Q&A Hero

Q: The work breakdown structure subdivides the project into smaller pieces called work items. a. True b. False

Q: The focus must be on relying on after-the-fact inspections or testing and then do the necessary work to correct quality problems. a. True b. False

Q: Having a written quality plan at the outset of a project is extremely beneficial because it guarantees against incurring additional costs and schedule extensions due to rework caused by work and deliverables that fail to meet quality requirements and customer expectations. a. True b. False

Q: The key to quality control is to wait until all the work is completed before checking or inspecting for quality. a. True b. False

Q: With the quality plan in place including procedures for the application of appropriate quality tools and techniques, quality can then be monitored and controlled. a. True b. False

Q: The customer may randomly select certain work elements to review in order to determine whether they are being done in conformance with quality standards and requirements. a. True b. False

Q: The customer may make unannounced visits to the contactor's facility or work. a. True b. False

Q: The customer may hire an independent third party or laboratory to be its representative or perform tests when checking the quality of a project deliverables. a. True b. False

Q: The project quality plan should state which tools and techniques to use and when. a. True b. False

Q: The quality plan may also state that suppliers must provide documentation certifying that the materials they supply meet certain required specifications. a. True b. False

Q: It is essential to wait until the end of the project to check if the sponsor/customer requirements and expectations have been met regarding the quality of the project deliverables. a. True b. False

Q: Planning for quality is a necessary, yet often forgotten or dismissed, function on a project. a. True b. False

Q: The agreed-upon project scope document establishes the baseline for any changes that may be made to the scope during the performance of the project. a. True b. False

Q: If the scope seems much less than originally anticipated by the customer, the customer and contractor would have to agree on increasing the budget, extending the schedule, reducing the scope, or some combination thereof. a. True b. False

Q: The project scope document is valuable for establishing a common understanding among project stakeholders regarding the scope of the project. a. True b. False

Q: It might not be possible to define all of the requirements, work elements, and deliverables at a detailed level for a project with a long duration, such as a multiyear project, or a project that has several phases. a. True b. False

Q: At the beginning of the project it might not be possible to define all of the requirements, work elements, and deliverables at a detailed level. a. True b. False

Q: The deliverables in the project scope document will be used as the basis for creating a more detailed WBS in the next step of the planning process. a. True b. False

Q: A network diagram is a technique for organizing and subdividing all the project work and deliverables into more manageable components. a. True b. False

Q: Clear, ambiguous acceptance criteria for all deliverables are important because they are the basis for verifying that the project scope has been completed in accordance with the customer's requirements and expectations. a. True b. False

Q: For some projects, the terms of payment may be tied to the customer's acceptance of certain deliverables. a. True b. False

Q: A clear description of the acceptance criteria with quantitative measures will help to avoid understanding. a. True b. False

Q: The inclusion of specifications or standards will help assure quality of the deliverable. a. True b. False

Q: An understanding of project deliverables would also be a setback to developing a good working relationship with the customer. a. True b. False

Q: A detailed description of each deliverable will help to manage stakeholder expectations. a. True b. False

Q: Having the contractor or project team review the statement of work with the sponsor or customer provides an opportunity to make sure everything that the customer expects is included. a. True b. False

Q: In many cases, the customer states high-level requirements in the project charter or RFP, but the project team or the contractor may need to collect more information from the customer or end users to further refine the requirements. a. True b. False

Q: The work breakdown structure can include specifications regarding size, color, weight, or performance parameters, such as speed, uptime, throughput, processing time, or operating temperature range, that the project result must satisfy. a. True b. False

Q: Contractor requirements define the functional or performance specifications for the project's end product and other project deliverables. a. True b. False

Q: The project scope defines what needs to be done. a. True b. False

Q: There can be situations where the project objective needs to be modified as the project proceeds. a. True b. False

Q: The project objective must be clear, attainable, specific, and measurable. a. True b. False

Q: The customer selects the proposal that it expects will provide the best value. a. True b. False

Q: Submitting a proposal that meets the customer's statement of work and requirements is all that is needed to secure a contract. a. True b. False

Q: A customer uses a request for proposal to solicit bids and then award a noncompetitive contract. a. True b. False

Q: A bid/no-bid checklist helps a contractor to decide whether to submit a proposal in response to an RFP. a. True b. False

Q: The bid or no-bid decision is made on the capability to develop a quality proposal as well as the capability to complete the project if the contractor wins the bid. a. True b. False

Q: The length of the proposal is not as important as the quality of the information contained in the proposal. a. True b. False

Q: A contractor should only respond to RFPs if they have the required resources already on their staff. a. True b. False

Q: Good pre-RFP marketing helps a contractor to know if funds will be available for a project in an RFP. a. True b. False

Q: The reputation of the company that announced the RFP should be evaluated as a factor as well as the reputation of the contractor when making a bid or no-bid decision. a. True b. False

Q: A contractor should make a no-bid decision for a project that would not be consistent the contractor's business mission. a. True b. False

Q: An RFP says that the contract planned is to be fixed price. The project is well-defined and low risk. The contractor should bid based upon the contract type and risk level. a. True b. False

Q: If there is high risk for the success of a project, the contractor should include a cost-reimbursement plan in their cost section if the RFP did not specify a contract type. a. True b. False

Q: A contractor should bid on RFPs where there is little or no competition and avoid ones where they might have a competitor bid on the project. a. True b. False

Q: A contractor should avoid no-bid decisions. a. True b. False

Q: Contractors interested in submitting a proposal in response to an RFP must be realistic about the probability of being selected as the winning contractor. a. True b. False

