The correct phases are Function Analysis Phase and Creativity Phase . When participation time must be limited, the VM facilitator should protect the phases where multidisciplinary team contribution has the highest effect on value improvement. The Function Analysis Phase is central because the team defines project functions in active verb / measurable noun form and analyzes which functions need improvement, elimination, or creation to meet study goals. SAVE’s Value Methodology Standard identifies this phase as the point where the team defines and analyzes functions, making it essential for shared understanding and correct problem framing. ( )

The Creativity Phase is also critical because the team uses creative techniques to identify alternative ways to perform the required functions. Diverse participation here improves idea quantity, prevents narrow technical thinking, and helps avoid premature commitment to existing solutions. The Implementation Phase occurs after proposal approval and is not normally the best place to require full participation from time-limited team members. The Presentation Phase communicates developed recommendations, but full participation by every limited-time team member is less essential than their contribution during function definition and idea generation.

References/topics: VM Facilitation; Team Participation Planning; Function Analysis Phase; Creativity Phase; Multidisciplinary Team Dynamics.

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 answer is A. Visioning, modifying, and experimenting . In the VM Creativity Phase, the facilitator must help the team generate a broad quantity of ideas and alternative ways to perform required functions. The SAVE Study Guide places creativity within the certification body of knowledge and emphasizes divergent thinking, unrestricted idea generation, brainstorming techniques, and suspending judgment until the Evaluation Phase. ( )

Innovation styles, also called creativity types, describe how different people naturally approach idea generation and change. The recognized Innovation Styles model includes Visioning, Modifying, Exploring, and Experimenting . Visioning focuses on ideal future possibilities; modifying improves or refines what already exists; experimenting combines and tests different factors; and exploring seeks new or novel possibilities. ( TrainingEdge )

Option A is the best match because all three listed terms are recognized innovation styles. Option B includes “exploring,” but “adapting” and “brainstorming” are not innovation styles; brainstorming is a creativity technique. Option C and D mix problem-solving or analysis activities with non-style terms.

References/topics: Creativity Phase; Innovation Styles; Divergent Thinking; Team Creativity; VM Facilitation.

1st: Selecting Subjects for VM Studies

2nd: Study Preparation and Team Selection

3rd: Study Implementation and Reporting

4th: Attending VM Studies

The correct priority order reflects the highest-leverage responsibilities of a VM Program Manager. The first priority is selecting subjects for VM studies because the program’s value depends on choosing projects with meaningful improvement potential, management relevance, and timing suitable for influence. SAVE’s Value Methodology Standard identifies a typical duty of the value program unit as selecting projects for VM study, obtaining approval, and securing team members.

The second priority is study preparation and team selection . A VM study can fail before the workshop begins if scope, data, logistics, and team composition are weak. The Standard specifically requires team composition to be reviewed so customer, technical, and management areas are represented, and the team leader confirms schedule, location, support needs, and data-gathering assignments.

The third priority is study implementation and reporting , because accepted proposals must be tracked and benefits verified. SAVE guidance assigns the value program unit responsibility for progress reporting and monitoring implementation of accepted VM proposals. Attending VM studies is lowest because personal attendance is less critical than governance, study selection, preparation, and implementation control.

References/topics: VM Programs; Value Program Manager Responsibilities; Study Selection; Team Selection; Implementation Tracking and Reporting.

The correct answers are B and D . The Evaluation Phase requires the VM team to apply a structured evaluation process so that ideas are judged against defined requirements rather than informal preference. SAVE’s Value Methodology Standard states that the team selects ideas with potential for value improvement while still delivering the required functions and considering performance requirements and resource limits. ( )

Therefore, setting baseline criteria is essential because impact cannot be measured unless the current or expected performance condition is defined first. Baselines allow future outcomes to be compared against the starting point and help determine whether the selected alternative actually improves value. Defining key performance indicators is also correct because KPIs translate subject objectives into measurable evaluation factors, such as time, quality, productivity, service level, risk reduction, cost effectiveness, or functional performance.

Option A is weak because a one-time opinion survey may provide useful input, but it does not create a disciplined impact-measurement framework. Option C is too narrow because budget review only addresses financial efficiency and does not fully evaluate subject impact. The official SAVE Core Competencies also place “establish evaluation framework” and “establish evaluation criteria” directly within the Evaluation Phase.

References/topics: Evaluation Phase; Evaluation Framework; Evaluation Criteria; KPI Alignment; Baseline Measurement; Subject Impact Analysis.