VMA Latest Dumps Questions - Pass Guaranteed Quiz 2025 SAVE International First-grade VMA Discount Code

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SAVE International Value Methodology Associate Sample Questions (Q21-Q26):

NEW QUESTION # 21
Risks associated with a project, product, or process typically impact:

A. Schedule, cost, or performance
B. Time, function, or attributes
C. Resources, regulations, or time
D. Cost, requirements, or results

Answer: A

Explanation:
Risk management is a critical aspect of Implementation Planning in Value Methodology (VM), as it ensures that VM proposals can be successfully executed, as taught in the VMF 1 course (Core Competency #8:
Implementation Planning). According to SAVE International's Value Methodology Standard, "risks associated with a project, product, or process typically impact schedule, cost, or performance." This is often referred to as the "project management triangle" or "triple constraint," a fundamental concept in project management that VM adopts when assessing risks during the Development and Presentation Phases.
* Schedule: Risks that cause delays (e.g., late delivery of materials).
* Cost: Risks that increase expenses (e.g., unexpected cost overruns).
* Performance: Risks that affect quality or functionality (e.g., a proposed solution failing to meet requirements).
The VMF 1 curriculum emphasizes that VM teams must identify and mitigate risks in these three areas to ensure the feasibility of their recommendations, making this the most relevant framework for understanding risk impacts in a VM context.
* Option A (Schedule, cost, or performance) is correct, as it directly aligns with the standard risk impact areas in VM and project management.
* Option B (Cost, requirements, or results) is incorrect because, while cost is relevant, "requirements" and "results" are less specific than "schedule" and "performance" in the context of VM risk management.
* Option C (Resources, regulations, or time) is incorrect because, while time (schedule) is relevant, resources and regulations are more specific factors that contribute to broader impacts on schedule, cost, or performance.
* Option D (Time, function, or attributes) is incorrect because, while time (schedule) is relevant,
"function" and "attributes" are not standard risk impact categories in VM; performance is the broader term used.
:
SAVE International, "Value Methodology Standard and Body of Knowledge," available athttps://www.value- eng.org, section on risk management, referencing the impact of risks on schedule, cost, and performance.
SAVE International, VMF 1 Core Competency #8 (Implementation Planning), emphasizing the project management triangle (schedule, cost, performance) in risk assessment.

NEW QUESTION # 22
The best study results will usually come from applying the value methodology with:

A. An executive-level task force
B. A team working in similar disciplines
C. A multidisciplinary team with a selected set of skills
D. The current project team

Answer: C

Explanation:
Value Methodology (VM) relies heavily on effective team dynamics to achieve optimal results, as emphasized in the VMF 1 course (Core Competency #5: Value Team Dynamics). According to SAVE International's Value Methodology Standard, "the best VM study results are typically achieved with a multidisciplinary team with a selected set of skills, bringing diverse perspectives and expertise to analyze functions, generate ideas, and develop solutions." A multidisciplinary team includes members from different disciplines (e.g., engineering, finance, design, operations) relevant to the project, ensuring a comprehensive understanding of the system and fostering innovative solutions through varied viewpoints. The VMF 1 course highlights that such teams are more effective at identifying value improvement opportunities because they combine technical, financial, and operational insights.
* Option A (An executive-level task force) is incorrect because executives may lack the technical expertise needed for detailed function analysis and idea generation, though they may sponsor the study.
* Option B (A team working in similar disciplines) is incorrect because a lack of diversity in perspectives can limit creativity and overlook key opportunities, which a multidisciplinary team avoids.
* Option C (The current project team) is incorrect because the project team may be too close to the problem, potentially leading to bias and a narrower focus, whereas a multidisciplinary team brings fresh perspectives.
* Option D (A multidisciplinary team with a selected set of skills) is correct, as it aligns with VM best practices for achieving the best study results.
:
SAVE International, "Value Methodology Standard and Body of Knowledge," available athttps://www.value- eng.org, emphasizing the importance of multidisciplinary teams in VM studies.
SAVE International, VMF 1 Core Competency #5 (Value Team Dynamics), highlighting the effectiveness of diverse, skilled teams in VM.

NEW QUESTION # 23
Which of the three levels of filters used for evaluating ideas during the Evaluation Phase applies an evaluation matrix technique?

