, profit, expense control, return, and other resource-based measures. ACCA explains the financial perspective as measuring traditional financial performance, including costs and related financial indicators. ( ACCA Global ) Design is incorrect because it is a technical or product-development activity, not a balanced scorecard perspective. Marketing is also incorrect because it may support customer strategy, but the actual scorecard perspective is normally called the customer perspective , not marketing. Therefore, the best two answers from the given options are Cost and Innovation .
References/topics: VM Programs; Balanced Scorecard; Financial/Cost Perspective; Innovation and Learning Perspective; Program Performance Measurement.
NEW QUESTION # 143
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