1、1TD.BSI BS EN 12973-ENGL 2000 II LbLiibb UA557b 387 I BRITISH STANDARD Value management The European Standard EN 12973:2000 has the status of a British Standard ICs 03.100.40 NO COPYING WITHOUT BSI PERMISSION EXCEPT AS PERMITTED BY COPYRIGHT LAW BS EN 12973:2000 National foreword “his British Standa
2、rd is the officiai English language version of EN 129732000. The UK participation in its preparation was entrusted to Technical Committee DSA, Dependability and terotechnology, which has the responsibility to: - aid enquirers to understand the text; - present to the responsible European committee an
3、y enquiries on the - monitor related internal-.ional and European developments and promulgate interpretation, or proposals for change, and keep the UK interests informed them in the UK This British Standard, having been prepared under the direction of the Management Systems Sector Committee, was pub
4、lished under the authority of the Standards Committee and comes into effect on 15 June 2OOO A list of organizations represented on this committee can be obtained on request to its secretaqy. Cross-references The British Standarch which implement international or European publications referred .to in
5、 this document may be found in the BSI Standards Catalogue under the section entitled “International Standards Correspondence Index“, or by using the “Find“ facility of the BSI standards Electronic Catalogue. A British Standard does not purport to include ali the necessary provisions of a contsact.
6、Users of British standasds are responsible for their correct application Compliance with a British Standard does not of itself confer immunity from legal obligations. Summary of pages This document comprises a hnt cover, an inside front cover, the EN title page, pages 2 to 61 and a back cover. The B
7、SI copyright notice displayed in this document indicates when the document was last issued. Amendments issued since publication ID - all those involved in the formal application of Value Management methods within specific projects including generalists and specialists; - all those involved in Value
8、Management development or training. It has been structured so that the introduction outlines why Value Management is relevant to management. Section 4 explains what Value Management is and Section 5 introduces how Value Management should be applied (see Figure 1). OBSI O-2000 STD.BSI BS EN 12973-ENG
9、L 2000 LL24bb 0855802 900 Key principles Page 5 EN 12973:2000 Requirements The concept of The VM Approach Value VALUE MANAGEMENT (VM) INTRODUCTION AND SCOPE Management Style Human Dynamics Environmental Methods and considerations Tools Value Culture VALUE MANAGEMENT METHODS AND TOOLS VM Policy VM VM
10、 Study VM Training Programme 1 W METHODS AND TOOLS: INFORMATIM ANNEX A I Specific Value Methods and Tools Other Methods and Tools I Figure 1 -Structure of this document The European Standard on Value Management has been developed to promote unified concepts, common practice and the highest levels of
11、 expertise and efficacy throughout Europe. This standard represents a development from previous Value Analysis standards. It integrates the pre-standardization work, sponsored by the European Commission, with the standardization work of CENTTC 279 and refers in particular to the standard EN 1325 “Va
12、lue Management, Value Analysis, Functional Analysis vocabulary“, of which Part 1 “Value Analysis and Functional Analysis“ has been published. OBSI 06-2000 STD-BSI BS EN 12973-ENGL 2000 I lib2qbb9 0855d03 347 I Page 6 EN 12973:2000 Introduction The concept of Value relies on the relationship between
13、the satisfaction of many differing needs and the resources used in doing so. The fewer resources used or the greater the satisfaction of needs, the greater the value. Stakeholders, internal and external customers may all hold differing views of what represents value. The aim of Value Management is t
14、o reconcile these differences and enable an organization to achieve the greatest progress towards its stated goals with the use of minimum resources. Value Management is a style of management, particularly dedicated to motivate people, develop skills and promote synergies and innovation, with the ai
15、m of maximizing the overall performance of an organization. VM provides a new way to use many existing management methods. It is consistent with Quality Management. Value Management has been proven effective in a wide range of activities. Applied at the Corporate level, Value Management relies on a
16、value-based organizational culture taking into account Value for stakeholders and customers. At the operational level (project oriented activities), it implies in addition the use of appropriate methods and tools. For a top manager to take a decision, whether this be in the definition of commercial
17、strategy, the development of a new product or the conclusion of a financial agreement, requires a consistent approach toward addressing these issues. Value Management simultaneously addresses management goals, encourages positive human dynamics, respects internal and external environmental condition
18、s and positively provides the methods and tools for achieving results. The most visible benefits arising out of the application of VM will include: - better business decisions by providing decision makers a sound basis for their choice; - increased effectiveness by using limited time and resources t
19、o best effect; - improved products and services to external customers by clearly understanding, and giving due priority to, their real needs; - enhanced competitiveness by facilitating technical and organizational innovation; - a common value culture, thus enhancing every members understanding of th
20、e organizations goals; - improved internal cornmunication and common knowledge of the main success factors for the organization; - simultaneously enhancing communication and efficiency by developing multidisciplinary and multitask teamwork; - decisions which can be supported by all stakeholders. The
21、 benefits are available to providers and consumers in all sectors of society: - the industrial sector including manufacturing, construction and processing; - the services E actor, both public and private; - the government, health, education and other public activities. OBSI O-2000 Page 7 EN 12973:20
22、00 The Value Management approach involves three root principles: - a continuous awareness of value for the organization, establishing measures or estimates of value, monitoring and controlling them; - a focus on the objectives and targets before seeking solutions; - a focus on function, providing th
23、e key to maximize innovative and practical outcomes. The approach allows the accomplished manager to apply the principles intuitively, particularly in addressing high level issues such as commercial strategy. Equally, all levels of management may apply the methods formally, in a team environment, to
24、 solve specific problems. Value Management embraces specific management tools which may be applied in a rigorous and systematic manner to address all manner of issues ranging from strategic goals to the design of one single component. In larger organizations, it is normal to introduce a structured f
25、ramework to assist managers in applying Value Management consistently across the organization. In such organizations, individuals may have specific and well defined role functions within the process. In smaller organizations (such as Small and Medium size Enterprises), such roles may be less well de
