FEMA IS 100C Introduction Incident
Command System EXAM Questions and
Answers Verified Solutions Latest
Update
Question:
A tactical plan is a course of action to achieve short-term goals, generally within a year
or less. Tactical plans are concerned with what the units beneath top management
must do, how they must do it, and who has the responsibility. These plans have shorter
time frames and narrower scopes than strategic plans.
Answer:
Tactical Plan
Question:
Obtain the Entity and Departmental (if available) Mission, Goals, and Objectives.
Establish and train a Strategic Procurement Planning Team. Review Strengths,
Weaknesses, Opportunities, and Threats (SWOT) of the procurement function. Update
the Procurement Department's mission, goals, and objectives, if necessary, based on
the above SWOT review. Review the projected budget for the entity to determine likely
procurements for the coming year.
Answer:
Steps to take to create a Procurement Strategic Plan
Question:
Is the objective logically related to an identified goal? Does each objective describe an
output or outcome in terms of identified targets, and are they time based? Is each
objective realistic and attainable? Is the objective related to a specific foreseeable
result or outcome instead of some internal process or output?
Answer:
The creation of Strategic Procurement Objectives should include
,Question:
SMART is an acronym that spells out the requirements for establishing effective goals
and objectives. Creating objectives that meet these criteria will enable the entity to
move forward more efficiently, with clear direction and within stated timelines.
Specific: Objectives that are detailed and clear so that they are easy to understand.
Measurable: Quantifiable objectives that include definite numbers and well-defined
action plans. Attainable: Realistic (another word used may be "Achievable"). Relevant:
The objective matters and it matches our overall goals. Time Bound: Set a specific time
frame to accomplish your objectives.
Answer:
SMART
Question:
Obtain input from key stakeholders (those to whom performance will be reported).
Ensure that measures are simple and relevant to the intended audience (e.g., public,
stakeholders, elected officials). Ensure that measures are specific, consistently applied,
and within the control of the procurement function. Identify any dependencies among
other stakeholders, functions, or departments that will be related to the measures.
Define a specific time period for reporting measures that is directly related to the
attainment of goals and objectives in the strategic plan (e.g., 6 months, 1 year). Utilize
measures in the decision-making process that support informed decision making and
lead to appropriate action. The measures should represent a balance of the types of
measures critical to achieving specific objectives and goals.
Answer:
In order for procurement managers to know "what" they are measuring, accurate
planning must be completed before the process of developing the performance
metrics.
Question:
Is descriptive and conceptual. Qualitative data can be categorized based on traits and
characteristics. Example: Provide response options for feedback on the pCard program
survey such as: Highly effective, effective, ineffective, highly ineffective.
Answer:
Qualitative Feedback
,Question:
Can be counted, measured, and expressed using numbers. Example: Provide response
options for feedback such as the number of solicitations awarded or time it took to
process an award.
Answer:
Quantitative Feedback
Question:
Is a more organized and documented communication.
Answer:
Formal Feedback
Question:
Is the everyday casual conversation regarding the work being done.
Answer:
Informal Feedback
Question:
Qualitative Feedback: Focus groups center their attention on processes related to an
issue and how to improve them. Quantitative Feedback: Surveys focused on measuring
satisfaction with Procurement Department. Formal Feedback: A formal annual review of
procurement performance each year. Informal Feedback: Staff check-in with internal
clients to receive informal feedback on new processes implemented.
Answer:
What would a feedback plan look like that includes qualitative/quantitative as well as
formal/informal feedback from internal stakeholders?
, Question:
workload levels and workload balance among staff and across the year timeliness of
commodity delivery operating cost levels benchmark targets performance indicators
performance targets quality management tools (i.e., checklists, progress charts,
graphs) sharing performance measures and progress during regular staff meetings
performance reviews to share performance measures that identify accomplishments
and areas for improvement
Answer:
The following are examples of methods that may be used to measure, track, and share
procurement performance
Question:
A KPI is a quantifiable measure used to evaluate the success of an organization,
employee, etc. in meeting objectives for performance.
Answer:
What is a KPI
Question:
It tells the stakeholder where you were, where you are going, and why this milestone is
a success worth celebrating. It is another small success that drives positive
impressions of reputation.
Answer:
What makes a KPI effective?
Question:
Benchmarking is defined as the act of measuring a process, service, or good against
the characteristics of the recognized leaders in the given area of review. Benchmarking
is a study, review, or process whereby a procurement entity identifies world-class
entities with which to compare its practices, policies, and performance outcomes. An
entity's performance is judged against selected criteria from other entities deemed
"best in class."
