BS EN 1325-2014 Value Management Vocabulary Terms and definitions《价值管理 词汇 术语和定义》.pdf

1、BSI Standards PublicationBS EN 1325:2014Value Management Vocabulary Terms anddefinitionsBS EN 1325:2014 BRITISH STANDARDNational forewordThis British Standard is the UK implementation of EN 1325:2014.It supersedes BS EN 1325-1:1997 and BS EN 1325-2:2004 which arewithdrawnThe UK participation in its

2、preparation was entrusted to TechnicalCommittee MS/2, Project, programme and portfolio management.A list of organizations represented on this committee can beobtained on request to its secretary.This publication does not purport to include all the necessaryprovisions of a contract. Users are respons

3、ible for its correctapplication. The British Standards Institution 2014. Published by BSI StandardsLimited 2014ISBN 978 0 580 76368 7ICS 01.040.03; 03.100.40Compliance with a British Standard cannot confer immunity fromlegal obligations.This British Standard was published under the authority of theS

4、tandards Policy and Strategy Committee on 30 April 2014.Amendments issued since publicationDate Text affectedBS EN 1325:2014EUROPEAN STANDARD NORME EUROPENNE EUROPISCHE NORM EN 1325 March 2014 ICS 01.040.03; 03.100.40 Supersedes EN 1325-1:1996, EN 1325-2:2004English Version Value Management - Vocabu

5、lary - Terms and definitions Management par la valeur - Vocabulaire - Termes et dfinitions Value Management - Wrterbuch - Begriffe This European Standard was approved by CEN on 3 February 2014. CEN members are bound to comply with the CEN/CENELEC Internal Regulations which stipulate the conditions f

6、or giving this European Standard the status of a national standard without any alteration. Up-to-date lists and bibliographical references concerning such national standards may be obtained on application to the CEN-CENELEC Management Centre or to any CEN member. This European Standard exists in thr

7、ee official versions (English, French, German). A version in any other language made by translation under the responsibility of a CEN member into its own language and notified to the CEN-CENELEC Management Centre has the same status as the official versions. CEN members are the national standards bo

8、dies of Austria, Belgium, Bulgaria, Croatia, Cyprus, Czech Republic, Denmark, Estonia, Finland, Former Yugoslav Republic of Macedonia, France, Germany, Greece, Hungary, Iceland, Ireland, Italy, Latvia, Lithuania, Luxembourg, Malta, Netherlands, Norway, Poland, Portugal, Romania, Slovakia, Slovenia,

9、Spain, Sweden, Switzerland, Turkey and United Kingdom. EUROPEAN COMMITTEE FOR STANDARDIZATION COMIT EUROPEN DE NORMALISATION EUROPISCHES KOMITEE FR NORMUNG CEN-CENELEC Management Centre: Avenue Marnix 17, B-1000 Brussels 2014 CEN All rights of exploitation in any form and by any means reserved world

10、wide for CEN national Members. Ref. No. EN 1325:2014 EBS EN 1325:2014EN 1325:2014 (E) 2 Contents Page Foreword 3 Introduction .4 1 Scope 5 2 Terms and definitions .5 2.1 General terms related to value .5 2.2 General terms for value management .8 2.3 Terms related to core methods of value management

11、9 Annex A (normative) Alphabetical index 17 Bibliography . 19 BS EN 1325:2014EN 1325:2014 (E) 3 Foreword This document (EN 1325:2014) has been prepared by Technical Committee CEN/TC 279 “Value management - Value analysis, functional analysis”, the secretariat of which is held by AFNOR. This European

12、 Standard shall be given the status of a national standard, either by publication of an identical text or by endorsement, at the latest by September 2014 and conflicting national standards shall be withdrawn at the latest by September 2014. Attention is drawn to the possibility that some of the elem

13、ents of this document may be the subject of patent rights. CEN and/or CENELEC shall not be held responsible for identifying any or all such patent rights. This document supersedes EN 1325-1:1996 and EN 1325-2:2004. The main technical change compared to the previous versions is the updating of the te

14、rms and definitions. According to the CEN-CENELEC Internal Regulations, the national standards organizations of the following countries are bound to implement this European Standard: Austria, Belgium, Bulgaria, Croatia, Cyprus, Czech Republic, Denmark, Estonia, Finland, Former Yugoslav Republic of M