26、fined and an individual may effectively perform several of them as part of his duties. To achieve the universal and flexible application of Value Management throughout an organization, without losing effectiveness of the approach, requires that every member be aware of the fundamentals which drive v
27、alue for that organization, and take decisions on a consistent basis. The building of a Value Management culture within the organization is fundamental. It requires training and awareness campaigns appropriate to the activities, responsibilities and accountability of the individuals. The existence o
28、f a mature value culture will change attitudes and working practices, encouraging groups to work together and reduce confrontation. The results will be reflected in a reduction of wasted and unnecessary effort and encourage the focus of limited resources on those areas which will give the greatest v
29、alue. OBSI 06-2000 STDmBSI BS EN L2973-ENGL 2000 W Lb2qbb7 0855805 LLT W Page 8 EN 12973:2000 1 Scope The purposes of this standard are: - to establish a common basis for management to implement and practise Value Management; - to help team leaders and team members to practise the methods; - to esta
30、blish a basis for developing training and certifying procedures for individual competencies in Value Management; - to establish a basis for Value Management contractors to provide services; - to establish a basis for certifying companies and organizations; - to improve the quality of Value Managemen
31、t and stimulate innovation in its use; - to improve communication through the use of common terminology. This standard provides a guide to all managers to practise Value Management and to introduce this discipline within their organization, and for all other members to understand and participate eff
32、ectively in Value Management. 2 Normative references This European Standard incorporates by dated or undated reference, provisions from other publications. These normative references are cited at the appropriate places in the text and the publications are listed hereafter. For dated references, subs
33、equent amendments to or revisions of any of these publications apply to this European Standard only when incorporated in it by amendment or revision. For undated references the latest edition of the publication referred to applies. EN 1325-1, Value Management, Value Analysis, Functional Analysis voc
34、abulary - Part 7 : Value Analysis and Functional Analysis. 3 Terms and definitions The term “Value” has been defined in EN 1325-1. It has the same meaning in this European Standard. For the purposes of this European Standard, the following specific terms and definitions apply: 3.1 Value Management (
35、VM) Value Management is a style of management, particularly dedicated to motivating people, developing skills and promoting synergies and innovation, with the aim of maximizing the overall performance of an organization Applied at the Corporate level, Value Management relies on a value-based organiz
36、ational culture taking into account Value for both stakeholders and customers. At the operational level (project oriented activities), it implies, in addition, the use of appropriate methods and tools. OBSI 06-2000 STD-BSI BS EN L2973-ENGL 2000 W Lb2qbbS 085580b 05b 9 Page 9 EN 12973:2000 3.2 Value
37、Culture Value Culture is an 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 It includes an appropriate knowledge of available methods and tools and an awareness of managerial a
38、nd environmental conditions which enable Value Management to flourish. 3.3 Value Management Programme a Value Management Programme is a planned and structured array of activities which enables the development, implementation and maintenance of a Value Management Policy in a sustainable manner 3.4 Va
39、lue Management Study a Value Management study is the application of Value Management to a specific subject identified within a Value Management programme and may involve the use of one or more methods NOTE: A Value Management study is a specific approach to a clearly identified subject. Value Manage
40、ment provides a set of methods that complement the Project Management methodology. One or several specific Value Management studies may be carried out within a wider project. 3.5 Value Manager a Value Manager is a person who is responsible for designing, developing and implementing a Value Managemen
41、t programme 4 The principles of Value Management Relevance to the Top Manager VM can then be defined as a transverse approach, a common way of devising the different management of specific areas of the enterprise (human relations, technologies, costs, .). It focuses on the Value concept in order to
42、validate operational objectives and to define specific strategies. The top manager strives to obtain better outputs from the whole of the organizations assets, financial, material and human, to satisfy the expectations of shareholders and customers. Value Management integrates the operational manage
43、rs efforts with those of higher management to provide a seamless focus on value throughout the organization. It provides this by concentrating objectively on outcomes which are in line with overall corporate objectives, in preference to local or short- term priorities. Every manager will develop his
44、 own style of conducting his responsibilities within an overall, consistent VM culture, which embraces and encourages team work, communication and emphasis on the customer (internal or external) rather than the provider. The resulting atmosphere encourages innovation, draws on the synergy of people
45、working together and results in better utilization of resources to fulfil the organizations aims. OBSI 06-2000 Page 10 EN 12973:2000 4.1 Key principles Value Management is distinct from other management approaches in that it simultaneously includes attributes which are not normally found together. I
46、t brings together within a single management system: - management style; - positive human dynamics; - consideration of external and internal environment; - effective use of methods and tools. Management Style The distinctive Value Management style combines several essential qualities to ensure the a
47、pplication of the concepts of value and function. These qualities and concepts include an emphasis on teamwork and communication; a focus on what things do rather than what they are (functional approach); an atmosphere that encourages creativity and innovation; a focus on customers requirements and
48、a requirement to evaluate options quantitatively to enable robust comparison of options. Human Dynamics - Teamwork: . encouraging people to work together towards common solutions and avoiding confrontation; - Satisfaction: . recognizing and giving credit for individual contributions and team results
49、; - Communication: . bringing people together by improving communication between them, fostering better common understanding and providing better group decision support; - Encouraging change: challenging the status quo to bring about beneficial change; - Ownership: the assumption of ownership of the outcomes of Value Management activities by those responsible for implementing them. Environmental Considerations - external conditions: . taking account of pre-existing conditions external to the organization over which managers may have little or no influence. These condi
