1.1 本实践涵盖了定义和满足项目、产品或过程（以下简称为研究重点）功能的程序。项目包括商业和住宅建筑以及其他工程系统的建设。 2. 产品包括组件、系统和设备。 3. 过程包括采购、材料管理、工作流程、制造和组装、质量控制和服务。 1.2 多学科团队使用该程序将利益相关者的约束、需求和愿望转换为功能描述，然后将这些功能与资源联系起来。 1.3 成本示例为指定研究期内的所有相关成本，包括获得资金、设计、采购/租赁、建造/制造/安装、运营、维护、维修、更换和处置特定研究重点的成本。 虽然不是唯一的标准，但成本是VE/VA研究中比较的重要基础。因此，准确、全面的成本数据是分析的重要内容。 1.4 这是一个开发满足研究重点功能的替代方案的程序。估计每个备选方案的成本。向业主/用户/利益相关者提供可实施的具体、技术准确的替代方案。所有者/用户/利益相关者选择最能满足其约束、需求和愿望的替代方案。 1.5 将本实践应用于整个研究重点或其任何子系统/元素。用户/所有者/利益相关者可以利用价值工程/价值评估程序来选择研究的要素或范围。 1.6 本标准并非旨在解决与其使用相关的所有安全问题（如有）。本标准的用户有责任在使用前制定适当的安全、健康和环境实践，并确定监管限制的适用性。 1.7 本国际标准是根据世界贸易组织技术性贸易壁垒（TBT）委员会发布的《关于制定国际标准、指南和建议的原则的决定》中确立的国际公认标准化原则制定的。 ====意义和用途====== 5.1 使用这种做法可能会提高一个或多个领域的绩效，包括: 成本控制；资源配置；进度管理；质量控制风险管理；或安全。在研究重点的生命周期内尽早进行VE/VA，并在任何时候条件发生变化时进行，以使任何建议的变化具有最大的灵活性和有效性。然而，价值工程/价值评估可以在项目、产品或过程的规划、设计和实施阶段的任何时候进行。 5.2 虚拟现实/虚拟现实的最有效应用是在设计阶段的早期。此时，设计中的更改或重定向可以在不进行大量重新设计的情况下进行，从而节省所有者/用户/利益相关者的时间和金钱。 5.3 与建筑和其他工程系统施工相关的项目: 5.3.1 在设计的早期阶段，将价值工程/价值评估称为价值规划。使用该过程分析预设计文件，例如程序文件和空间规划文件。在预设计阶段，执行VE/VA以定义项目的功能，并由项目团队（例如，业主、设计专业人员、， 5. 用户和施工经理。通过参与这一早期价值工程/价值评估练习，项目团队成员将其需求传达给其他团队成员，并用共同的功能语言识别这些需求。通过在设计过程的早期用这些术语表达项目，项目团队可以最大限度地减少沟通错误和重新设计，这在劳动力支出和进度延迟方面都是昂贵的。 5.3.2 在方案设计过程中也要执行虚拟现实/虚拟现实（最多15 % 设计完成），设计开发（高达45 % 设计完成）和施工文件（最多100份） % 设计完成）。在设计完成的几个阶段进行价值工程/价值评估研究，以定义或确认项目功能，验证技术和管理方法，分析设备和材料的选择，并评估项目的经济性和技术可行性。与用户/业主的设计审查时间表同时进行VE/VA研究，以维持项目时间表。通过方案设计和设计开发阶段，VE/VA团队分析了各技术专业的图纸和规范。 在施工文件阶段，虚拟企业/虚拟企业团队分析了设计图纸和规范，以及细节和设备选择，这些在稍后的阶段有更明确的定义。 5.3.3 在90-100℃下进行的VE/VA研究 % 投标前的设计完成阶段主要关注经济和技术可行性。考虑施工方法、施工阶段和采购。设计阶段的目标是最大限度地减少施工成本和索赔的可能性；分析管理和行政；满足利益相关者的需求；并审查所用的设计、设备和材料。 5.3.4 在施工期间，分析承包商的价值分析变更建议书（VACP）/价值工程变更建议书（VECP）。 6. VACP/VECP减少了施工成本或工期，或提供了替代施工方法，而不会降低性能或验收。为了鼓励承包商提出有价值的VACP/VECP，业主和承包商在合同允许的情况下分享由此产生的节约。 5.4 产品: 5.4.1 在概念开发过程中执行虚拟现实/虚拟现实，以提供一种机制来分析基本属性，并开发可能的替代方案以提供最佳价值。评估每个备选方案的技术要求，以确定对总性能和成本的影响。确定高成本/高成本敏感性的领域，并检查与其对有效性的贡献相关的要求。 利用虚拟现实/虚拟现实来建设性地挑战所述需求，推荐替代方案，并确保用户需求有充分的依据。 5.4.2 在初步设计期间执行虚拟现实/虚拟现实，以分析每个需求及其衍生规范的相关性。严格检查需求和规范的成本后果，以确定产生的成本是否与获得的价值相当。进一步分析高成本、低性能或高风险功能，并确定提高价值的替代方法。 5.4.3 在详细设计期间执行虚拟现实/虚拟现实，以识别单个高成本、低性能或高风险区域，以便于及早发现不必要的成本，及时采取纠正措施。 制定维护计划，以确保设计过程包含物流要求和成本考虑，包括可靠性、可维护性、备件和过时。分析供应商如何帮助降低成本。寻找机会简化设计以供操作使用，使产品更易于操作和维护。 5.4.4 在生产过程中进行虚拟现实/虚拟现实，以开发替代设计，满足功能需求。应用虚拟现实/虚拟现实来评估和改进制造过程、方法和材料。在以下情况下利用价值工程/价值评估的机会:最近的发展表明有可能提高性能或降低成本，或两者兼而有之；产品的未来使用取决于生产成本的显著降低； 新的制造技术或新材料成为可能。 5.4.5 在操作过程中执行虚拟现实/虚拟现实，以研究操作、维护和其他物流功能。 5.4.6 鼓励承包商提出满足业主需求的有价值的VACP/VECP，在合同允许的情况下，业主和承包商共享由此产生的节约。 5.5 过程: 5.5.1 在流程设计过程中执行价值工程/价值评估，以分析每个需求的价值以及由此衍生的流程步骤。批判性地检查需求的成本后果，以确定结果成本是否与获得的性能相当。进一步分析高成本函数，并确定以更大价值（更好的性能、更低的成本或两者兼有）实现相同结果的替代方法。 5.5.2 在流程实施过程中执行VE/VA。虚拟企业/虚拟企业挑战了数据收集、测试和用例的需求。虚拟现实/虚拟现实通过挑战所需的保真度并确定进行测试的成本效益方法来支持测试过程。寻找机会简化流程设计以供操作使用。 5.5.3 在工艺操作期间执行VE/VA。应用虚拟企业/虚拟企业来评估和改进流程，提高流程吞吐量，消除流程瓶颈。在以下情况下利用价值工程/价值评估机会:最近的组织变革表明有潜在的价值提升机会；流程改进或降低成本的初始激励措施或两者不再适用； 提高生产力的新技术也成为可能。 5.5.4 鼓励承包商提出满足业主需求的有价值的VACP/VECP，在合同允许的情况下，业主和承包商共享由此产生的节约。 5.6 VE/VA研究的数量和时间因研究的每个重点而异。所有者/用户/利益相关者、设计专业人员和价值方法专家共同确定最佳方法。复杂或昂贵的研究重点，或重复使用的设计，保证在设计开发之前和设计开发期间至少进行两次VE/VA研究。

1.1 This practice covers a procedure for defining and satisfying the functions of a project, product, or process (hereafter referred to as focus of study). Projects include construction of commercial and residential buildings and other engineered systems. 2 Products include components, systems and equipment. 3 Processes include procurement, materials management, work flow, fabrication and assembly, quality control, and services. 1.2 A multidisciplinary team uses the procedure to convert stakeholder constraints, needs, and desires into descriptions of functions and then relates these functions to resources. 1.3 Examples of costs are all relevant costs over a designated study period, including the costs of obtaining funds, designing, purchasing/leasing, constructing/manufacturing/installing, operating, maintaining, repairing, replacing and disposing of the particular focus of study. While not the only criteria, cost is an important basis for comparison in a VE/VA study. Therefore, accurate and comprehensive cost data is an important element of the analysis. 1.4 This is a procedure to develop alternatives that meet the functions of the focus of study. Estimate the costs for each alternative. Provide the owner/user/stakeholder with specific, technically accurate alternatives which can be implemented. The owner/user/stakeholder selects the alternative(s) that best satisfies their constraints, needs and desires. 