Q: A contractor's preRFP/proposal efforts are crucial to establishing the foundation for eventually winning a contract from the customer. a. True b. False

Q: It is unfair to receive a noncompetitive contract with a customer that was thinking about developing an RFP. a. True b. False

Q: It is unethical to submit an unsolicited proposal to a customer. a. True b. False

Q: The cost of developing a proposal should be added in as a direct expense in the budget for a proposal. a. True b. False

Q: Helping customers identify needs, even if they are needs your company cannot help them address, is a way to position your company to win future contracts. a. True b. False

Q: Waiting to develop a proposal until an RFP is announced is important to be sure all the information is available. a. True b. False

Q: It is ok to use foul language, slang, and jargon with clients. Especially when they are using them. a. True b. False

Q: Always put the client first. a. True b. False

Q: Taking credit for outcomes that others have accomplished is a way to build yourself for others to respect you. a. True b. False

Q: You learn more by telling than by listening. a. True b. False

Q: Establishing and building trust is key to developing effective and successful relationships with clients and partners. a. True b. False

Q: Successful contract opportunities are grounded in relationships. a. True b. False

Q: Describe at least three criteria that a customer could use to evaluate a contractor's proposal.

Q: Describe the differences between a complex proposal and a simplified proposal.

Q: Contractors seriously consider the bid/no-bid decision process in responding to RFPs and submit fewer proposals but attempt to havea. a high win ratio.b. less work to do for projects.c. the same number of subcontractors and employees.d. consensus on projects.

Q: Total dollar value approach givesa. equal weight to proposals with larger dollar amounts.b. more weight to proposals with larger dollar amounts.c. equal weight to all proposals.d. less weight to proposals with larger dollar amounts.

Q: The win ratio approach givesa. equal weight to proposals with larger dollar amounts.b. more weight to proposals with larger dollar amounts.c. equal weight to all proposals.d. less weight to proposals with larger dollar amounts.

Q: Cost-reimbursement contracts are most appropriate for projects thata. take less than one year to complete.b. are with customers that want a single payment date.c. are well defined and entail little risk.d. involve risk.

Q: In , the customer usually requires that, throughout the project, the contractor regularly compares actual expenditures with the proposed budget and reforecasts cost at-completion, comparing it with the original proposed price.a. fixed price contractsb. fixed agreementsc. cost reimbursement contractsd. work agreements

Q: In a , the customer agrees to pay the contractor for all actual costs (labor, materials, and so forth), regardless of amount, plus some agreed-upon profit.a. fixed price contractb. fixed agreementc. cost reimbursement contractd. work agreement

Q: Fixed-price contracts are most appropriate for projects that a. take less than one year to complete. b. are with customers that want a single payment date. c. are well defined and entail little risk. d. involve risk.

Q: A contractor bidding on a fixed-price project must developa. accurate and complete cost estimates and include sufficient contingency costs.b. a well-defined project with low risk.c. techniques to control costs and reduce expenses to make a larger profit.d. techniques to determine the cost-at-completion with actual expenditures.

Q: The type of contract where the customer and the contractor agree on a price for the proposed work isa. a fixed price contractb. a fixed agreement.c. a cost reimbursement contract.d. a work agreement.

Q: The contract must clearly spell outa. the names of those responsible for tasks.b. the number of contact hours the contractor must have with the customer.c. the deliverables the contractor is expected to provide.d. the level of risk acceptable by the contractor.

Q: A vehicle for establishing good customer"contractor communications and arriving at a mutual understanding and clear expectations to ensure project success isa. a request for proposal.b. a contract.c. a communication plan.d. the initiation phase of a project.

Q: A BAFO requested by a customer isa. a base accounting and finance office clarification from the contractor.b. a best and first offer from the contractor.c. a clarification request for broad, ambiguous, frivolous, and obscure aspects of the proposal.d. a best and final offer from the contractor.

Q: When making contingency estimates, the contractor shoulda. estimate the amount to mitigate high impact and probable issues.b. include an amount for each issue that has high impact.c. include a small amount for each possible issue.d. heavily pad the estimates to include every issue.

Q: Materials that would be used for a construction project area. concrete truck delivery fees and permits.b. people, money, and time.c. lumber, windows, and paint.d. rough carpenters, plumbers, and finishers.

Q: The contractor should state its understanding of the customer's needa. in its own words with description of the customer's current condition.b. by restating the problem statement that appears in the RFP.c. by including complex graphics to show expertise.d. adding lots of information about other projects that are similar.

Q: Proposals are often organizeda. as one long document with no breaks or sections.b. with technical, management, and cost sections that may not be labeled.c. as separate volumes to display the different phases of the project life cycle.d. with a lot of detail to identify the customer's problem.

Q: Proposal preparation is completed bya. a single person when proposing a multimillion-dollar project.b. a large team for a simple project.c. a proposal manager regardless of the project size.d. one or more people depending upon the requirements of the proposal.

Q: Your company has been supplying a local company with warehouse management. A proposed project requires warehouse management in 15 national locations. This is an example of how the contractor coulda. take on too much risk because they have only worked with a small company.b. hurt its local reputation by working on projects with other companies.c. develop its proposal writing skills by bidding on the project.d. extend its capabilities and expand its business to a larger customer base.

Q: Clients want to work with people who can problems, not with those who merely them.a. identify, evaluateb. assess, talk aboutc. solve, identifyd. create, solve