Objective. In the development phase, the alternatives that have survived the selection process are developed into firm, specific recommendations for change. The process involves not only detailed technical and economic testing but also an assessment of the probability of successful implementation.
Key Questions. Several questions must be answered about each alternative during the development of specific solutions:
Will it work?
Will it meet all necessary requirements?
Who has to approve it?
What are the implementation problems?
What are the costs?
What are the savings?
Procedures
1. General. To satisfy the questions above, each alternative must be subjected to:
a. Careful analysis to ensure that the user’s needs are satisfied
b. A determination of technical adequacy
c. The development of estimates of costs and implementation expenses, including schedules and costs of all necessary tests
d. Consideration of changeover requirements and their impact
2. Develop convincing facts. As in the information phase, the use of good human relations is of considerable importance to the success of the development phase. In developing answers to the questions above, the VE team should consult with personnel knowledgeable about what the item must do, within what constraints it must perform, how dependable the item must be, and under what environmental conditions it must operate. Technical problems related to design, implementation, procurement, or
operation must be determined and resolved. Consideration must also be given to impact in areas such as safety, fire protection, maintenance, and supply support.
3. Develop specific alternatives. Those alternatives that stand up under close technical scrutiny should be followed through to the development of specific designs and recommendations. Work on specifics rather than generalities. Prepare drawings or sketches of alternative solutions to facilitate the identification of problem areas remaining in the design, and to facilitate detailed cost analysis. Perform a detailed cost analysis for proposed alternatives to be included in the final proposal.
4. Development implementation plans. Anticipate problems relating to implementation, and propose specific solutions to each. Particularly helpful in solving such problems are conferences with specialists. Develop a specific recommended course of action for each proposal that details the steps required to implement the idea, who is to do it, and the time required. Ask for ideas from the office that will approve or disapprove the recommendation.
5. Testing. When testing is involved, the VE team may arrange the necessary testing and evaluation, although normally this will be done by other appropriate personnel in the organization. This testing and evaluation should be planned for and scheduled in the recommended implementation process.
6. Select first choice. Finally, one alternative should be selected for implementation as the best-value (best overall cost reduction, usually) alternative, and one or more other recommendations selected for presentation in the event the first choice is rejected by the approval authority. The implementation schedule that will yield the greatest cost reduction should also be indicated.