A. Coarse
B. Reasonable
C. Medium
D. Fine

Answer: D

Explanation:
The Evaluation Phase of the Value Methodology (VM) Job Plan involves assessing ideas using a three-level filtering process, as taught in the VMF 1 course (Core Competency #7: Evaluation and Selection of Alternatives). According to SAVE International's Value Methodology Standard, the three levels of filters are Coarse, Medium, and Fine (as confirmed in Question 33). The standard further specifies that "the Fine filter applies detailed evaluation techniques, such as an evaluation matrix, to select the best ideas for development by scoring them against weighted criteria." An evaluation matrix (e.g., a weighted matrix, as noted in Question 11) is a tool where ideas are scored based on criteria like cost, performance, and risk, with weights reflecting their importance (as in Question 51). This detailed, quantitative approach is used in the Fine filter to make final selections after the Coarse (initial screening) and Medium (shortlisting) filters have narrowed down the ideas.
* Option A (Fine) is correct, as the Fine filter uses an evaluation matrix technique for detailed idea selection.
* Option B (Reasonable) is incorrect because "Reasonable" is not one of the three filter levels; the correct levels are Coarse, Medium, and Fine.
* Option C (Medium) is incorrect because the Medium filter involves a more general assessment (e.g., comparing ideas against criteria), not the detailed matrix technique.
* Option D (Coarse) is incorrect because the Coarse filter is for initial screening (eliminating unfeasible ideas), not detailed evaluation with a matrix.
:
SAVE International, "Value Methodology Standard and Body of Knowledge," available athttps://www.value- eng.org, detailing the Fine filter's use of an evaluation matrix in the Evaluation Phase.
SAVE International, VMF 1 Core Competency #7 (Evaluation and Selection of Alternatives), emphasizing the three-level filtering process and the Fine filter's techniques (consistent with Questions 11 and 33).

NEW QUESTION # 24
Which of the following best defines an activity?

A. A task, action, or operation that describes why a function is performed
B. A specific task, action, or operation with a high level of abstraction
C. A specific task, action, or operation that is generic and changes viewpoints
D. A task, action, or operation that describes how a function is performed

Answer: D

Explanation:
In Value Methodology's Function Analysis, the concepts of functions and activities are distinct but related, as taught in the VMF 1 course (Core Competency #2: Function Analysis). According to SAVE International's Value Methodology Standard, "a function is defined as what a product, process, or system does, expressed in a verb-noun format (e.g., 'contain liquid'), while an activity is a task, action, or operation that describes how a function is performed." For example, the function of a teacup might be "contain liquid," and the activity to achieve that function could be "holding the liquid in a ceramic structure." Activities are the actionable steps or processes that enable the function, often identified during the creation of a FAST diagram or Random Function Identification table (as noted in Question 19). The "how" aspect aligns with the How-Why logic of FAST diagrams, where activities detail the practical execution of a function.
* Option A (A task, action, or operation that describes why a function is performed) is incorrect because
"why" relates to the higher-order function or purpose (e.g., Question 20), not the activity, which focuses on "how."
* Option B (A specific task, action, or operation that is generic and changes viewpoints) is incorrect because activities are not about changing viewpoints; they are specific actions to perform a function.
* Option C (A task, action, or operation that describes how a function is performed) is correct, as it aligns with the definition of an activity in VM.
* Option D (A specific task, action, or operation with a high level of abstraction) is incorrect because activities are practical and specific, not abstract; functions are more abstract (e.g., verb-noun format).
:
SAVE International, VMF 1 Core Competency #2 (Function Analysis), distinguishing between functions (what) and activities (how).
SAVE International, "Value Methodology Standard," section on Function Analysis, defining activities as the tasks or operations that describe how functions are performed.

NEW QUESTION # 25
In SWOT analysis:

A. Strengths and opportunities are internal attributes.
B. Opportunities and threats are external attributes.
C. Threats and strengths are harmful attributes.
D. Strengths and weaknesses are helpful attributes.

Answer: B

Explanation:
SWOT analysis (Strengths, Weaknesses, Opportunities, Threats) is a tool sometimes used in Value Methodology, particularly during the Information Phase or Evaluation Phase, to assess the context of a project or product, as taught in the VMF 1 course (Core Competency #3: Value Methodology Job Plan). According to SAVE International's Value Methodology Standard, "SWOT analysis evaluates internal and external factors:
Strengths and Weaknesses are internal attributes of the system or organization, while Opportunities and Threats are external attributes from the environment."
* Strengths: Internal, helpful attributes (e.g., strong design team).
* Weaknesses: Internal, harmful attributes (e.g., high production costs).
* Opportunities: External, helpful attributes (e.g., market demand).
* Threats: External, harmful attributes (e.g., regulatory changes).
This framework helps the VM team identify factors that could impact the study's success, such as external opportunities to leverage or threats to mitigate.
* Option A (Strengths and opportunities are internal attributes) is incorrect because opportunities are external, not internal.
* Option B (Threats and strengths are harmful attributes) is incorrect because strengths are helpful, not harmful.
* Option C (Strengths and weaknesses are helpful attributes) is incorrect because weaknesses are harmful, not helpful.
* Option D (Opportunities and threats are external attributes) is correct, as both are external factors in SWOT analysis.
:
SAVE International, VMF 1 Core Competency #3 (Value Methodology Job Plan), noting the use of SWOT analysis to assess internal and external factors.
SAVE International, "Value Methodology Standard," section on analytical tools, defining SWOT analysis and its categories.

NEW QUESTION # 26
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VMA Latest Dumps Questions - Pass Guaranteed Quiz 2025 SAVE International First-grade VMA Discount Code

VMA Discount Code - VMA New Real Exam

SAVE International Value Methodology Associate Sample Questions (Q21-Q26):

SAVE International VMA Dumps PDF To Gain Brilliant Result 2025

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