1.5 Apply this practice to an entire focus of study, or to any subsystem/element thereof. The user/owner/stakeholder can utilize the VE/VA procedure to select the element or scope of the study. 1.6 This standard does not purport to address all of the safety concerns, if any, associated with its use. It is the responsibility of the user of this standard to establish appropriate safety, health, and environmental practices and determine the applicability of regulatory limitations prior to use. 1.7 This international standard was developed in accordance with internationally recognized principles on standardization established in the Decision on Principles for the Development of International Standards, Guides and Recommendations issued by the World Trade Organization Technical Barriers to Trade (TBT) Committee. ====== Significance And Use ====== 5.1 Use of this practice may increase performance in one or more areas including: cost control; resource allocation; schedule management; quality control; risk management; or safety. Perform VE/VA as early as possible in the life cycle of the focus of study, and anytime conditions change, to allow greatest flexibility and effectiveness of any recommended changes. However, VE/VA may be performed at any time during the planning, design, and implementation phases of a project, product, or process. 5.2 Most effective applications of VE/VA are early in the design phase. Changes or redirection in the design can be accommodated without extensive redesign at this point, thereby saving the owner/user/stakeholder's time and money. 5.3 Projects Related to the Construction of Buildings and Other Engineered Systems: 5.3.1 During the earliest stages of design, refer to VE/VA as value planning. Use the procedure to analyze predesign documents, for example, program documents and space planning documents. At the predesign stage, perform VE/VA to define the project's functions, and to achieve consensus on the project's direction and approach by the project team, for example, the owner, the design professional, 5 the user, and the construction manager. By participating in this early VE/VA exercise, members of the project team communicate their needs to the other team members and identify those needs in the common language of functions. By expressing the project in these terms early in the design process, the project team minimizes miscommunication and redesign, which are costly in both labor expenditures and schedule delays. 5.3.2 Also perform VE/VA during schematic design (up to 15 % design completion), design development (up to 45 % design completion), and construction documents (up to 100 % design completion). Conduct VE/VA studies at several stages of design completion to define or confirm project functions, to verify technical and management approaches, to analyze selection of equipment and materials, and to assess the project's economics and technical feasibility. Perform VE/VA studies concurrently with the user/owner's design review schedules to maintain the project schedule. Through the schematic design and design development stages, the VE/VA team analyzes the drawings and specifications from each technical discipline. During the construction documents stage, the VE/VA team analyzes the design drawings and specifications, as well as the details, and equipment selection, which are more clearly defined at this later stage. 5.3.3 A VE/VA study performed at a 90 to 100 % design completion stage, just prior to bidding, concentrates on economics and technical feasibility. Consider methods of construction, phasing of construction, and procurement. The goals at this stage of design are to minimize construction costs and the potential for claims; analyze management and administration; satisfy stakeholder needs; and review the design, equipment, and materials used. 5.3.4 During construction, analyze value analysis change proposals (VACP)/value engineering change proposals (VECP) of the contractor. 