CVS Certified Value Specialist Questions and Answers

The correct answer is B. $12,000 . This question asks only for the repair and replacement costs of Car B , not the full life-cycle cost. Therefore, the initial purchase price of $50,000 and the fuel cost data are irrelevant for this specific calculation. The only repair/replacement item listed for Car B is tires every two years at $2,000 .

The service life is 12 years . Since tires are replaced every 2 years , the number of replacement cycles is:

12 years ÷ 2 years = 6 replacement cycles

The total repair and replacement cost is therefore:

6 × $2,000 = $12,000

Option A. $6,000 would represent only three tire replacements, which does not cover the full 12-year service life. Option C. $10,000 would represent five replacements; that approach would exclude the final two-year replacement interval, but this question’s wording asks for costs for the service life , so the full 12-year period is counted. Option D. $4,000 covers only two replacement cycles and is clearly incomplete.

In the Evaluation Phase, the CVS candidate must separate initial cost , annual operating cost , and periodic repair/replacement cost before performing life-cycle calculations. This question isolates the periodic replacement-cost component only.

References/topics: Evaluation Phase; Life-Cycle Cost; Repair and Replacement Costs; Recurrent Cost; Cost Classification.

The correct answer is D. Describe the project . During the Information Phase, the VM team must gain a shared and factual understanding of the project before performing function analysis or generating alternatives. The designer’s role is to explain the current design, project background, design intent, major assumptions, technical criteria, constraints, drawings, specifications, cost basis, and reasons behind key design decisions. This helps the VM team understand what has been proposed, why it has been proposed, and what limits or requirements must be respected during the study.

Option A is not the best answer because defining expectations is usually led by the sponsor, owner, or VM facilitator during planning and study setup. Option B belongs primarily to the Preparation Phase, where the study scope, participants, agenda, and logistics are established. Option C is incorrect because identifying functions is the responsibility of the VM team during the Function Analysis Phase, not the designer’s primary role in the Information Phase.

The designer provides the technical baseline; the VM team then analyzes that baseline objectively. Without a clear project description, later phases may address the wrong problem or challenge valid requirements incorrectly.

References/topics: Information Phase; Designer Role; Project Background; Design Intent; VM Job Plan.

The correct matching follows the logic of the SAVE Value Methodology Job Plan. The Information Phase establishes factual understanding of the study subject, so its controlling question is “What is it?” The SAVE VM Standard describes this phase as reviewing current project conditions and identifying study goals. The Function Analysis Phase asks “What does it do?” because the team defines the project’s functions in active verb/measurable noun form and analyzes which functions require improvement, elimination, or creation. The Creativity Phase asks “What else will do it?” because the team identifies alternative ways to perform the required functions. The Evaluation Phase asks “Will it work?” because ideas are screened against value potential, performance requirements, and resource limits. The Development Phase asks “What are the details?” because selected ideas are expanded into documented alternatives or proposals. Finally, the Presentation Phase aligns with “What if?” because decision makers must understand the implications, adequacy, risks, and value improvement opportunity before approving implementation. SAVE identifies these six phases as sequential and states that each phase provides the information needed for successful execution of the next phase.

References/topics: Value Methodology and Job Plan; Information Phase; Function Analysis Phase; Creativity Phase; Evaluation Phase; Development Phase; Presentation Phase.

The correct answers are A, C, and D . In FAST diagramming, scope lines define the boundary of the subject being studied. They separate what is included in the VM study from functions that explain the larger reason for the study or the initiating input outside the study boundary. SAVE’s VM glossary explains that a FAST diagram includes scope lines and classified functions such as basic, higher-order, and lower-order functions. It also defines subject scope as the portion of the project, product, or process selected for the value study. ( )

Option A is correct because scope lines represent the limits of the VM study subject. Option C is correct because the basic function is placed immediately to the right of the left scope line; it represents the essential purpose of the subject within the study. Option D is correct because the higher-order function is placed to the left of the left scope line and explains the broader need or goal for which the basic function exists. SAVE defines the higher-order function as outside the scope of the subject under study. ( )

Option B is not selected because the key convention is boundary placement, not “solid line” style. Option E is incorrect because the lower-order function is outside the right scope boundary, not immediately left of it.

References/topics: Function Analysis Phase; FAST Diagram; Scope Lines; Basic Function; Higher-Order Function; Lower-Order Function.

The correct answers are A, D, and E . A Function Performance Specification is used to define performance requirements in terms of the functions that must be achieved, not in terms of a predetermined design solution. In VM, value is linked to functions measured by the customer’s performance requirements, and the methodology seeks alternate ways to accomplish a function while meeting customer performance expectations. ( )

Therefore, it accurately identifies requirements specific to functions . FPS characterizes each function through criteria, expected performance levels, and flexibility, which makes the requirement measurable and traceable. ( Value Analysis ) It also communicates customer performance wants and needs because it documents what the user or customer expects the solution to accomplish. The FPS approach expresses needs and expected performance without reference to a specific solution, allowing broader innovation while maintaining customer requirements. ( Value Analysis )

It also helps uncover hidden assumptions because vague wants must be translated into explicit criteria, levels, and flexibility. Option B is incorrect because FPS does not evaluate or limit VM team options; it defines functional performance expectations. Option C is incorrect because FPS should avoid constraining designers to a specific design.

