[{"data":1,"prerenderedAt":-1},["ShallowReactive",2],{"detail-sidebar-cat-1-en-105":3,"doc-seo-239905-105":53,"doc-detail-239905-en":126},{"code":4,"msg":5,"data":6},0,"success",[7,14,19,24,29,34,39,44,49],{"id":8,"doc_module":9,"doc_module_name":10,"category_name":11,"show_sort_weight":12,"slug":13},11,1,"Template","Presentations",90,"presentations",{"id":15,"doc_module":9,"doc_module_name":10,"category_name":16,"show_sort_weight":17,"slug":18},12,"Resumes",80,"resumes",{"id":20,"doc_module":9,"doc_module_name":10,"category_name":21,"show_sort_weight":22,"slug":23},14,"Invoices",70,"invoices",{"id":25,"doc_module":9,"doc_module_name":10,"category_name":26,"show_sort_weight":27,"slug":28},15,"Posters",60,"posters",{"id":30,"doc_module":9,"doc_module_name":10,"category_name":31,"show_sort_weight":32,"slug":33},16,"Social Media",50,"social-media",{"id":35,"doc_module":9,"doc_module_name":10,"category_name":36,"show_sort_weight":37,"slug":38},17,"Forms",40,"forms",{"id":40,"doc_module":9,"doc_module_name":10,"category_name":41,"show_sort_weight":42,"slug":43},18,"Letters",30,"letters",{"id":45,"doc_module":9,"doc_module_name":10,"category_name":46,"show_sort_weight":47,"slug":48},21,"Paper Templates",5,"papers-templates",{"id":50,"doc_module":9,"doc_module_name":10,"category_name":51,"show_sort_weight":4,"slug":52},158,"General","general-158",{"code":4,"msg":54,"data":55},"ok",{"site_id":56,"language":57,"slug":58,"title":59,"keywords":60,"description":61,"schema_data":62,"social_meta":119,"head_meta":121,"extra_data":123,"updated_unix":125},105,"en","value-engineering-a-systematic-team-approach-for-strategic-planning","Value Engineering - A Systematic Team Approach for Strategic Planning","","Value Engineering (VE) provides a structured methodology for business and strategic planning using VE-trained facilitators and multidisciplinary teams. It emphasizes function-oriented analysis rather than cost reduction, applying techniques that examine program, project, process, system, and service functions across an organization’s life cycle. The paper highlights combining VE with Functional Analysis System Technique (FAST) to clarify cause-and-effect logic behind strategy maps and scorecards. 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Box 1625  \nIdaho Falls, ID 83415-3634  \nCopyright © 2010 by Battelle Energy Alliance, LLC. Published and used by INCOSE with permission.  \nAbstract. The Value Engineering (VE) Methodology is an effective tool for business or strategic planning. While there are many viable strategic planning processes, the “Balanced Scorecard” approach (formally developed by Robert Kaplan, PhD, and David Norton, PhD), is highlighted here using VE and function analysis to develop strategy maps and scorecards. As part of the VE Methodology, Functional Analysis System Technique (FAST) diagramming offers an integrated approach and structure to strategy map development by formulating a cause and effect relationship and establishing the “how” and “why” behind the strategy map. By holistically utilizing the VE Job Plan, one is able to move from strategic thinking all the way through to measurement and execution of a strategy.  \nIntroduction  \nValue Engineering (VE) incorporates a systematic process (formal job plan), VE-trained facilitators/team leaders, and a multidisciplinary team to identify and evaluate solutions to complex problems in the life-cycle of an organization, project, process, or system. The VE process uses several industry standard problem solving/decision making techniques in an organized effort directed at independently analyzing the functions of programs, projects, organizations, processes, systems, equipment, facilities, services, and supplies. VE is not a cost reduction activity, but a function-oriented method to improve the value of a product. There is no limit to the field in which VE may be applied.  \nThe Balanced Scorecard concept evolved from a one-year multi-company measurement research project that began in 1990 by Drs. Robert Kaplan and David Norton. Since then, Kaplan and Norton have written a number of books and offered extensive training on this topic. As a result, several hundred companies have implemented the Balanced Scorecard approach with a high degree of success. In their books, Kaplan and Norton site multiple case studies where the concept has been used to drastically improve performance of organizations through identification, alignment, integration, and execution of their strategies.  \nAfter receiving training in and applying the Balanced Scorecard approach, authors of this paper sought a systematic method for developing and implementing strategy maps and scorecards. Being certified and experienced in the value management discipline, they recognized the value in employing VE and FAST diagramming as a means to this end. As described below, the authors propose how VE can be utilized for strategic planning through development and implementation of strategy maps and scorecards.  \nStrategy Maps and Balanced Scorecard Overview  \nMany, if not most, organizations and institutions engage in some form of strategic planning. Multiple strategic planning definitions and approaches exist for identifying an organization’s vision, understanding its mission, conducting a situation analysis, determining goals, and identifying strategies and tactics. Definitions for each of these terms can be found at the end of this document. However, research has shown that execution of strategies, not development, is where companies fail.  \nIn 1990, Kaplan (the Baker Foundation Professor at Harvard University) and Norton (President of the Balanced Scorecard Collaborative/Palladium) began a research project on measuremen","cbCaicLu84oydSys","https://ap.wps.com/l/cbCaicLu84oydSys","pdf",978960,"English","# Abstract\n# Introduction\n# Strategy Maps and Balanced Scorecard Overview\n## Balanced Scorecard concept and origins\n## Strategy maps and measurement logic\n## Mission and vision framework","[{\"question\":\"What is the purpose of Value Engineering in strategic planning?\",\"answer\":\"Value Engineering applies a formal, function-oriented job plan to identify and evaluate solutions. It supports strategic planning by clarifying strategy logic and linking it to measurable outcomes.\"},{\"question\":\"How does the Balanced Scorecard relate to Value Engineering in the paper?\",\"answer\":\"The paper highlights the Balanced Scorecard approach and uses VE and function analysis to develop strategy maps and scorecards. This combination helps translate strategy into operational objectives and performance management.\"},{\"question\":\"What role does FAST diagramming play in building strategy maps?\",\"answer\":\"FAST diagramming offers an integrated structure for strategy map development. It formulates cause-and-effect relationships and explains the “how” and “why” behind strategy map elements.\"}]","Value Engineering - A Systematic Team Approach for Strategic Planning | PDF",1789154762]