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Introduction to CPCM Exam
Certified Professional Contract Manager (CPCM) demonstrates that you are familiar with all aspects of contract administration, both in government and commercial settings. To win the CPCM, a candidate must pass and pass the Certified Professional Contracts Manager exam. Contract management is the procedure of directing the formation, implementation, and examination of contracts to maximize the operational and financial performance of an organization while reducing financial risk. Organizations are increasingly pressured to reduce costs and improve business performance
the responsibilities of the contract manager include financial monitoring and contract control, ensuring respect for health, safety, the environment, and quality and achieving the procedures and objectives of the company
Certification is a distinctive sign. It distinguishes the accredited person and his work from others in the same profession. A certified person communicates that he has reached a certain level of competence and undertakes to maintain the highest level of professionalism Obtaining the CPCM certification represents the domain of all aspects of contract management: government and commercial. If you intend to apply for CPCM certification, you generally need to have at least a degree from an accredited regional educational institution, at least five years of relevant professional experience and a minimum of 120 hours of continuous professional development
How to Prepare For CPCM Certification Exam
Preparation Guide for CPCM Certification Exam
CPCM: Tips to survive if you don't have time to read all the page
A Certified Professional Contracts Manager (CPCM) certification indicates that you have met the highest level of NCMA in teaching, training, and experience and that you have revealed your knowledge of contract management skills in the Management Knowledge Body contract. A certified professional contract administrator (CPCM) demonstrates that you know all aspects of contract administration, both in government and in the commercial sphere. To win the CPCM, a candidate must pass and pass the Certified Professional Contracts Manager module exam. Certification is a distinctive sign. It distinguishes the accredited person and his work from other people who practice the same profession. A certified person communicates that he has reached a certain level of competence and undertakes to maintain the highest level of professionalism. The NCMA certification program, in particular, strengthens the orientation of candidates. The certification provides a direct link between the individual in the workplace and the rest of the professional community. This link provides support, advice, and opportunities. Certification increases and strengthens competition in the labor market. Employers also have a level of security regarding the knowledge of a certified person, the application of that knowledge and continuous professional development. A degree or more from a regionally accredited institution. Non-graduated candidates with at least 10 years of experience may attach a letter in writing requesting the exemption from the diploma requirement.
A copy of your transcript. At least five years of professional experience in the field of contract management. Finish the related Work Experience section of the certification application. 120 hours of continuing professional training (EPC) in contracts or business management Copies of documents confirming that you have completed 120 CPE in contracts or business management. Certificates of completion and/or transcription are preferred
Reference: https://www.ncmahq.org/Web/Web/Certification/CPCM.aspx?hkey=6936e55e-546b-419f-a0ce-a306d45813db
The advantages surpassing others
NCMA CPCM Exam Syllabus Topics:
| Section | Objectives |
|---|---|
| Topic 1: Legal, Regulatory, and Ethics | - Legal and Regulatory Framework
|
| Topic 2: Contract Management Foundations | - Contract Principles and Lifecycle
|
| Topic 3: Business and Supply Chain Management | - Business and Financial Acumen
|
| Topic 4: Contract Award and Negotiation | - Negotiation and Pricing
|
| Topic 5: Post-Award Contract Management | - Contract Administration
|
| Topic 6: Pre-Award Activities | - Acquisition Planning
|
NCMA Certified Professional Contracts Manager Sample Questions:
Competitive analysis, comparative analysis, and market data are indicators of reasonableness in _________
_.
- A. Market Research
- B. Plan Negotiations
- C. Cost Analysis
- D. Price Analysis
Correct Answer: D 🗳️
Explanation: Only visible for TrainingDumps members. You can sign-up / login (it's free).
The process of collecting, measuring, analyzing, and reporting cost information in order to safeguard and control an organization's financial resources is called __________.
- A. cost estimating
- B. cost accounting
- C. cost controlling
- D. cost reimbursement
Correct Answer: B 🗳️
Explanation: Only visible for TrainingDumps members. You can sign-up / login (it's free).
Scenario 5.0: 2
The buyer issued a request for proposals (RFP) for various support services. As part of these services, the seller would need to review the work of other contractors on existing and future programs. The RFP noted the potential for impaired objectivity or unfair competitive advantage organizational conflicts of interest (OCIs), and specified that the seller would be ineligible for involvement at any level on specifically identified contracts. The RFP also specified a second set of contracts-one of which was identified as "LKS"-that presented potential OCIs, and directed any seller performing work under these latter contracts to provide notice and an OCI mitigation plan that would be analyzed by the buyer.
The buyer intended to award a single cost-plus-fixed-fee, level-of-effort contract for a two-year base period with three option years to the offeror whose proposal provided the best value. This determination was to be based on an evaluation of proposals under the following three factors, in descending order of importance:
o Cost
o Mission suitability
o Past performance
For this contract, mission suitability and past performance, when combined, were to be approximately equal in importance to cost.