References/topics: Function Analysis Phase; Function Performance Specification; Customer Requirements; Performance Criteria; Functional Requirements.

The correct answers are A. Review VM proposals and C. Rewrite VM proposals . During the Development Phase, selected ideas are converted into formal VM proposals with enough documentation for decision makers to determine whether implementation is justified. SAVE’s VM Standard Reference states that, in this phase, the VM study team develops selected ideas into VM proposals with sufficient documentation for implementation decisions.

The facilitator’s role is not to become the technical author or researcher for each proposal. Instead, the facilitator manages the process, maintains consistency, reviews proposal quality, checks clarity, confirms that required elements are included, and helps revise or rewrite proposal narratives so they are understandable, complete, and decision-ready. This aligns with the facilitator’s broader duty to lead the multidisciplinary VM process, keep the team disciplined within the Job Plan, and ensure outputs support value-based decisions. SAVE describes VM as a systematic process used by a multidisciplinary team led by a qualified VM facilitator.

Option B is incorrect because proposal preparation is primarily the responsibility of assigned team members or technical specialists. Option D is incorrect because background research is normally performed by the proposal owner or subject-matter experts, not by the facilitator as a primary role.

References/topics: Development Phase; VM Proposal Development; VM Facilitator Role; Proposal Review and Revision; VM Job Plan.

The correct answers are A, B, and C . An implementation plan for accepted VM proposals must translate approved recommendations into executable action. Therefore, it must identify the implementation costs , the responsible parties , and the schedule for completing the required activities. The SAVE Value Methodology Standard states that during proposal development, the team prepares implementation requirements, including estimated initial costs, life-cycle costs, and implementation costs , while accounting for risk and uncertainty. It also requires technical data to identify schedule impact. ( UW Courses )

The same Standard further specifies that the implementation plan should include the proposed schedule of all implementation activities, team assignments, and management requirements. This directly supports responsibility and schedule as required plan elements. ( UW Courses ) In the Implementation/Post-Study activity, assignments may be made to VM team members or to other individuals designated by management, so the key requirement is not generic “VM Team involvement” but clear accountability. ( UW Courses ) “New proposals” are not part of the implementation plan for already accepted proposals; they would belong to a new study cycle or further development.

References/topics: Implementation Phase; Development Phase; Implementation Plan; Accepted VM Proposals; Responsibility Assignment; Schedule and Cost Requirements.

The correct answers are A, C, D, and E . Pareto’s law of distribution, often expressed as the 80/20 principle , is used in Value Methodology to focus team attention on the “vital few” items that create the greatest effect. In a VM study, this principle helps the team avoid spreading effort equally across all issues and instead concentrate on the limited number of elements that drive most of the project impact.

It can be applied to time , because a small number of activities often consume most of the schedule or create major delay exposure. It can be applied to quality , because a limited group of defects, failures, or performance gaps may account for most quality problems. It can be applied to risk , because a small number of risk events often carry the largest probability-impact burden. It is also highly applicable to costs , because VM studies commonly use cost models and cost distribution to identify high-cost elements for function analysis and value improvement.

Standards are not normally treated as Pareto-distributed variables; they are requirements or constraints. Performance is important in VM, but Pareto application is more directly tied to measurable distributions such as cost, time, quality problems, and risk exposure.

References/topics: Information Phase; Pareto Analysis; Cost Modeling; Risk Identification; Quality Drivers; Schedule Drivers.

The correct answer is A . The basic function is the essential purpose for which the project, product, or process exists. SAVE’s dictionary defines the basic function as the specific purpose for which the subject exists and states that it answers, “What must it do?” This is one of the most important concepts in the CVS exam because the basic function anchors function analysis, FAST diagramming, creativity, and evaluation.

Option B is incorrect because cost is a resource measure, not the basic function itself. Cost becomes meaningful only when compared with function, worth, performance, and user need. Option C is irrelevant to function. Option D may matter in procurement or schedule evaluation, but it does not define why the subject exists. A team that fails to identify the basic function often becomes trapped by existing design assumptions. For example, a wall may be assumed necessary, but the basic function might be “separate spaces,” which could be achieved by many alternatives. Function abstraction is the discipline that opens the door to value improvement.

References/topics: Basic Function; Function Classification; Function Analysis Phase.

The correct answers are A and D . In the Creativity Phase, the VM team deliberately moves beyond the current design, process, or solution and generates alternative ways to perform the required functions. SAVE’s Value Methodology Standard defines the Creative Phase as the point where the team uses creative techniques to identify other ways to perform the project’s functions .

