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| Section | Objectives |
|---|---|
| Value Methodology Core Competencies | - Value Methodology Job Plan Application - Advanced VM Practice (Leadership-level application) - Function Analysis - VM Study Execution and Team Management - Value Concept
- Value Methodology Foundations
|
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NEW QUESTION # 20
Which factors influence the scheduling of the presentation at the end of the VM study workshop?
Choose 2 answers.
Answer: C,D
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 # 21
Which of the following indicates the need to train managers, team members, or decision-makers in the Value Methodology?
Choose 3 answers.
Answer: B,C,D
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 # 22
What is needed most for a successful VM program?
Answer: B
Explanation:
The correct answer is A. Upper management commitment . A successful VM program is not sustained by technique alone. It requires organizational authority, visible sponsorship, resources, and follow-through from senior leadership. The SAVE International material identifies the Value Program Manager as reporting to a General Manager or member of Executive Staff , which shows that a VM program must be connected to senior management rather than treated as an isolated technical activity. ( UW Courses ) Following the VM Job Plan is essential for conducting a valid value study, but a Job Plan does not by itself create organizational adoption. Having trained staff is also important, but trained people cannot maintain a program without executive support, project selection, funding, management expectations, and implementation authority. Awareness of laws and standards helps compliance, but it is not the main driver of program success.
Upper management commitment ensures VM is accepted as part of the organization's normal decision- making process. It gives the program credibility, secures participation from departments, removes barriers, and supports implementation of accepted proposals. SAVE's Study Guide also recognizes VM as an organizational effort used to stimulate innovation and improve performance, which requires management- level support. ( ) References/topics: VM Programs; Management Commitment; Value Program Manager; Organizational Support; VM Program Success.
NEW QUESTION # 23
A team wants to skip Function Analysis because the design solution already appears obvious. What is the best CVS-level response?
Answer: A
Explanation:
The correct answer is C . Function Analysis is not an optional administrative exercise. SAVE's VM Standard states that, for a study to qualify as a Value Study, the team must follow an organized Job Plan and perform Function Analysis as defined in the standard. It also states that the team defines functions using active verb
/measurable noun language and analyzes them to determine which need improvement, elimination, or creation.
Option A is wrong because expert confidence does not replace the VM process. Experts are valuable, but they often carry design bias. Option B destroys the logic of the Job Plan because Development should refine selected ideas, not bypass function understanding. Option D may provide useful cost intelligence, but benchmarking does not identify required functions or function relationships. The disciplined CVS answer is that Function Analysis protects the team from solution fixation. It reveals what must be accomplished, which functions consume resources, and where value mismatches exist. Skipping it reduces VM to ordinary design review.
References/topics: Function Analysis Phase; Valid Value Study; VM Job Plan Discipline.
NEW QUESTION # 24
The Value Methodology
Choose 2 answers.
Answer: B,D
Explanation:
The correct answers are A and D . Value Methodology is defined by SAVE International as a systematic process used by a multidisciplinary team to improve project value through the analysis of functions. Because the method intentionally brings together people from different technical, operational, cost, owner, user, and management perspectives, it naturally encourages multidisciplinary communication . The SAVE Study Guide also explains that function naming helps multidisciplinary teams build a shared understanding of project requirements, which supports clearer communication and better identification of value-improvement opportunities. ( ) The second correct answer is develops realistic budgets . VM evaluates required functions against resources such as materials, labor, price, time, and other cost drivers. This function/resource relationship helps teams understand what the project must accomplish and what resources are reasonably required. OMB's Value Engineering policy also describes VE as a management tool used to ensure realistic budgets , remove nonessential costs, and maintain acceptable quality. ( George W. Bush White House Archives ) Option C is incorrect because VM does not maintain paradigms; it challenges assumptions and existing approaches. Option B may occur as an indirect benefit, but it is not the stronger core answer for this two- response item.
References/topics: Value Methodology Definition; Multidisciplinary Team; Function/Resource Relationship; VM Job Plan; VM Programs.
NEW QUESTION # 25
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