Embedding Management of Value (MoV) is a strategic organizational change initiative, not merely a tactical implementation of a new process. For such a change to be successful, it requires visible and sustained commitment from the highest levels of the organization. Senior managers provide the necessary authority, strategic direction, and resources (e.g., funding, personnel) to overcome resistance and integrate MoV principles into the organization's culture and governance structures. Without this top-level support, any attempt to embed MoV is likely to fail due to a lack of priority and alignment with business objectives.

A. A separate level of management which is set up to focus on MoV activities

This is incorrect. MoV is designed to be integrated into existing organizational structures and processes, not to create a new, separate management bureaucracy which could be inefficient.

C. A Senior MoV Practitioner who is part of the MoV Board

This is too prescriptive. While having skilled practitioners and a governance body is beneficial, the specific structure is not a universal requirement. Organizations can tailor their MoV governance.

D. An MoV Study Leader who is appointed as part of each project team

This describes the application of MoV at a project level, not the strategic requirement for embedding it across the entire organization. Embedding is a prerequisite for this to happen consistently.

1. AXELOS. (2010). Management of Value. The Stationery Office (TSO).

Page 78, Section 7.3, Critical success factors: The first and most prominent critical success factor listed is "Senior management commitment." The text explicitly states, "Without clear, consistent and sustained commitment from senior management, any attempt to embed MoV is likely to fail. Senior management must champion MoV and provide the necessary resources to support its implementation." This directly validates option B.

Page 79, Section 7.4, Tailoring MoV to the organization: This section emphasizes adapting MoV to the organization's existing culture and structure, which contradicts the idea of mandating a new management level (Option A) or a specific board composition (Option C).