Envisioning the ideal promotes innovation because it removes premature constraints and helps the team imagine the best functional outcome before judging feasibility, cost, or implementation difficulty. This supports divergent thinking, which is essential during Creativity. Modifying what currently exists also promotes innovation because many value-improving ideas are produced by adapting, improving, simplifying, combining, or changing an existing concept rather than inventing a completely new one.

By contrast, maintaining existing solutions does not promote innovation because it preserves the current approach and limits alternative thinking. Testing old combinations is also not the best answer because the Creativity Phase is focused on generating possibilities, not testing or validating them. Testing, screening, and ranking belong more naturally in the Evaluation Phase.

References/topics: Creativity Phase; Creative Thinking; Alternative Generation; Function-Based Innovation; VM Job Plan.

The correct answer is A. Carpet $120,000 . This question applies life-cycle cost comparison , which is commonly used in the Development Phase when VM alternatives are being analyzed for economic feasibility and owner value. The better value option is not determined by the lowest initial cost alone; it must include installed cost, maintenance cost, recurring service cost, and service life impacts.

For carpet:

Installed cost = 1,000 sq. m × $30 = $30,000 .

Vacuum maintenance = $500/month × 12 months × 10 years = $60,000 .

Annual shampoo = $3,000/year × 10 years = $30,000 .

Total carpet life-cycle cost = $30,000 + $60,000 + $30,000 = $120,000 .

For vinyl over a comparable 10-year ownership period:

Installed cost = 1,000 sq. m × $10 = $10,000 .

Vacuum maintenance = $400/month × 12 × 10 = $48,000 .

Strip and wax = $1,000/month × 12 × 10 = $120,000 .

Total vinyl cost = $178,000 .

Although vinyl has a lower initial cost, its recurring monthly strip-and-wax cost makes it more expensive. Therefore, carpet provides the better value.

References/topics: Development Phase; Life-Cycle Costing; Economic Evaluation; Alternative Comparison; Owner Value.

The correct answer is C. Document the disposition of the alternatives . In the Implementation Phase, the purpose is to ensure that accepted value alternatives are implemented and that the benefits projected by the Value Study are realized. The SAVE International Study Guide states that, after delivery of the preliminary report, management and the project team should agree on which value alternatives will be implemented, how implementation will occur, and by when. It also identifies a key implementation activity as conducting an implementation meeting to determine the disposition of each value alternative . ( )

Documenting the disposition means recording whether each recommendation or value alternative was accepted, rejected, deferred, modified, or requires additional study. This creates a formal status record and preserves management’s decision rationale. The Study Guide also emphasizes establishing action plans for accepted alternatives and documenting the rationale for rejected alternatives, which directly supports formal disposition tracking. ( )

Option B is related to follow-up or validation, not the primary method of capturing recommendation status. Option D is too informal, and Option A is not a recognized VM control method.

References/topics: Implementation Phase; Value Alternative Disposition; Recommendation Status Tracking; Action Plans; VM Follow-Up.

The correct answers are B and C . During the Development Phase , selected ideas are converted into workable VM proposals. This phase requires disciplined review because recommendations must be technically sound, cost-supported, practical, and aligned with project objectives. All VM study team members should review the proposals because VM is a team-based methodology. The proposal must reflect multidisciplinary input, including function, cost, performance, risk, schedule, constructability, operations, and implementation concerns. A proposal developed or checked by only one person may miss critical impacts.

A midpoint review with stakeholders is also appropriate. Stakeholder review helps confirm that the developing proposals are moving in a useful direction before the team spends additional time preparing final recommendations. It allows early correction of misunderstandings, validation of assumptions, and identification of acceptance issues. This improves the quality and credibility of the final presentation.

Option A is incorrect because controversial proposals should not be discarded automatically. They should be analyzed objectively if they improve value. Option D is incorrect because the facilitator guides the process but does not serve as the sole technical reviewer.

References/topics: Development Phase; VM Proposal Development; Team Review; Stakeholder Review; Value Study Process; Proposal Validation.

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 correct answer is C. RACI matrix . When stakeholders disagree about their level of involvement, the facilitator needs a tool that clarifies roles, responsibility, authority, consultation, and communication expectations . A RACI matrix directly addresses this issue because it defines who is Responsible , Accountable , Consulted , and Informed for each activity or decision. In VM and VE practice, a RACI matrix is specifically used to identify who is responsible for implementation, who is accountable for costs and outcomes, who needs to be consulted during VM/VE studies, and who needs to be kept informed.

This makes RACI especially useful when involvement levels become controversial. It gives the facilitator a neutral structure to move the group away from personal preference and toward agreed participation logic. It also helps prevent over-involvement, under-involvement, unclear decision authority, and unnecessary stakeholder conflict.

A work breakdown structure defines work packages, not stakeholder engagement levels. SWOT analysis examines strengths, weaknesses, opportunities, and threats, but does not assign participation roles. Paired comparison is used for prioritizing options or criteria, not resolving involvement disagreements.