Answer:
Benchmarking
Command System EXAM Questions and
Answers Verified Solutions Latest
Update
Question:
A tactical plan is a course of action to achieve short-term goals, generally within a year
or less. Tactical plans are concerned with what the units beneath top management
must do, how they must do it, and who has the responsibility. These plans have shorter
time frames and narrower scopes than strategic plans.
Answer:
Tactical Plan
Question:
Obtain the Entity and Departmental (if available) Mission, Goals, and Objectives.
Establish and train a Strategic Procurement Planning Team. Review Strengths,
Weaknesses, Opportunities, and Threats (SWOT) of the procurement function. Update
the Procurement Department's mission, goals, and objectives, if necessary, based on
the above SWOT review. Review the projected budget for the entity to determine likely
procurements for the coming year.
Answer:
Steps to take to create a Procurement Strategic Plan
Question:
Is the objective logically related to an identified goal? Does each objective describe an
output or outcome in terms of identified targets, and are they time based? Is each
objective realistic and attainable? Is the objective related to a specific foreseeable
result or outcome instead of some internal process or output?
Answer:
The creation of Strategic Procurement Objectives should include
,Question:
SMART is an acronym that spells out the requirements for establishing effective goals
and objectives. Creating objectives that meet these criteria will enable the entity to
move forward more efficiently, with clear direction and within stated timelines.
Specific: Objectives that are detailed and clear so that they are easy to understand.
Measurable: Quantifiable objectives that include definite numbers and well-defined
action plans. Attainable: Realistic (another word used may be "Achievable"). Relevant:
The objective matters and it matches our overall goals. Time Bound: Set a specific time
frame to accomplish your objectives.
Answer:
SMART
Question:
Obtain input from key stakeholders (those to whom performance will be reported).
Ensure that measures are simple and relevant to the intended audience (e.g., public,
stakeholders, elected officials). Ensure that measures are specific, consistently applied,
and within the control of the procurement function. Identify any dependencies among
other stakeholders, functions, or departments that will be related to the measures.
Define a specific time period for reporting measures that is directly related to the
attainment of goals and objectives in the strategic plan (e.g., 6 months, 1 year). Utilize
measures in the decision-making process that support informed decision making and
lead to appropriate action. The measures should represent a balance of the types of
measures critical to achieving specific objectives and goals.
Answer:
In order for procurement managers to know "what" they are measuring, accurate
planning must be completed before the process of developing the performance
metrics.
Question:
Is descriptive and conceptual. Qualitative data can be categorized based on traits and
characteristics. Example: Provide response options for feedback on the pCard program
survey such as: Highly effective, effective, ineffective, highly ineffective.
Answer:
Qualitative Feedback
,Question:
Can be counted, measured, and expressed using numbers. Example: Provide response
options for feedback such as the number of solicitations awarded or time it took to
process an award.
Answer:
Quantitative Feedback
Question:
Is a more organized and documented communication.
Answer:
Formal Feedback
Question:
Is the everyday casual conversation regarding the work being done.
Answer:
Informal Feedback
Question:
Qualitative Feedback: Focus groups center their attention on processes related to an
issue and how to improve them. Quantitative Feedback: Surveys focused on measuring
satisfaction with Procurement Department. Formal Feedback: A formal annual review of
procurement performance each year. Informal Feedback: Staff check-in with internal
clients to receive informal feedback on new processes implemented.
Answer:
What would a feedback plan look like that includes qualitative/quantitative as well as
formal/informal feedback from internal stakeholders?
, Question:
workload levels and workload balance among staff and across the year timeliness of
commodity delivery operating cost levels benchmark targets performance indicators
performance targets quality management tools (i.e., checklists, progress charts,
graphs) sharing performance measures and progress during regular staff meetings
performance reviews to share performance measures that identify accomplishments
and areas for improvement
Answer:
The following are examples of methods that may be used to measure, track, and share
procurement performance
Question:
A KPI is a quantifiable measure used to evaluate the success of an organization,
employee, etc. in meeting objectives for performance.
Answer:
What is a KPI
Question:
It tells the stakeholder where you were, where you are going, and why this milestone is
a success worth celebrating. It is another small success that drives positive
impressions of reputation.
Answer:
What makes a KPI effective?
Question:
Benchmarking is defined as the act of measuring a process, service, or good against
the characteristics of the recognized leaders in the given area of review. Benchmarking
is a study, review, or process whereby a procurement entity identifies world-class
entities with which to compare its practices, policies, and performance outcomes. An
entity's performance is judged against selected criteria from other entities deemed
"best in class."
Answer:
Benchmarking