The RFP provided that the evaluation of cost proposals would assess both reasonableness and realism. To determine cost, the RFP provided estimates for both estimated level-of-effort hours and optional flex hours for nine labor categories, specifying the experience, skills, and description for each category. Under the mission suitability factor, the RFP included various management approach subfactors. These included a phase-in approach subfactor, which required offerors to specify an incumbent capture rate as a percentage of the total workforce and to justify the rate and methods used to achieve it. Both offerors in the competitive range indicated high incumbent capture rates. The proposed staffing approach was to be assessed under the technical approach subfactor.
The source selection plan provided a table that described how point scores would be assigned and which corresponding adjectival ratings would result from the scores. During the first evaluation, the buyer assigned a weakness to one of the two offerors in the competitive range, Offeror A, based on the fact that Offeror A offered at or below the average compensation for the low end of the required experience level, as well as the risk associated with Offeror A's ability to capture a qualified workforce. In response, Offeror A showed the buyer that it had used commercial compensation rates to determine its compensation rates. As such, the compensation rates Offeror A had submitted in its proposal were less than the company's engineers were currently being compensated.
After establishing the competitive range, the buyer held discussions with Offeror A and Offeror B. The buyer then requested final proposal revisions (FPRs).
In its FPR, Offeror A noted that its major subcontractor, Sub A, was the prime contractor on the "LKS project" mentioned in the RFP, and submitted an OCI mitigation plan that included a labor distribution and mapping template showing that the program supported by Sub A's LKS project would not be overseen by Sub A's staff performing work on the new contract. Contemporaneous records indicated a brief discussion by the evaluators of this approach, but did not discuss OCI mitigation directly and provided no indication that the potential OCI was analyzed.
After reevaluation, Offeror A had slightly higher scores in the technical approach and mission suitability subfactors, a lower past performance rating, and a lower probable cost. After receiving and evaluating the FPRs, the buyer awarded the contract to Offeror A.
Question:
Is there enough information to determine whether Offeror A's OCI mitigation plan is sufficient?
- A. Yes, because Sub A was not the prime contractor and therefore cannot have an OCI.
- B. No, because a "firewall" is an insufficient method of mitigating OCIs.
- C. No, because the potential OCI was not addressed directly during discussions and no documented analysis occurred.
- D. Yes, because a plan was submitted, as required by the RFP.
Correct Answer: C 🗳️
Explanation: Only visible for TrainingDumps members. You can sign-up / login (it's free).
Scenario 6.0: 2
ABC Corporation (ABC) entered into a firm-fixed-price, indefinite-delivery/indefinite-quantity (IDIQ) contract with a Federal buyer for the purchase of various "Soviet-style" parts. The contract language allowed for changes to:
o Drawings, designs, or specifications when the supplies to be furnished are to be specially manufactured for the buyer; o The method of shipment or packing; and o Place of delivery.
The contract also specified that:
If any such change causes an increase or decrease in the cost of, or the time required for, performance of any part of the work under this contract, whether or not changed by the order, the buyer shall make an equitable adjustment in the contract price, the delivery schedule, or both, and shall modify the contract.
ABC was unable to obtain a particular part required to fulfill a delivery order under the contract, and missed the deadline for delivery. Two years after the deadline passed, with no delivery, the failure provided cause for termination for default under the conditions outlined in the contract. To avoid default, ABC entered into Bilateral Modification 4 with the buyer. The modification required ABC to provide additional parts as consideration for late delivery. The modification also stated that a new delivery date for the original delivery would be determined in another modification.
ABC remained unable to purchase the parts to fulfill the original order. A new modification, Bilateral Modification 7 , provided that ABC would deliver "new production" models of the parts in question, rather than the "new surplus" parts specified in the original delivery order. The idea to deliver new production models of the parts had originated with ABC and was accepted by the buyer. ABC did not attempt to negotiate any changes in price, no discussions of price were held, and no price adjustment was included in this modification.
ABC completed delivery of these parts on time. However, the new production models cost significantly more than the new surplus parts originally ordered.
Approximately four months later, ABC submitted a request for equitable adjustment (REA) to the buyer. In the REA, ABC requested $1,369,377.47 , which represented the difference in price between the parts called for by the original delivery order and the parts ABC ultimately delivered. The buyer rejected the request.
Question:
Does "Bilateral Modification 7" contain constructive changes, entitling ABC to submit the REA?
- A. Yes, because the cost of performance significantly exceeded the contract price.
- B. No, because the contractor was complying with contract and delivery order specifications.
- C. No, because at the time of agreement, the seller could not have known that it would increase the cost of performance.
- D. Yes, because the contractor performed above and beyond the requirements of the contract.
Correct Answer: B 🗳️
Explanation: Only visible for TrainingDumps members. You can sign-up / login (it's free).
The __________ process is to ensure the delivered goods or service meets the specifications, terms, and conditions of the contract.
- A. Administer Contract
- B. Physical Contract Completion
- C. Performance Planning
- D. Ensure Quality
Correct Answer: D 🗳️
Explanation: Only visible for TrainingDumps members. You can sign-up / login (it's free).
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