References/topics: VM Facilitation and Team Dynamics; Stakeholder Engagement; Study Scope Alignment; RACI Matrix; VM Program Governance.

The correct answers are B and C . When a VM study team has little or no experience with function analysis, the facilitator should introduce the concept through simple demonstration and participative learning. SAVE guidance identifies Function Analysis as the foundation of Value Methodology and explains that functions are expressed in two-word active verb / measurable noun form to describe what work is being performed. ( ) Showing an example of function analysis helps the team see how physical items are translated into functional language before applying the method to the study subject.

Having the team identify functions of items in the room is also effective because it creates a low-risk practice exercise. The SAVE study material provides simple item-based examples such as a table performing “Support Weight” and a screwdriver performing “Transmit Torque,” which directly supports this teaching approach. ( ) This builds confidence before moving to more complex project functions.

Option A is not preferred because preparing the FAST diagram in advance removes team discovery, ownership, and consensus-building. Option D is incorrect because functions must first be identified before they can be classified, analyzed, or evaluated; function analysis is defined as the process of defining, classifying, and evaluating functions. ( )

References/topics: VM Facilitation; Team Learning; Function Analysis Phase; Function Identification; FAST Introduction.

The correct answer is F: Specific, Measurable, Attainable, Relevant, and Timebound . In Value Methodology, SMART thinking is used to make recommendations, implementation actions, objectives, and follow-up responsibilities clear enough to be managed. A VM proposal or implementation action should not be vague, general, or open-ended. It must state exactly what is to be done, how success will be measured, whether the action can realistically be achieved, how it supports the study objective or project need, and when it must be completed.

“Specific” requires a clear action or target. “Measurable” means the result can be checked through cost, performance, schedule, quality, or other defined criteria. “Attainable” confirms that the action is practical within available resources and constraints. “Relevant” ensures alignment with the value study objectives, functions, and stakeholder requirements. “Timebound” creates accountability through a completion date or defined time frame.

The incorrect options replace key SMART terms with weaker or incorrect words such as Standards , Accountable , or Reasonable . These may be useful concepts in management, but they do not form the standard SMART acronym used in VM action planning.

References/topics: Implementation Phase; VM Action Planning; Proposal Follow-Up; Performance Objectives; VM Programs.

The correct answers are A and B . In Function Analysis and FAST diagramming, a higher-order function is positioned to the left of the basic function and answers the question “Why is this function performed?” It represents the broader purpose or need that is satisfied when the basic function is successfully achieved. Therefore, option A is correct because the higher-order function expresses the customer, user, or project need served by the basic function.

Option B is also correct because the higher-order function can be understood as the output or result produced by accomplishing the basic function. In FAST logic, the basic function performs a required action, and the higher-order function explains the reason or outcome of that action. It is not normally the detailed mechanism for achieving the basic function.

Option C is incorrect because the basic function , not the higher-order function, is fundamental to the subject scope. The higher-order function often lies just outside or above the study scope as the reason the basic function is needed. Option D is incorrect because inputs or enabling actions are usually associated with lower-order or “how” functions, not higher-order “why” functions.

References/topics: Function Analysis Phase; FAST Diagramming; Higher-Order Function; Basic Function; How/Why Logic.

The correct answers are B and C . In the Creativity Phase , the VM facilitator’s role is to stimulate open, unrestricted idea generation. The SAVE Value Methodology Standard states that the Creative Phase aims to develop a large quantity of ideas for performing each selected function, and that this effort should be unconstrained by habit, tradition, negative attitudes, assumed restrictions, and specific criteria. It also states that judgment and evaluation are suspended during this phase. ( courses.washington.edu )

Option B is effective because it invites reflection on missed opportunities and encourages participants to identify improvements without immediately judging feasibility. Option C is also effective because it removes normal constraints and encourages broad, imaginative thinking about the study subject. This matches the Creative Phase principle that free flow of thoughts and ideas is required, without criticism or premature evaluation. ( courses.washington.edu )

Option A is not ideal because it introduces authority influence and may cause the team to conform to the project manager’s view. Option D restricts open participation and weakens creative flow.

References/topics: Creativity Phase; VM Facilitation; Divergent Thinking; Idea Generation; Suspending Judgment.

The correct answer is B because the Information Phase is the point in the VM Job Plan where the study team establishes a shared factual understanding of the project before moving into function analysis or idea generation. SAVE’s Value Methodology Standard describes the Information Phase as the phase in which the team reviews and defines current project conditions and identifies the goals of the study . ( wsdot.wa.gov ) This means the team examines available drawings, costs, constraints, owner requirements, user needs, scope, assumptions, performance expectations, schedule conditions, and other baseline project information.

Option A is incorrect because determining alternative solutions belongs primarily to the Creativity Phase , where ideas are generated after functions are understood. Option C is not the main objective; an information workbook or data package may support the phase, but it is a tool or deliverable rather than the fundamental purpose. Option D is also incorrect because selecting or adding VM team members is normally addressed during Preparation / Pre-Workshop planning , not during the Information Phase.

