CVS Exam Dumps - SAVE International Value Methodology Questions and Answers

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.

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.

The correct answers are A and C . In a VM Program, lessons learned should be captured, communicated, and converted into practical improvement for future value studies. Creating a summarized report and sharing it with the project team is appropriate because it records what worked, what did not work, what assumptions changed, what facilitation issues occurred, and what implementation barriers or success factors were observed.

Scheduling a team meeting is also appropriate because lessons learned are most useful when discussed, validated, and connected to future application. SAVE’s VM Job Plan identifies Post-Study activity as completing changes, implementing changes, and monitoring status, with the objective of assuring implementation of approved recommendations. ( courses.washington.edu ) A lessons-learned review supports that same control mindset by improving future VM planning, team selection, facilitation, proposal development, and implementation follow-through.

Option B is weak because storing a report without distribution does not transfer knowledge. Option D is incorrect because successful projects still produce valuable positive lessons that should be repeated.

References/topics: VM Programs; Post-Study Activities; Lessons Learned; Knowledge Transfer; Continuous Improvement; VM Program Management.

The preferable qualities are expertise in their field and availability to attend . In the Preparation or Pre-Workshop stage, the Value Study must be properly planned, organized, staffed, and scheduled before the formal Job Plan begins. The SAVE Study Guide identifies Pre-Workshop activities such as identifying Value Team members , obtaining their commitment to project objectives, and determining study dates, times, location, and other logistical needs. ( )

Technical capability is essential because VM team members must gather and analyze information, identify functions, contribute ideas, evaluate ideas using their experience and expertise, develop alternatives, and present results. The guide specifically describes technical champions as team members selected because of their technical expertise. ( ) Availability is equally important because team members are expected to participate in all meetings, and timely attendance is listed as a responsibility. ( )

Option C is not preferred because VM requires collaborative idea generation, not personal advocacy or forcing individual solutions. Option D is directly contrary to VM team behavior, since the guide stresses open-mindedness and avoiding roadblocks.

References/topics: Preparation Phase; Pre-Workshop Activities; Value Team Member Selection; Team Member Responsibilities; VM Facilitation and Team Dynamics.

The correct answer is Customer FAST . In Value Methodology, FAST is used in the Function Analysis Phase to model how functions relate to each other and to clarify what the project must accomplish from a functional perspective. The customer-oriented version of FAST is specifically designed to reflect that the customer determines value in the function analysis process. The SAVE study guide describes the Customer-Oriented FAST model as a variation that adds customer-focused support functions such as “attract users,” “satisfy users,” “assure dependability,” and “assure convenience.” ( )

This makes Customer FAST the best tool when the study team wants to show customer satisfaction as part of the value logic. Quality Function Deployment can capture or translate the voice of the customer, but the question asks for a tool to show customer satisfaction within the VM function structure. A quality management plan is a project quality control document, not a VM function model. A resource model addresses inputs or resource use rather than customer-perceived value. Therefore, Customer FAST is the most technically precise answer.

References/topics: Function Analysis Phase; FAST Diagramming; Customer-Oriented FAST; Customer Attitude; Function Modeling.

The correct answer is A . Brainwriting is an idea-generation technique in which participants first develop ideas individually and silently in written form before the ideas are shared, reviewed, or expanded by the group. This fits the Creativity Phase because the purpose of that phase is to generate a quantity of ideas related to alternative ways of performing required functions. The SAVE Study Guide identifies the Creative Phase purpose as generating “a quantity of ideas” and asks the fundamental question: “How else may the functions be performed?” It also emphasizes establishing rules that protect the creative environment and using group idea-stimulation techniques. ( )

Option B describes verbal brainstorming, not brainwriting. Option C is incorrect because feasibility screening belongs later in the Evaluation Phase; limiting ideas during creativity suppresses innovation. Option D contains a partial brainwriting concept, because some brainwriting methods allow participants to build on others’ ideas, but the wording “instead of developing their own” is too restrictive and does not represent the core method. Brainwriting begins with silent individual idea capture.

References/topics: Creativity Phase; Idea Generation; Creativity Ground Rules; Group Idea-Stimulation Techniques; Brainwriting.