15、acedonia, France, Germany, Greece, Hungary, Iceland, Ireland, Italy, Latvia, Lithuania, Luxembourg, Malta, Netherlands, Norway, Poland, Portugal, Romania, Slovakia, Slovenia, Spain, Sweden, Switzerland, Turkey and the United Kingdom. BS EN 1325:2014EN 1325:2014 (E) 4 Introduction This European stand

16、ard defines terms for Value Management (VM), to develop consistent language for use in optimising performance and productivity for organizations, projects, products, and services. Value Management is founded on the concept of value and on the functional based approach. Value Management approaches an

17、d methods are used on the general management level of companies and organizations, for the development of products and services, or to work out the optimised solution of many kinds of industrial and organizational problems. The concern of these approaches and methods for the end purposes, or functio

18、ns, of the matter examined, and their search for the optimisation of these functions in relation to the means, resources or expenditures which are necessary for their attainment, are very important factors of the overall efficiency and competitiveness of companies and organizations. European Standar

19、ds are being developed to promote unified concepts and the highest level of expertise and efficacy in the European countries. In order to achieve a common way of practice of these methods, and a common understanding of the standards it is essential to define and standardise in a vocabulary standard

20、the precise meaning of the specialised terms which are used. If the standards on Value Management methods which are just now being developed require a correction or adaptation of terms and definitions then this will be taken into account by a revision of this standard. BS EN 1325:2014EN 1325:2014 (E

21、) 5 1 Scope This European Standard defines language for optimising performance and productivity by using Value Management. This European Standard defines terms in Value Management (VM). This European Standard aims to: Promote and define common language for Optimising Performance and Productivity by

22、using Value Management; Define the main terms of the “Value Management (VM), Value Analysis (VA), Function Analysis (FA)” field; Define terms for important methods and tools; Establish a single source for generic terms; Create accessible language for international communication; Publish useful defin

23、itions for specialists and non specialists; Clarify differences which may exist in language where a word in common use is used to signify a specific meaning in Value Management; Reduce the risk of inconsistency between standards applied internationally. 2 Terms and definitions For the purposes of th

24、is document, the following terms and definitions apply. NOTE When a term, which is defined in this vocabulary, is used in the definition of another term, it is printed in bold type. 2.1 General terms related to value 2.1.1 value measure which expresses how well an organization, project, or product s

25、atisfies stakeholders needs in relation to the resources consumed Figure 1 The concept of value BS EN 1325:2014EN 1325:2014 (E) 6 Note 1 to entry: Value informs assessment (or judgement) of solutions: it is an index of relevance, constituting a decision-making support. The concept is relevant to all

26、 possible scenarios and can also include a decrease of negative impacts with constant services, through an increase of services, innovative approaches, and integrating an increase in the services with the reduction of negative impacts. Note 2 to entry: Value is relevant for any type of object: tangi

27、ble or non tangible product, service, process, organization. Note 3 to entry: All the combinations of increase / reduction of the provided services and the consumed resources are possible, subject to yielding an improvement of the general result. An approach of cost reduction does not improve value

28、when it entails a reduction of the provided services which is not controlled or an increase of the negative consequences. Note 4 to entry: Satisfaction of need can be assessed only with regard to reference functions which define the supposed needs or provided services and constraints to be met. This

29、 logic fundamentally distinguishes the value management approach from any other approach of optimisation, design or more generally of problem solving. Note 5 to entry: According to the subject of the project, it is relevant to consider satisfaction (or contributions) from a point of view wider than

30、the reference functions defining the provided services, and being possibly linked to: positive effects for the environment, social, or broader economy; gains and advantages for the parties involved in the project; uncertainties as to what benefits, foreseen or not (upside potential) may be required

31、or achieved; and uncertainties in the balance of risks and opportunities. Note 6 to entry: According to the subject of the project, such as where the environment comprises human beings the notion of “consumption of resources”, due to its more general meaning, can bring a relevant way to evaluate a p

32、roposal. It is possible to consider, as for the perceived advantages, the consequences from more global points of view and from various timescales, comprising: the consequences on the environment of the subject or of the stakeholders (economic, social, ecological consequences, etc.); the identificat