The Information Phase creates the factual platform for all later phases. Without a clear understanding of project information, function analysis, creativity, evaluation, and development cannot be performed reliably.

References/topics: Information Phase; VM Job Plan; Project Data Review; Current Conditions; Study Objectives.

The correct answers are B and C . In the VM Job Plan, implementation support requires more than approving an idea; it requires a controlled plan for turning accepted VM proposals into real changes. SAVE’s Value Methodology Standard identifies Create Implementation Plan and Prepare Final Proposals as Development Phase activities, followed by Presentation Phase commitment and Post-Study implementation tracking. ( UW Courses )

A detailed implementation plan is essential because the standard specifically requires an implementation plan with a proposed schedule, implementation activities, team assignments, and management requirements. ( UW Courses ) This directly supports option B . A contingency plan is also appropriate because implementation must account for risk, uncertainty, schedule impact, resource availability, policy limits, and potential barriers. The Development Phase includes implementation requirements that consider risk and uncertainty, making contingency planning a logical implementation-control tool. ( UW Courses )

Option A may be useful background information, but it is not the primary tool for implementing approved proposals. Option D is incorrect because implementation should not proceed blindly without assessing current policies, procedures, constraints, and organizational requirements.

References/topics: Implementation Phase; Development Phase; Implementation Plan; Risk and Uncertainty; Post-Study Implementation.

The correct answers are B, C, and D . In the Implementation Phase, accepted VM proposals must be converted into controlled organizational or project changes. The VM Guide identifies implementation as the phase where the team reviews VM proposals, resolves their disposition, develops an implementation plan, and documents, tracks, and audits results. It also defines an implementation plan as the schedule and action structure needed to implement VM study results, including milestones, tasks, resources, and responsible parties. ( pdfcoffee.com )

For successful change implementation, the guide specifically identifies the appointment of a steering or oversight committee to monitor the change, provide leadership, and resolve conflicts. It also identifies contingency plans to address unanticipated costs, delays, risks, or unforeseen resistance to change. A third required strategy is strong top management commitment to the implementation plan, because leadership support protects the change effort from internal and external challenges and ensures resources remain available through completion. ( pdfcoffee.com )

Option A is related to stakeholder awareness, but the stated implementation strategy is participation and involvement, not merely evaluating concerns. Option E is incorrect because broad large-group decision-making can slow resolution; VM emphasizes key stakeholder involvement and controlled governance.

References/topics: Implementation Phase; Change Management; Implementation Plan; Steering/Oversight Committee; Resistance to Change.

The correct answer is B. strengths, weaknesses, opportunities, and threats . SWOT is a strategic assessment tool used to examine both internal and external conditions affecting an organization, program, project, or study subject. In the SAVE International certification study context, SWOT is identified as a tool under VM program and organizational assessment practices, specifically as Strengths, Weaknesses, Opportunities, and Threats . ( )

The distinction between the four terms is important. Strengths and weaknesses normally describe internal factors, such as organizational capability, resources, skills, process maturity, or limitations. Opportunities and threats normally describe external factors, such as market conditions, stakeholder expectations, regulatory changes, competing priorities, risks, or environmental influences. In a VM program, SWOT can help managers understand where the program is strong, where corrective improvement is needed, where expansion or innovation is possible, and where resistance or risk may affect implementation.

Options A, C, and D are incorrect because “organization,” “standards,” and “thresholds” are not part of the SWOT acronym. They may be relevant management terms, but they do not define SWOT.

References/topics: VM Programs; Strategic Assessment; SWOT Analysis; Program Planning; Organizational Readiness.

The correct answer is A. Consider participant access restrictions . In the Presentation Phase, the facilitator’s objective is to ensure that the VM results are clearly communicated to the correct decision makers and stakeholders. SAVE’s Value Methodology Standard defines the Presentation Phase as the point where the team leader develops a report or presentation that documents and conveys the adequacy of the developed alternatives and their associated value improvement opportunity. ( )

In a virtual environment, the facilitator must manage communication barriers that are less prominent in an in-person meeting. This includes participant access limitations, platform permissions, screen-sharing ability, security restrictions, audio/video capability, file access, and whether outside stakeholders can view presentation materials. If key participants cannot access the meeting platform, graphics, proposal write-ups, or shared documents, the presentation may fail even if the technical VM content is strong.

Option B is more related to virtual workshop planning or team exercises, not specifically delivering the final presentation. Option C is too narrow because “remote access” is only one part of broader participant access restrictions. Option D is not a required VM presentation adjustment and is not a core Presentation Phase requirement.

References/topics: Presentation Phase; VM Results Presentation; Stakeholder Communication; Virtual Facilitation; Participant Access and Engagement.

