NIGP CPP Module A questions with
|\ |\ |\ |\ |\ |\
answers
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. - CORRECT ANSWERS ✔✔Strategic Plan |\ |\ |\ |\ |\
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. -
|\ |\ |\ |\ |\ |\ |\ |\ |\ |\
CORRECT ANSWERS ✔✔Tactical Plan |\ |\ |\
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. - CORRECT ANSWERS |\ |\ |\ |\ |\ |\ |\ |\
✔✔Steps to take to create a Procurement Strategic Plan
|\ |\ |\ |\ |\ |\ |\ |\
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? - CORRECT
|\ |\ |\ |\ |\ |\ |\ |\ |\ |\
ANSWERS ✔✔The creation of Strategic Procurement Objectives
|\ |\ |\ |\ |\ |\ |\
should include: |\
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. - CORRECT ANSWERS ✔✔SMART |\ |\ |\ |\
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. - CORRECT
|\ |\ |\ |\ |\ |\ |\ |\ |\
, ANSWERS ✔✔In order for procurement managers to know "what"
|\ |\ |\ |\ |\ |\ |\ |\ |\
they are measuring, accurate planning must be completed before
|\ |\ |\ |\ |\ |\ |\ |\
the process of developing the performance metrics.
|\ |\ |\ |\ |\ |\ |\
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.
|\ |\ |\ |\ |\ |\ |\
- CORRECT ANSWERS ✔✔Qualitative Feedback
|\ |\ |\ |\ |\
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. - CORRECT ANSWERS ✔✔Quantitative Feedback
|\ |\ |\ |\ |\
Is a more organized and documented communication. - CORRECT
|\ |\ |\ |\ |\ |\ |\ |\
ANSWERS ✔✔Formal Feedback
|\ |\ |\
Is the everyday casual conversation regarding the work being
|\ |\ |\ |\ |\ |\ |\ |\ |\
done. - CORRECT ANSWERS ✔✔Informal Feedback
|\ |\ |\ |\ |\
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. |\ |\ |\
|\ |\ |\ |\ |\ |\
answers
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. - CORRECT ANSWERS ✔✔Strategic Plan |\ |\ |\ |\ |\
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. -
|\ |\ |\ |\ |\ |\ |\ |\ |\ |\
CORRECT ANSWERS ✔✔Tactical Plan |\ |\ |\
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. - CORRECT ANSWERS |\ |\ |\ |\ |\ |\ |\ |\
✔✔Steps to take to create a Procurement Strategic Plan
|\ |\ |\ |\ |\ |\ |\ |\
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? - CORRECT
|\ |\ |\ |\ |\ |\ |\ |\ |\ |\
ANSWERS ✔✔The creation of Strategic Procurement Objectives
|\ |\ |\ |\ |\ |\ |\
should include: |\
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. - CORRECT ANSWERS ✔✔SMART |\ |\ |\ |\
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. - CORRECT
|\ |\ |\ |\ |\ |\ |\ |\ |\
, ANSWERS ✔✔In order for procurement managers to know "what"
|\ |\ |\ |\ |\ |\ |\ |\ |\
they are measuring, accurate planning must be completed before
|\ |\ |\ |\ |\ |\ |\ |\
the process of developing the performance metrics.
|\ |\ |\ |\ |\ |\ |\
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.
|\ |\ |\ |\ |\ |\ |\
- CORRECT ANSWERS ✔✔Qualitative Feedback
|\ |\ |\ |\ |\
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. - CORRECT ANSWERS ✔✔Quantitative Feedback
|\ |\ |\ |\ |\
Is a more organized and documented communication. - CORRECT
|\ |\ |\ |\ |\ |\ |\ |\
ANSWERS ✔✔Formal Feedback
|\ |\ |\
Is the everyday casual conversation regarding the work being
|\ |\ |\ |\ |\ |\ |\ |\ |\
done. - CORRECT ANSWERS ✔✔Informal Feedback
|\ |\ |\ |\ |\
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. |\ |\ |\