33、ion and the assessment of the resources at stake to cover risks and opportunities associated with choices (market scenario risks and opportunities, possibilities and constraints of the fulfilment of the requirements, project risks and opportunities, risks and opportunities of evolutions of the envir

34、onment, even of the needs, etc.); the uncertainties as to resources which may be consumed, constrained, or present, foreseen or not, balancing upside potential and risk; uncertainties in balance of risks and opportunities. Note 7 to entry: When making an assessment of value some organizations may ex

35、amine the global perspective as well as the organizational perspective. This implies that, in addition to stakeholders need and consumption of resources, positive and negative impacts beyond the interests of the stakeholders should be considered. 2.1.2 stakeholder person or organization which has an

36、 interest in and influence on a product at any time during its life cycle 2.1.3 customer person or organization who has the potential to be a user or enquirer of a product at any time during its life cycle BS EN 1325:2014EN 1325:2014 (E) 7 2.1.4 user person or organization for which the product is d

37、esigned and which exploits at least one of its functions at any time during its life cycle Note 1 to entry: A user can be an external or internal customer. 2.1.5 product result of activities or processes, any goods, process, service, system, strategy or organization Note 1 to entry: A product can in

38、clude service, hardware, processed materials, software or a combination thereof. Note 2 to entry: A product can be tangible (e.g. assemblies or processed materials) or intangible (e.g. knowledge or concepts), or a combination thereof. Note 3 to entry: A product can be either intended (e.g. offering

39、to customers) or unintended (e.g. pollutant or unwanted effects). SOURCE: EN ISO 9000:2005, EN ISO 14024:2000 2.1.6 constraint characteristic result or design feature which is made compulsory or has been prohibited for any reason, with no alternative possibility being left Note 1 to entry: Constrain

40、ts are generally restrictions on the choice of solutions in a value study. Note 2 to entry: The constraints can result from laws, from standards, from the demand of the market. These elements contribute to the characterisation of the functions. It is wise to record the relationship between them and

41、the functions to which they apply (traceability). Note 3 to entry: Given the importance which the constraints can have on the definition of the product, it is good practice to justify any specified constraint. Note 4 to entry: To facilitate the reading of the results of the Function Analysis, constr

42、aints can be included in a particular section of the FNE. 2.1.7 cost expenditure incurred on, or attributable to, a given product Note 1 to entry: Cost is expressed in terms of money expended by one or more stakeholders. 2.1.8 need what is necessary for or desired by the user Note 1 to entry: A need

43、 can be declared or undeclared; it can be existing or potential. 2.1.9 resources everything that is required to satisfy the needs Note 1 to entry: Resources include not just cost (both long and short term) but also time, materials and other inputs, whether physical such as materials or abstract such

44、 as intellectual property, sustainability and social impact. Note 2 to entry: Resources used include initial cost plus operation costs plus other considerations such as influence on environment BS EN 1325:2014EN 1325:2014 (E) 8 2.1.10 life cycle time interval from product inception until its removal

45、 from use and disposal Note 1 to entry: Life cycle encompasses evolution undergone by a product studied in the course of time, from its conceptualisation to its withdrawal. Withdrawal should be understood as the final elimination of the product beyond its withdrawal from service. Note 2 to entry: Ex

46、amination of life cycle may consider product usage conditions which may be encountered including scenario planning, risk assessment, transport, handling, storage, intended duration of use and other factors. 2.1.11 life situation product usage condition (for transport, handling, storage, maintenance,

47、 various applications, etc.) with the respective occurrences and duration 2.2 General terms for value management 2.2.1 value management VM style of management, particularly dedicated to motivating people, developing skills and promoting synergies and innovation, with the aim of maximising the overal

48、l performance of an organization Note 1 to entry: Applied at the Corporate perspective, Value Management relies on a value culture taking into account value for both stakeholders and customers. At the operational perspective (including project oriented activities), it implies in addition the use of

49、appropriate methods and tools. Note 2 to entry: Value Management can also be considered as a framework within which methods and tools are deployed to improve performance. Terms for core tools are defined in this standard. 2.2.2 value culture attitude, awareness and sufficient knowledge of what the concept of value represents for an organization and its stakeholders and of the factors that may affect this value Note 1 to entry: It includes an appropriate knowledge of available methods and tools and an awareness of managerial and environ