The correct answers are A and C . In the Evaluation Phase , the VM team moves from broad creative idea generation into structured judgment. SAVE’s VM guidance identifies the Evaluation Phase as the point where ideas from the Creative Phase are synthesized, sorted, rated, ranked, and selected for development using previously established evaluation criteria. It also identifies fine filter activity as detailed evaluation, not a quick vote or informal reaction. ( courses.washington.edu )

A SWOT analysis for each idea is a fine filter action because it examines strengths, weaknesses, opportunities, and threats in a structured way. This supports deeper evaluation of feasibility, risk, benefits, constraints, and implementation exposure. Aligning each idea with the subject study goals is also correct because fine filtering must test whether an idea supports the agreed VM study objectives, user/customer needs, performance expectations, and value targets.

Option B is incorrect because feedback without discussion is closer to simple screening and does not represent detailed evaluation. Option D is too narrow because VM does not rank ideas only by estimated cost; value requires consideration of function, performance, quality, risk, time, and overall benefit.

References/topics: Evaluation Phase; Fine Filter; Evaluation Criteria; Idea Screening; VM Study Goals.

The correct strategies are A and C because the Presentation Phase is intended to communicate value alternatives clearly enough for management and stakeholders to make informed implementation decisions. The SAVE Study Guide identifies the Presentation Phase purpose as presenting value alternatives to management, stakeholders, and decision makers, with the fundamental question focused on helping them make more informed decisions that fit strategic plans. ( ) Therefore, a concise summary of key points is essential because it reinforces the major recommendations, benefits, risks, and implementation direction without forcing decision makers to search through excessive detail.

Visuals such as charts and graphs are also appropriate because presentation products commonly include cost-versus-worth comparisons, present-worth analysis, risk analysis, and advantages-versus-disadvantages information. ( ) These items are best communicated visually when the objective is executive understanding and decision readiness. The formal VM Standard also states that the Presentation Phase involves an oral presentation followed by a written report, with the team obtaining approval or direction for additional information. ( courses.washington.edu ) A complex presentation format would reduce clarity, and detailed technical specifications belong mainly in the Development Phase technical data package, not as the primary means of enhancing the presentation.

References/topics: Presentation Phase; Value Alternatives; Management Decision Support; Oral Presentation; Formal Report.

The correct answer is D. Customers . In Value Methodology, value is not judged mainly by the design team, facilitator, or internal decision makers. It is judged from the perspective of the party seeking or acquiring the needed function. The SAVE International Study Guide defines value as a relationship between function and resources , where the function is measured by the performance requirements of the customer , and the resources are the materials, labor, price, time, and other inputs required to accomplish that function. ( cdn..com )

This means customers directly connect value with the functions they want to obtain. They are not buying materials, drawings, specifications, or technical complexity for their own sake; they are acquiring useful functions such as support load, move people, protect asset, reduce risk, or provide comfort. Users may experience the function, and decision makers may approve funding, but the customer is the party whose performance expectations define whether the function provides acceptable value.

Therefore, in CVS® terms, customer requirements are central to value determination because function must satisfy customer expectations while resources are minimized or optimized.

References/topics: Function Analysis Phase; Value Definition; Customer Requirements; Function/Resources Relationship; VM Fundamentals.

The correct answers are A and B . The issue in the scenario is not lack of a deadline; it is lack of shared understanding of how individual responsibilities support the VM Job Plan. SAVE describes Value Methodology as a multidisciplinary team process used to improve project value through function analysis, and the VM Standard requires the Value Study Team to include experienced professionals and project stakeholders selected for their expertise and project experience. Therefore, pairing project and VM team members for deeper role discussion is appropriate because it builds cross-functional understanding, clarifies responsibilities, and improves team integration.

Option B is also correct because the facilitator should actively guide discussion so team members understand how their tasks contribute to the structured Job Plan. SAVE’s Study Guide states that the Job Plan supports team synergy within a structured process rather than a collection of individual opinions, and each phase provides information and understanding needed for the next phase. SAVE’s glossary also defines a facilitator as a substantively neutral person who enables the group to improve problem solving, decision making, and effectiveness while leading the group through the VM Job Plan.

Option C is weaker because a low-interaction lecture does not address uncertainty effectively. Option D manages schedule compliance, not understanding or alignment.

References/topics: VM Facilitation; Team Dynamics; VM Job Plan; Multidisciplinary Team; Facilitator Role.

1. Review information → 2. Create matrix or table → 3. List elements or components → 4. Brainstorm functions → 5. Identify basic function(s)

The correct sequence follows the Function Analysis Phase logic used in Value Methodology. The team must first review information so that the subject under study is understood before any function statements are generated. SAVE’s VMF curriculum places Random Function Identification directly within the Function Analysis Phase, after defining functions and before FAST diagramming and function-resource matrices. ( SAVE International Online Courses )

After reviewing the available data, the facilitator creates a matrix or table to organize the analysis. The team then lists the physical or process elements/components being examined. Once the elements are visible, the team can brainstorm functions using the required active verb and measurable noun format. SAVE’s Value Methodology Standard states that the Function Analysis Phase begins by identifying and defining work and sell functions using active verbs and measurable nouns, and notes that this is often called Random Function Definition . ( courses.washington.edu )

The final step is to identify the basic function(s) because basic-function classification can only be done after candidate functions have been generated. This aligns with the Standard’s sequence: define functions first, then classify them as basic or secondary. ( courses.washington.edu )

References/topics: Function Analysis Phase; Random Function Identification; Function Definition; Basic Function Classification.

