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Objective. The VE manager must ensure that approved recommendations are converted into actions. Until this is done, savings to offset will not be achieved. Three major objec­tives of this phase are: 1. To provide assistance, clear up misconceptions, and resolve problems that may develop in the implementation process 2. To minimize delays encountered by the […]

Objective. The presentation phase involves the actual preparation and presentation of the best alternatives to persons having the authority to approve the VE proposals. This phase of the VE job plan includes the following steps: 1. Prepare and present the VE proposals. 2. Present a plan of action that will ensure implementation of the selected […]

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 […]

Objectives. The purpose of this phase is to select the most promising alternatives from among those generated during the previous phase. During the creativity phase there is a conscious effort to prohibit any judicial thinking so as not to inhibit the cre­ative process. But in the evaluation phase, all the alternatives must be critically evalu­ated […]

Objective. The objective is to generate, by creative techniques such as brainstorm­ing, numerous alternative means for accomplishing the basic function(s) identified. Key Question. Accomplishing this phase should result in answering the question “What else will do the job, that is, perform the basic function(s)?” The completeness and comprehensiveness of the answer to this question determine […]

Objectives. The first phase of the job plan has two basic objectives: To obtain thorough understanding of the project, system, operation, or item under study by a rigorous review of all of the pertinent factual data To define the value problem by means of functional description accompanied by an estimate of the cost and worth […]

The VE job plan outlines those tasks or functions necessary to properly perform a VE study. Adherence to a definite plan is essential to achieving optimum results. Good results come from a good system, and a good system is one that covers all aspects of a problem or situation to the necessary degree. Use of […]

As discussed by Wilson (see David C. Wilson, “Value Engineering Applications in Transportation,” NCHRP Synthesis 352, Transportation Research Board, 2005), the VE process may be referred to as the job plan, a defined sequence of activities that are undertaken before, during, and after a VE workshop. During the VE workshop, the VE team learns about […]

As described by AASHTO, VECP programs differ from other VE programs in that the construction contractors develop the recommendations. The contractors choose whether or not to participate, with the incentive for sharing in any cost savings realized. Thus, the states must create and manage a program that will be attractive to the contractors. This program […]

AASHTO gives the following guidance on structuring the VE team. A team of five to seven persons with diverse areas of expertise usually produces the best results. A team of fewer than five tends to limit the amount and variety of creative input, and a team of more than seven can be unwieldy. Teams should […]