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| Section | Weight | Objectives |
|---|---|---|
| Tools and Techniques | 20% | - Decision-making and evaluation tools - Creative thinking and idea generation methods - Function analysis system technique (FAST) - Cost analysis and worth assessment |
| Standards, Ethics and Application | 10% | - Professional ethics and responsibilities - Application in different industries and sectors - SAVE International standards and guidelines |
| Leadership and Facilitation | 15% | - Leading value study teams - Stakeholder management and communication - Workshop facilitation skills |
| Value Methodology Principles and Concepts | 25% | - Definition and core concepts of Value - Origins, development and application scope of Value Methodology - Value index, function and cost relationship |
| Value Methodology Job Plan | 30% | - Information phase - Development phase - Preparation phase - Presentation and implementation phase - Function analysis phase - Creative phase - Evaluation phase |
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NEW QUESTION # 12
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: B,C
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 # 13
Which of the following are typically documented in the "accepted" VM proposal status report?
Choose 3 answers.
Answer: C,D,E
Explanation:
The correct answers are A. Next update, D. Tracking identification number, and E. Performance impacts . In the Implementation Phase, accepted VM proposals must be tracked so that the organization can confirm whether the approved value improvement is actually being carried into execution. The VM Guide explains that implementation status reports formally document and track the status of VM proposals and are used by VM program managers to follow implementation progress. It specifically identifies a tracking identification number as the code used to track the change within the organization, and it also requires discussion of performance impacts , including any deviation from the VM team's original performance assessment. ( pdfcoffee.com ) A next update is also appropriate because implementation status reporting is not a one-time record; it is a continuing control mechanism. The guide identifies "Next update" as the date of the next implementation status update. ( pdfcoffee.com ) Option C is incorrect because the VM study presentation is an input used earlier to resolve proposals, not a documented element of an accepted proposal status report. Option B is administrative and may appear in some organizations, but the essential accepted-proposal tracking content focuses on traceability, implementation follow-up, and validated impacts.
References/topics: Implementation Phase; Implementation Status Reports; Accepted VM Proposals; Tracking Identification Number; Performance Impacts; Next Update.
NEW QUESTION # 14
Which of the following are key considerations when selecting an in-person meeting room?
Choose 4 answers.
Answer: B,C,D,E
Explanation:
The correct answers are C, D, E, and F . Selecting an in-person VM workshop room is a Preparation Phase responsibility because the facilitator must create conditions that support team interaction, visible work products, and uninterrupted execution of the Job Plan. The SAVE Study Guide identifies Pre-Workshop activities as planning and organizing the Value Study, including determining "study dates, times, location and other logistical needs." ( ) It also emphasizes that the VM Job Plan supports team synergy through a structured process, not isolated individual opinions. ( ) A U-shaped table arrangement supports facilitation because participants can see one another, engage in discussion, and view flip charts or projected material. Availability for the full workshop duration is essential because the Study Guide notes that sufficient time must be allotted to apply the VM process and document findings; losing the room interrupts phase continuity. ( ) Windows and wall space matter because VM workshops rely heavily on posted functions, FAST diagrams, idea lists, evaluation matrices, and proposal development materials. Temperature controls are also important because an uncomfortable environment reduces concentration and participation during long workshop sessions. Chair comfort and site proximity may be useful, but they are secondary compared with room layout, uninterrupted access, display/workspace, and environmental control.
References/topics: Preparation Phase; Pre-Workshop Logistics; VM Facilitation; Workshop Environment; Team Dynamics.
NEW QUESTION # 15
A VM program's standard operating procedures should include
Answer: B
Explanation:
The correct answer is B . A VM program's standard operating procedures should define how candidate subjects or projects are identified, screened, selected, prioritized, and authorized for VM studies. This belongs to VM program governance because limited VM resources must be applied to subjects with appropriate scope, timing, information availability, organizational importance, and value-improvement potential. SAVE's Value Standard states that the standard assists managers and value program managers in applying VM within organizations in a consistent manner, and also guides practitioners and managers in determining when to apply VM to a project to maximize innovation and implementation benefits. ( wsdot.wa.gov ) Option A is too rigid. SAVE recognizes multidisciplinary teams of experienced professionals and stakeholders; people outside the project may be added for perspective, but every team member is not required to be independent from the development team. ( wsdot.wa.gov ) Option C is incorrect because functions are not pre-listed generically; they are identified specifically for the study subject during Function Analysis.
Option D is also incorrect because creativity should encourage broad idea generation, but the SOP should not prescribe a fixed number of ideas as a universal requirement. VM procedures should standardize the management process, not force artificial technical outputs.
References/topics: VM Programs; Program SOPs; Study Subject Identification; Value Program Management; Study Selection Criteria.
NEW QUESTION # 16
One member of the group is dominating the discussions. What approach should the VM Facilitator use to engage the group?
Answer: D
Explanation:
The correct answer is D. ask questions of the quiet members . In a VM workshop, the facilitator must maintain balanced participation so the team benefits from the full range of technical, operational, customer, and stakeholder perspectives. A dominating participant can unintentionally suppress alternative viewpoints, reduce creativity, and weaken the quality of evaluation and consensus. The facilitator's response should therefore be corrective but professional, not punitive.
SAVE International guidance identifies the team leader's responsibilities as keeping the team focused, keeping team members involved in the discussion and work, keeping the team together, and acting as a catalyst while being diplomatic rather than dictatorial. ( ) Asking quiet members targeted, neutral questions directly supports these responsibilities because it redistributes participation without embarrassing the dominant person or disrupting team cohesion.
Option A is too extreme and damages trust. Option B worsens the imbalance by allowing quieter members to remain disengaged. Option C may distract the group but does not solve the participation problem. The best facilitation technique is to invite quieter members into the conversation through open-ended questions, round- robin input, or direct prompts tied to their expertise.
References/topics: VM Facilitation and Team Dynamics; Team Leader Responsibilities; Balanced Participation; Group Engagement; Workshop Control.
NEW QUESTION # 17
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