The correct answers are B, C, and D . Effective VM facilitation depends primarily on the facilitator’s ability to guide a multidisciplinary team through a structured process, not on personally solving the technical problem. SAVE’s VM Standard Reference defines VM as a systematic process used by a multidisciplinary team, led by a qualified VM facilitator , to improve value through function analysis. It also states that a VM study is facilitated by someone competent in VM techniques, ideally a CVS®.

Therefore, the facilitator must have belief in the group and its possibilities because VM relies on team intelligence, cross-functional input, creativity, and consensus-building. The facilitator must also have familiarity with facilitation concepts and methods , including managing participation, conflict, divergent thinking, convergence, and decision flow. Finally, the facilitator needs a practiced ability to plan appropriate group processes , because each VM phase requires the right method, timing, participation structure, and output control.

Option A is incorrect because disruptive behavior should be managed objectively, not treated as personal. Option E is not a core facilitation requirement; technical knowledge belongs mainly to subject-matter team members, while the facilitator protects the VM process.

References/topics: VM Facilitation and Team Dynamics; Facilitator Competence; Group Process Planning; Team Participation; VM Study Leadership.

The correct answers are Maintenance, Production, and Engineering . In the Preparation Phase, the VM Facilitator must ensure that the right stakeholders and technical participants are involved before the study begins. SAVE describes Value Methodology as a systematic process performed by a multidisciplinary team led by a qualified facilitator to improve value. ( Value Engineering ) The selected participants should represent the areas directly affected by the subject under study.

Because the new product affects the current manufacturing process , the most relevant input must come from those who understand the physical process, equipment, workflow, capacity, and technical requirements. Production provides knowledge of daily operations, labor flow, throughput, bottlenecks, quality issues, and feasibility on the shop floor. Maintenance provides input on machine reliability, downtime risk, service access, preventive maintenance needs, and equipment limitations. Engineering contributes design, tooling, process capability, specifications, manufacturability, and technical integration.

Marketing may help define customer demand or product positioning, but the question specifically focuses on manufacturing-process impact. Human resources may support staffing or training later, but it is not one of the primary technical input sources for process change.

References/topics: Preparation Phase; Team Selection; Stakeholder Involvement; Multidisciplinary Team; VM Facilitation.

The correct answer is C . Using the stated formula, Value Index = Function Cost ÷ Function Worth = $120,000 ÷ $80,000 = 1.50 . SAVE’s dictionary defines Function Cost as the directly related resources allocated to a function and Function Worth as the lowest overall cost to perform a function without regard to criteria or code. It also defines Value Index as the monetary relationship of function cost to function worth, expressed as FC ÷ FW, where good value is VI ≤ 1.0.

Option A reverses the formula and calculates FW ÷ FC. Option B would mean cost equals worth, which is not true here. Option D has no mathematical basis from the numbers given. A VI of 1.50 indicates a value mismatch: the current function cost exceeds the function worth. This does not automatically mean the function should be eliminated, but it does identify a strong candidate for creativity and evaluation. CVS candidates must be careful because some older materials express the ratio in reverse; the exam stem controls the formula.

References/topics: Evaluation Phase; Function Cost; Function Worth; Value Index.

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.

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.

The correct answers are A and D . In a VM study, assumptions must not be accepted automatically as fixed requirements. Many projects begin with assumptions about user needs, design criteria, operating conditions, owner preferences, codes, capacities, materials, schedules, or performance expectations. Over time, these assumptions may become treated as mandatory requirements even when they have not been tested. The VM study team’s responsibility is to examine them objectively.

The team should challenge assumptions with facts because unsupported assumptions can restrict creativity, increase cost, and prevent better value solutions. Challenging does not mean rejecting them blindly; it means asking whether the assumption is true, current, measurable, and necessary to perform the required function.

The team should also verify assumptions through project data, stakeholder input, customer needs, technical criteria, codes, standards, cost information, and performance requirements. Verified assumptions may remain as valid constraints or criteria. Unverified assumptions should not control the study.

Option B is incorrect because assumptions should not simply be replaced without analysis. Option C is incorrect because accepting assumptions as facts can cause the team to preserve unnecessary cost and miss value-improvement opportunities.

References/topics: Information Phase; Assumptions; Criteria and Requirements; Fact-Based Analysis; VM Job Plan.

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.

