Deck 3: Developing Project Proposals

Question 1

Taking credit for outcomes that others have achieved is a way to build yourself for others to respect you.

Answer 1

False

Question 2

A contractor should avoid no-bid decisions.

Answer 2

False

Question 3

It is unethical to submit an unsolicited proposal to a customer.

Answer 3

False

Question 4

Waiting to develop a proposal until an RFP is announced is important to be sure all the information is available.

Question 5

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

Question 6

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

Question 7

It is unfair to receive a non-competitive contract with a customer that was thinking about developing an RFP.

Question 8

A contractor's pre­RFP/proposal/tender efforts are crucial to establishing the foundation for eventually winning a contract from the customer.

Question 9

Establishing and building trust is key to developing effective and successful relationships with clients and partners.

Question 10

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.

Question 11

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.

Question 12

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.

Question 13

You learn more by telling than by listening.

Question 14

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.

Question 15

The cost of developing a proposal should be added in as a direct expense in the budget for a proposal.

Question 16

Successful contract opportunities are grounded in relationships.

Question 17

It is acceptable to use foul language, slang, and jargon with clients.Especially when they are using them.

Question 18

Always put the client first.

Question 19

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

Question 20

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.

Question 21

Specific criteria listed in the RFP should be restated in the proposal to reinforce to the customer that the contractor understands the requirements.

Question 22

The proposal should include a lengthy, detailed list of activities to show planning has been well thought out by the contractor.

Question 23

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.

Question 24

A complex proposal is a technical report with charts and figures to explain the approach.

Question 25

A contractor should only respond to RFPs if they have the required resources already on their staff.

Question 26

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

Question 27

Quantitative and qualitative benefits to the customer should be stated to help convince the customer of the value of the proposed result.

Question 28

A customer uses a request for proposal to solicit bids and then award a non-competitive contract.

Question 29

Developing a large proposal is a project.

Question 30

The length of the proposal is not as important as the quality of the information contained in the proposal.

Question 31

It is important to emphasise the unique features that differentiate the contractor from other contractors.

Question 32

Including complicated graphics in a proposal demonstrates a contractor's advanced skill and shows specific technical expertise.

Question 33

Key partners and subcontractors can help win a project for a contractor by complementing the contractor's expertise.

Question 34

Proposals that promise too much or are overly optimistic may seem believable and support that the contractor understands what needs to be done and how to do it.

Question 35

Proposals must be realistic in terms of the proposed scope, cost, and schedule in the eyes of the customer.

Question 36

A bid/no-bid checklist helps a contractor to decide whether or not to submit a proposal in response to an RFP.

Question 37

If the RFP format requirement states a page limit, the customer can reject a proposal that exceeds the page limit without any further review.

Question 38

A proposal manager is required to have a consistent, comprehensive proposal by the due date in the RFP.

Question 39

The customer selects the proposal that it expects will provide the best value.

Question 40

A specific proposed solution should be suggested for the customer's need.

Question 41

For projects that are new and have high risk, the contractor should include larger amounts of contingency.

Question 42

Contractors may outsource some of the work to subcontractors or consultants to perform certain project tasks.

Question 43

Local travel is usually not included in the project costs.

Question 44

Special facilities for a project are a project cost and should be included in the project cost estimates for the proposal.

Question 45

The schedule can include times for major tasks and key milestones to show sequence and interdependencies of the tasks.

Question 46

A contractor that is entering a similar but new field should plan a smaller profit to increase chances of winning the project.

Question 47

By participating in pre-RFP meetings, a contractor may gain budget 'intelligence' and be able to submit a project proposal with a more appropriate level of effort expected.

Question 48

Documentation deliverables are sometimes shown as separate costs in the project cost estimate.

Question 49

The objective of the cost section of the contractor proposal is to convince the customer that the contractor's price for the proposed project is realistic and reasonable.

Question 50

A desired profit is added after calculating all the direct and indirect costs for a project.

Question 51

If a customer has stated the budget in the RFP, the customer might reject proposals that have cost estimates greater than the budget without further review of the proposal.

Question 52

A ballpark estimate is acceptable for the proposal.There will be time to figure out the budget after the contract is won.

Question 53

It is good practice to have the person who will be responsible for the major work tasks estimate the associated costs.

Question 54

Inclusion of an organisation chart or assigned responsibility is helpful for the customer to evaluate the expertise of the project staff.

Question 55

Management reserves are the estimated costs to cover unexpected situations.

Question 56

Equipment that is included in the project costs are those required by the project.

Question 57

Indirect costs of doing business are included in proposals where the customer permits the charging of indirect costs.

Question 58

Costs of escalation are costs associated with the increased costs for materials and wages in a long term project.

Question 59

Historical data can be used to guide estimating costs for a proposed project.

Question 60

Realistic estimated hours and hourly labour rate for each person or classification is included in the cost section.

Question 61

At times, patents may result from performing the project.

Question 62

The contractor must notify the customer immediately of any actual or anticipated cost savings or schedule delays.

Question 63

Contractors must continue to be proactive after submitting a proposal by contacting the customer to ensure the RFP has been received and answer any questions.

Question 64

The contractor needs to obtain advance approval from the customer before hiring a subcontractor to perform a project task.

Question 65

One party is prohibited from disclosing confidential information, technologies, or processes utilised by the other party during the project to anyone else or using it for any purpose other than work on the project.

Question 66

Project proposals are evaluated with a standard set of criteria.

Question 67

The amount of profit on a project is adjusted depending upon the amount of competition for a project.

Question 68

The customer can terminate the contract according to requirements in the contract.

Question 69

The customer will make payments to the contractor according to the payment schedule in the contract.

Question 70

As soon as a contractor finds out it is the winner, it can start working on the project.

Question 71

Changes can be initiated by the customer or be proposed by the contractor.Some changes may necessitate a change in price (increase or decrease); others may not.

Question 72

Contracts for projects that are done for a foreign customer or are conducted in part in a foreign country do not require the contractor to make certain accommodations.

Question 73

All changes must be documented and approved by the contractor's project team before they are incorporated into the project.

Question 74

By having a customer supply schedule, the contractor is protected from incurring schedule slippage caused by customer delays in furnishing information, parts, or other items.

Question 75

Proposal evaluation scorecards are used in the decision making process to inform the final choice.

Question 76

The customer will pay the contractor a bonus if the project is completed ahead of schedule or exceeds other customer performance requirements.

Question 77

For clarification on a specific proposal, a customer may send a list of questions to be answered.

Question 78

Responding to follow-up communications may be viewed as an unfair advantage for contractors.

Question 79

Contractors measure the success of their proposal efforts by the number of times their proposals are selected by customers and/or by the total Rand value of their proposals that are selected.

Question 80

It is illegal for the contractor to overstate the hours or costs.