NIGP CPP Module A Exam Questions
With Complete Solutions
Strategic Plan - CORRECT ANSWER✔✔-A strategic plan is a course of action to
| | | | | | | | | | | | |
achieve long-range goals, generally up to five years. Strategic plans reflect the
| | | | | | | | | | | |
company's direction and its purpose as stated in its mission statement. To
| | | | | | | | | | | |
develop strategic plans, top management must develop and use summary reports
| | | | | | | | | |
on finances, operations, and the external environment.
| | | | | | |
Tactical Plan - CORRECT ANSWER✔✔-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.
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Steps to take to create a Procurement Strategic Plan - CORRECT ANSWER✔✔-
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Obtain the Entity and Departmental (if available) Mission, Goals, and Objectives.
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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.
| |
The creation of Strategic Procurement Objectives should include: - CORRECT
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ANSWER✔✔-Is the objective logically related to an identified goal? | | | | | | | |
Does each objective describe an output or outcome in terms of identified targets,
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and are they time based?
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Is each objective realistic and attainable?
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Is the objective related to a specific foreseeable result or outcome instead of
| | | | | | | | | | | | |
some internal process or output?
| | | |
SMART - CORRECT ANSWER✔✔-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").
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,Relevant: The objective matters and it matches our overall goals.
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Time Bound: Set a specific time frame to accomplish your objectives.
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In order for procurement managers to know "what" they are measuring, accurate
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|planning must be completed before the process of developing the performance
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metrics. - CORRECT ANSWER✔✔-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.
| | | | | | | | | | |
, Qualitative Feedback - CORRECT ANSWER✔✔-Is descriptive and conceptual.
| | | | | | | |
Qualitative data can be categorized based on traits and characteristics. Example:
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Provide response options for feedback on the pCard program survey such as:
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Highly effective, effective, ineffective, highly ineffective.
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Quantitative Feedback - CORRECT ANSWER✔✔-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.
| | | | | | | | | | | | |
Formal Feedback - CORRECT ANSWER✔✔-Is a more organized and documented
| | | | | | | | | |
communication.
Informal Feedback - CORRECT ANSWER✔✔-Is the everyday casual conversation
| | | | | | | | |
regarding the work being done.| | | |
What would a feedback plan look like that includes qualitative/quantitative as
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well as formal/informal feedback from internal stakeholders? - CORRECT
| | | | | | | | |
ANSWER✔✔-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.
| | | |
With Complete Solutions
Strategic Plan - CORRECT ANSWER✔✔-A strategic plan is a course of action to
| | | | | | | | | | | | |
achieve long-range goals, generally up to five years. Strategic plans reflect the
| | | | | | | | | | | |
company's direction and its purpose as stated in its mission statement. To
| | | | | | | | | | | |
develop strategic plans, top management must develop and use summary reports
| | | | | | | | | |
on finances, operations, and the external environment.
| | | | | | |
Tactical Plan - CORRECT ANSWER✔✔-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.
| | | | |
Steps to take to create a Procurement Strategic Plan - CORRECT ANSWER✔✔-
| | | | | | | | | | |
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.
| |
The creation of Strategic Procurement Objectives should include: - CORRECT
| | | | | | | | | |
ANSWER✔✔-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?
| | | |
SMART - CORRECT ANSWER✔✔-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.
| | | | | | | | | |
In order for procurement managers to know "what" they are measuring, accurate
| | | | | | | | | | |
|planning must be completed before the process of developing the performance
| | | | | | | | | | |
metrics. - CORRECT ANSWER✔✔-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.
| | | | | | | | | | |
, Qualitative Feedback - CORRECT ANSWER✔✔-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.
| | | | |
Quantitative Feedback - CORRECT ANSWER✔✔-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.
| | | | | | | | | | | | |
Formal Feedback - CORRECT ANSWER✔✔-Is a more organized and documented
| | | | | | | | | |
communication.
Informal Feedback - CORRECT ANSWER✔✔-Is the everyday casual conversation
| | | | | | | | |
regarding the work being done.| | | |
What would a feedback plan look like that includes qualitative/quantitative as
| | | | | | | | | | |
well as formal/informal feedback from internal stakeholders? - CORRECT
| | | | | | | | |
ANSWER✔✔-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.
| | | |