The correct answer is C. Coarse, medium, and fine filters . In the VM Job Plan, the Evaluation Phase converts the large number of ideas generated during the Creativity Phase into a smaller, rationally selected group of ideas suitable for Development. SAVE’s Value Methodology Standard states that the Evaluation Phase uses a structured evaluation process to select ideas with potential for value improvement while still delivering required functions and respecting performance requirements and resource limits. ( )

The SAVE International Core Competencies directly classify Evaluation Phase techniques as coarse filter, medium filter, and fine filter methods. These appear under “Apply Evaluation Techniques,” with coarse filters representing simple screening, medium filters supporting intermediate comparison, and fine filters supporting more detailed evaluation before ideas move into development. ( )

Option A, weighted evaluation, can be part of a detailed or fine-filter evaluation, but it is not the complete filtering approach named in the CVS/VM Guide framework. Options B and D are more closely associated with idea generation or creative stimulation, not the primary structured filtering process of the Evaluation Phase.

References/topics: Evaluation Phase; Apply Evaluation Techniques; Coarse Filter; Medium Filter; Fine Filter; Idea Selection.

The correct answers are B and D . An effective evaluation framework in Value Methodology must be structured, objective, and aligned with the subject’s purpose. The SAVE Value Methodology Standard describes the Evaluation Phase as the point where the team follows a structured process to select ideas with value-improvement potential while delivering required functions and considering performance requirements and resource limits. ( )

Therefore, the facilitator and team must first define clear objectives and success criteria that align with the study subject’s goals. Evaluation cannot be based on preference alone; criteria should connect to function, performance, cost, schedule, risk, quality, user needs, and implementation feasibility. Involving stakeholders is also appropriate because stakeholders help confirm whether the evaluation criteria reflect actual project, customer, owner, or user priorities. Their participation improves acceptance of selected ideas and reduces resistance during later development and implementation.

Option A is incorrect because the Creativity Phase is intended for generating ideas, not judging them. Introducing evaluation too early suppresses divergent thinking. Option C is incorrect because a “gut feel index” is informal and subjective, while VM requires disciplined, traceable evaluation methods.

References/topics: Evaluation Phase; Evaluation Criteria; Stakeholder Engagement; VM Job Plan; Structured Idea Screening.

The correct answers are A, C, and E . In the Function Analysis Phase, FAST diagramming organizes functions by How-Why logic , not by chronological sequence. SAVE’s course structure places FAST Diagrams , How-Why and When Logic , and FAST Diagram Structure directly under the Function Analysis Phase, confirming that this is a core function-modeling competency. ( SAVE International Online Courses )

On the logic path, moving left to right answers the question, “How is this function achieved?” Therefore, the function on the right represents the approach, means, or method used to perform the function on the left. Conversely, moving right to left answers “Why is this function performed?” Therefore, the function on the left expresses the goal, purpose, or higher-order reason for the function on the right. FAST guidance also states that higher-order functions are toward the left, while lower-order functions describing how they are accomplished are toward the right. ( Value Analysis )

A change to a function or method on the critical logic path affects the functions dependent on it, which are located to its right. ( )

References/topics: Function Analysis Phase; FAST Diagramming; How-Why Logic; Critical Path Functions.

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.

The correct answer is C. Position lenses . In FAST diagramming, functions are expressed in a disciplined active verb / measurable noun format, and the purpose of the diagram is to show how project, product, or process functions logically relate to each other. The SAVE certification study material identifies FAST as a graphical mapping tool that helps team members understand how functions relate, while preserving the basic function and analyzing supporting functions. ( )

An “all-the-time” function is a supporting or simultaneous function that must occur continuously while the product performs its basic function. FAST construction tests this by asking: when this function is being performed, what other function must also occur? This “when” relationship identifies functions that occur together, not necessarily functions timed by a clock.

For prescription eyeglasses, the lenses must be held in the correct optical position relative to the wearer’s eyes at all times. Therefore, Position lenses is the best all-the-time function. Improve focus and Access vision describe higher-order or basic-path purposes, while Display information is not a normal function of prescription eyeglasses.

References/topics: Function Analysis Phase; FAST Diagramming; All-the-Time Functions; Basic and Secondary Functions; Function Logic.

The correct inputs are VM study subject information , List of participants , and VM proposals . The Presentation Phase is designed to communicate the VM study results to decision-makers and stakeholders so they can understand, challenge, and act on the team’s recommendations. SAVE’s VM Standard describes this phase as the point where the VM study team presents its recommendations to the decision-making body and seeks approval or direction for further information. ( UW Courses )

VM proposals are essential inputs because they are the developed recommendations carried forward from the Development Phase. VM study subject information is also required because the audience must understand the baseline condition, scope, objectives, cost, schedule, risk, and performance context before judging the proposals. List of participants is an input because the presentation must be planned around the correct stakeholders, decision-makers, technical reviewers, sponsor, facilitator, and team members.

Disposition decision is not an input; it is a decision outcome related to acceptance, rejection, or further action on proposals. The written VM study report is also not the best input here because the Presentation Phase develops or finalizes the report to document alternatives, supporting data, and the accepted implementation direction. ( UW Courses )

References/topics: Presentation Phase; VM Proposals; VM Study Subject Information; Participant List; VM Study Report.