6 VACPs/VECPs reduce the cost or duration of construction or present alternative methods of construction, without reducing performance or acceptance. To encourage the contractor to propose worthwhile VACPs/VECPs, the owner and the contractor share the resultant savings when permitted by contract. 5.4 Products: 5.4.1 Perform VE/VA during concept development to provide a mechanism to analyze the essential attributes and develop possible alternatives to offer the best value. Evaluate technical requirements of each alternative to determine effects on total performance and costs. Identify areas of high cost/high-cost sensitivity and examine associated requirements in relation to its contribution to effectiveness. Utilize VE/VA to constructively challenge the stated needs and recommend alternatives and ensure that user requirements are well founded. 5.4.2 Perform VE/VA during preliminary design to analyze the relevance of each requirement and the specifications derived from it. Critically examine the cost consequences of requirements and specifications to determine whether the resultant cost is comparable to the worth gained. Further analyze high-cost, low performance or high risk functions and the identification of alternative ways of improving value. 5.4.3 Perform VE/VA during detail design to identify individual high-cost, low performance, or high risk areas to facilitate early detection of unnecessary costs in time to take corrective action. Establish maintenance plans to ensure that the design process incorporates logistic requirements and cost considerations, including reliability, maintainability, spares, and obsolescence. Analyze how suppliers can help reduce costs. Look for opportunities to simplify the design for operational use—make the product easier to operate and maintain. 5.4.4 Perform VE/VA during production to develop alternative designs to meet functional needs. Apply VE/VA to evaluate and improve manufacturing processes, methods, and materials. Leverage opportunities for VE/VA when: recent developments indicate a potential opportunity for performance improvement or cost reduction, or both; the future use of the product depends on significant reduction in production costs; and new manufacturing technology or new materials become available. 5.4.5 Perform VE/VA during operations to study the operation, maintenance, and other logistics functions. 5.4.6 Encourage the contractor to propose worthwhile VACPs/VECPs that satisfy owner needs, where the owner and the contractor share the resultant savings when permitted by contract. 5.5 Processes: 5.5.1 Perform VE/VA during process design to analyze the value of each requirement and the process steps derived from it. Critically examine the cost consequences of requirements to determine whether the resultant cost is comparable to the performance gained. Further analyze high-cost functions and the identification of alternative ways of achieving the same result with greater value (better performance, lower cost, or both). 5.5.2 Perform VE/VA during process implementation. VE/VA challenges the need for data collection and test and use cases. VE/VA supports the testing process by challenging the amount of fidelity needed and determining cost effective ways of conducting tests. Look for opportunities to simplify the process design for operational use. 5.5.3 Perform VE/VA during process operations. Apply VE/VA to evaluate and improve process flow, increase process throughput, and eliminate process bottlenecks. Leverage opportunities for VE/VA when: recent organizational changes indicate a potential opportunity for value improvement; initial incentives for process improvement or reduced cost, or both are no longer applicable; and new technology to improve productivity become available. 5.5.4 Encourage the contractor to propose worthwhile VACPs/VECPs that satisfy owner needs, where the owner and the contractor share the resultant savings when permitted by contract. 5.6 The number and timing of VE/VA studies varies for every focus of study. The owner/user/stakeholder, the design professional, and the value methodology expert determine the best approach jointly. A complex or expensive focus of study, or a design that will be used repeatedly, warrants a minimum of two VE/VA studies, performed before the design is developed and during design development.