The correct matches are based on formal Function Analysis classification. SAVE defines a function as what a project, product, or process must do, independent of what it is or how it is accomplished, and it should be stated in active verb/measurable noun form. A basic function is the specific purpose for which the product exists and answers “What must it do?” For prescription eyeglasses, that purpose is Correct vision . SAVE’s function-analysis examples for spectacles also classify Correct Vision as the basic function.

A higher order function represents the broader need or outcome that causes the basic function to exist. Correcting vision exists to Enhance vision , so that is the best higher-order match. A lower order function is outside the study scope and represents a required input. For prescription eyeglasses, the prescription must be determined first; therefore Assess vision is the best lower-order function. A secondary function supports the basic function and results from the selected design approach. In eyeglasses, the frames, bridge, arms, and related hardware support the basic function by Positioning lenses correctly in front of the eyes. “Fit face” is also a supporting idea, but it is less direct than “Position lenses” for this one-slot secondary classification.

References/topics: Function Analysis Phase; Basic Function; Higher Order Function; Lower Order Function; Secondary Function; FAST Logic.

The correct answers are B, D, and E . The VM study report is a formal communication tool prepared after the study to document the study process, findings, developed proposals, expected benefits, implementation considerations, and decision-support information. Therefore, the status of the VM study subject must be considered because the report should reflect the current condition, design stage, project phase, constraints, assumptions, and decisions affecting the subject.

The report must also focus on the typical audience of stakeholders and project managers . These readers need clear, usable information to understand the value opportunities, proposal rationale, cost/performance impacts, and implementation requirements. The report should support management action, not simply record technical discussion.

Option E is also correct because the report should be understandable to people who were not directly involved in the VM study . A good VM report allows future reviewers, decision makers, implementation teams, and auditors to understand what was studied, what alternatives were recommended, and why.

Option A is incorrect because “non-study focus groups” are not a primary consideration in preparing the study report. Option C is incorrect because excessive technical language can reduce clarity; the report should be clear, concise, and audience-focused.

References/topics: Presentation Phase; VM Study Report; Stakeholder Communication; Proposal Documentation; Decision Support.

The correct selections are A and C . A VM proposal title should be clear, concise, and persuasive because it is part of the communication package used to move a value alternative toward management understanding, acceptance, and implementation. In the Presentation Phase, the value team presents value alternatives to management, stakeholders, or decision makers, with the intent of helping them make informed decisions aligned with strategic objectives. The SAVE study guide identifies the Presentation Phase purpose as presenting value alternatives to management and other decision makers, and its outcome includes ensuring stakeholders understand the rationale of alternatives and generating interest to sanction implementation. ( cdn..com )

Therefore, a concise title helps the proposal communicate its central idea quickly without obscuring the function, benefit, or decision point. Framing the title to help sell the concept is also appropriate because a VM proposal must communicate value, not merely describe a technical change. The facilitator should avoid overly specific technical language when it narrows the audience’s understanding, and avoid general jargon because it weakens clarity, credibility, and decision usefulness. A strong title should express the value opportunity in management-facing terms.

References/topics: Presentation Phase; Development Phase; VM Proposal Communication; Value Alternatives; Management Decision Support.

The correct answers are A and B because both are facilitator responsibilities performed during the Pre-Workshop / Preparation Phase . The SAVE study guide defines this stage as the point where the team must “Plan and organize the Value Study” and asks the fundamental question: “What has to be done to prepare for a Value Study?” Its listed activities include obtaining project data, collecting key documents such as scope definitions, drawings, specifications, reports, estimates, gathering customer/user information, distributing information to team members, developing the study schedule, and determining dates, times, location, and logistical needs. ( cdn..com )

Therefore, compiling information for use in the Information Phase is a proper facilitator task. Likewise, developing a high-level agenda or schedule and reviewing it with the client for concurrence is consistent with the preparation requirement to establish scope, objectives, timing, logistics, roles, responsibilities, and management expectations before the workshop begins.

Option C is incorrect because Implementation occurs after the workshop when accepted alternatives are reviewed, action plans are assigned, and changes are tracked. ( cdn..com ) Option D is incorrect because identifying project functions is principally a Function Analysis Phase team activity, not a facilitator pre-workshop decision. ( cdn..com )

References/topics: Preparation Phase; Pre-Workshop Activities; Information Phase Readiness; VM Facilitation and Team Dynamics.