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| Section | Objectives |
|---|---|
| Value Methodology Overview | - Principles of Value Engineering / Value Analysis
|
| Professional Practice Requirements | - Project documentation and reporting - Value study facilitation |
| Job Plan Phases | - Creative Phase
|
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NEW QUESTION # 110
Which factors influence the scheduling of the presentation at the end of the VM study workshop?
Choose 2 answers.
Answer: A,B
Explanation:
The correct answers are C and D . The end-of-workshop presentation is part of the Presentation Phase , whose objective is to obtain concurrence and commitment from the designer, project sponsor, and management to proceed with implementation. SAVE's VM Job Plan identifies Presentation Phase activities as presenting an oral report, preparing the written report, and obtaining implementation commitments. ( UW Courses ) Therefore, the level of management involvement directly affects scheduling because the presentation must be arranged when the decision-making body, sponsor, designer, and appropriate managers are available. The standard states that the VM team presents recommendations to the decision-making body and uses interactive discussion to obtain approval or direction for more information. ( UW Courses ) The number of VM proposals developed also affects scheduling because more proposals require more time for explanation, supporting data, benefit analysis, cost/schedule impacts, risks, and implementation requirements. The Development Phase requires each proposed alternative to include technical data, cost and performance data, schedule impact, and implementation planning before presentation. ( UW Courses ) Team size and general participant count may affect logistics, but they are not the primary scheduling drivers for the formal final presentation.
References/topics: Presentation Phase; Development Phase; VM Proposals; Management Commitment; Implementation Planning.
NEW QUESTION # 111
Which of the following indicates the need to train managers, team members, or decision-makers in the Value Methodology?
Choose 3 answers.
Answer: B,D,E
Explanation:
The correct indicators are poor results , reluctance to participate in a value study , and lack of management support . These are behavioral and organizational symptoms showing that the Value Methodology is not being understood, accepted, or applied correctly. VM depends on a disciplined Job Plan, qualified facilitation, multidisciplinary participation, and informed decision-making. SAVE describes VM as a systematic process applied by a multidisciplinary team to improve value through function analysis, and SAVE also emphasizes education, training, and certification as part of competent VM practice. ( Value Engineering ) Poor results suggest that participants may be using VM tools mechanically without understanding function analysis, value improvement, or the Job Plan logic. Reluctance to participate usually reflects misunderstanding, fear of criticism, or lack of awareness of the benefits of VM. Lack of management support is especially critical because VM programs require sponsorship, resources, implementation authority, and decision-maker commitment. Lack of technical expertise is not primarily a VM training indicator; it is a team composition issue. Lack of funding is a resource constraint, not direct evidence that VM education is needed.
References/topics: VM Programs; VM Training; Management Support; Program Implementation; Team Participation; Value Study Effectiveness.
NEW QUESTION # 112
Which of the following actions should be taken to develop a comprehensive and effective VM study report?
Choose 2 answers.
Answer: A,B
Explanation:
The correct answers are A. List VM proposals developed and C. Focus the report on the major VM proposals .
In the Presentation Phase, the VM study report must document the results of the study in a clear, decision- oriented format. The report should identify the VM proposals developed during the Development Phase, including the recommended change, basis of comparison, cost effect, value improvement, advantages, disadvantages, and implementation considerations. Listing the developed proposals gives decision makers a complete record of the team's actionable outputs.
However, an effective report should not become a raw archive of every discussion, idea, or technical detail. It should focus attention on the major VM proposals that offer meaningful value improvement and require management review or approval. This aligns with the Presentation Phase purpose: to communicate developed alternatives clearly and obtain concurrence for implementation.
Option B is less appropriate because the methodology may be summarized, but an overly detailed methodology section can distract from the proposals and decisions required. Option D is incorrect because technical terminology should be controlled and audience-appropriate; excessive jargon weakens communication.
References/topics: Presentation Phase; VM Study Report; Development Phase; VM Proposals; Decision- Maker Communication.
NEW QUESTION # 113
After reviewing the VM study results, the decision-makers take no action. What strategies could the VM facilitator use to engage the group?
Choose 2 answers.
Answer: C,D
Explanation:
The correct answers are A and D . When decision-makers review VM study results but take no action, the facilitator is dealing with a change-response problem, not simply a technical presentation problem. In VM implementation guidance, this behavior aligns with the early "shock" response to change, where people may mentally shut down because the proposed change feels uncertain, risky, or disruptive. The recommended coping strategy is to create safety, structure, and visible support around the change.
Therefore, discussing allocation of time and resources is appropriate because implementation cannot move forward without clear commitment, staffing, schedule allowance, and management attention. The VM Guide identifies proper allocation of time and resources as a way to provide safety during change. It also states that shock and stress can be reduced by building a support network through a detailed implementation plan . ( pdfcoffee.com ) Option B is incorrect because the guidance emphasizes visible upper management support, not merely lower- level involvement. Option C is incorrect because limiting information increases uncertainty; the recommended approach is to provide broad, clear, and consistent information about the change.
References/topics: Implementation Phase; Change Management Strategies; Implementation Plan; Resource Allocation; Decision-Maker Engagement.
NEW QUESTION # 114
Which of the following are key elements of a risk register?
Choose 2 answers.
Answer: A,B
Explanation:
The correct answers are B and D . A risk register is used to document, organize, and evaluate risks so that the VM team can understand how uncertainty may affect proposed alternatives. The two essential risk-register elements shown in the choices are probability of occurrence and impact on the scope . Probability identifies how likely the risk is to happen. Impact identifies what the consequence will be if the risk occurs, including possible effects on scope, cost, schedule, quality, performance, implementation, or stakeholder acceptance.
In the VM Job Plan, risk thinking becomes especially important when ideas move from creativity into evaluation and development. At that point, alternatives are no longer just possibilities; they must be tested for feasibility, consequences, and implementation exposure. A risk with high probability and high impact demands more attention than one with low probability and minor impact.
Option A, performance criteria , is related to evaluation criteria, not a core risk-register field. Option C, function of the risk , is not a standard risk-register element. Functions belong to Function Analysis and are normally expressed in verb-noun format, while risks are documented as uncertain events or conditions.
References/topics: Evaluation Phase; Development Phase; Risk Register; Risk Probability; Risk Impact; VM Proposal Screening.
NEW QUESTION # 115
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