CPPO & CPPB Exam Prep Tool

CPPO Online Assessment Tool

Topic:

Certification

Description

The CPPO Online Assessment Tool consists of 175 multiple choice questions that are aligned to the UPPCC's Body of Knowledge and Competency (BoK-C). Detailed feedback is provided for each question. At the end of the assessment, the user receives a score and suggestions for resources to help learners gain the knowledge and competence needed.

Intended Audience

This offering is targeted to individuals who meet or exceed the following professional demographics: 

Mid-level public procurement and central warehouse professionals who serve as senior buyers, managers, directors, or equivalent functions within their respective entities.  
Non-procurement managers and supervisors who either provide procurement functions that support entity programs under delegated authority, or who already have a good understanding of basic procurement principles but wish to get more in-depth, hands-on training.  
Professionals who are employed by local governing entities and special authorities (such as K-12 and higher education, publicly owned utilities, transportation providers, and other publicly funded or created entities) who either serve within or manage the procurement function.

Supplier managers and supervisors seeking to understand the public procurement function from a more in-depth holistic level, including the policies, standards, and procedures by which public entities must function.

Delivery Formats Available

On-Demand

Contact Hours/CEUs

0

Price

$98

Level

Advanced

Designed for public procurement professionals who have at least five years’ experience.

Domain I. Legal Framework 15%

The legal framework of public procurement defines the boundaries practitioners are required to adhere to in performance of their duties. It is a structure of laws, rules and regulations which govern public procurement.

Determine methods to ensure compliance with laws
Monitor professional and legislative trends and laws
Apply concepts of fair, open, and transparent competition
Detect and report fraud and antitrust activities (e.g., collusion, bid rigging)
Determine procurement policies, guidelines, and procedures
Determine methods to ensure compliance with supplier diversity programs
Determine methods to ensure compliance with sustainable procurement initiatives
Demonstrate compliance with confidential or proprietary restrictions (e.g., communications, public records requests)

Domain II. Procurement Planning & Analysis 17%

Planning and analysis is a broad area of knowledge and competencies which encompasses the use of tools and data to successfully execute the various activities associated with any procurement. Procurement planning, although occurring principally prior to solicitation, can occur throughout the life cycle of any procurement. Procurement analysis refers to the collection, collation, and application of analytical techniques of data in support of business decisions. Both planning and analysis are used to maximize the success of procurement functions within the public entity.

Develop and implement goals, objectives, and measurement criteria for the procurement function
Design metrics and measurements to track procurement performance
Analyze and report procurement performance measurement
Conduct spend analysis for directing strategic purchasing decisions
Formulate a procurement contingency/continuity of operations plan (e.g., disaster preparedness, supply chain resilience, emergency sourcing)
Recognize the impact of budget cycle (e.g., lead times, receipt of goods, payment of goods)
Assess and utilize external procurement information resources (e.g., professional network, periodicals, associations)
Develop standardization programs and practices
Monitor procurement trends
Identify risk and implement mitigation strategies (e.g., bonding, terms and conditions, insurance, financial review, liquidated damages, litigation assessments, conflict of interest)
Conduct sourcing analyses (e.g., make, lease or buy, market research, outsourcing)
Conduct financial impact assessment (e.g., total cost of ownership, return on investment, cost benefit)
Analyze results from market analysis for planning and implementing procurement strategies (e.g., forecasting, historical, economic conditions)

Domain III. Sourcing & Solicitation 20%

Sourcing is the selection of the best supplier to fulfill a need. Sourcing includes market analysis, determination of procurement method, determination of contract type, selection of delivery methods, and related functions associated with a successful procurement action. Solicitation is the process of requesting offers from the marketplace prior to selection of an offeror to fulfill the need of the public entity.

Analyze the impact of funding sources (e.g., operating, capital, grant, federal)
Differentiate and apply competitive solicitation methods (e.g., request for proposals, invitation for bid, qualification-based selection)
Recognize and apply non-competitive/alternative procurement methods (e.g., emergency, single source, sole source)
Recognize elements of specialized procurements (e.g., human services, professional services)
Evaluate specifications and/or scope of work for solicitations
Differentiate and apply specification types (e.g., design, performance)
Recognize and select contract types (e.g., blanket order, term contracts)
Differentiate and select contract types (e.g., blanket order, term contracts)
Differentiate among construction delivery methods (e.g., design-build, construction manager at risk, public private partnership)
Recognize the unique terminology, attributes, and risk of technology commodities and services
Determine methods of payment (e.g., progress, advance, incentive)
Determine sourcing and contract terms and conditions
Evaluate cooperative procurement options (e.g., lead agency, government contracts, aggregate requirements)
Recognize special considerations for hazardous and/or controlled goods and services
Apply the established procurement workflow approval process (e.g., requisitions, contracts, solicitations, purchase orders)
Manage the solicitation document
Manage the solicitation process from issue to award
Review solicitations and contracts for completeness and accuracy
Assess offer/offeror evaluation (e.g., responsiveness, responsibility, fee analysis)
Recognize challenges unique to regional, national, and international procurements (e.g., trade agreements, customs, tariffs, documentation)
Manage the debrief post-award processes and procedures
Manage vendor disputes and protests
Manage and conduct the negotiation process (e.g., planning, documentation, strategies, and techniques)
Determine and review solicitation file contents

Domain IV. Contract Development & Management 17%

Contract Management is defined as the overarching process that includes the functions of both contract formation and contract administration. Contract formation (aka contract development) consists of the planned functions that are to be performed before the parties have signed the contract, e.g., development of the solicitation, scope of work, terms and conditions, and negotiation of a contract that is mutually beneficial for the entity and the supplier.

Contract administration is defined as the functions that are performed after the parties have signed the contract. Typical contract administration activities are goal oriented and are aimed at ensuring compliance with the contract terms and conditions while giving attention to the achievement of the stated output and outcome of the contract.

Contract formation (development) and administration are the final stages of a successful procurement event. Evaluation of offers leads to determination of best value to the requesting entity and award of a contract or contracts to the most advantageous offeror(s). Contract formation is a comprehensive phrase which includes programming, planning, budgeting, sourcing, and contract execution, followed by contract administration. Contract administration is a function of overseeing supplier performance and guiding a contract to full and successful completion and closeout.

Evaluate and approve award of contract
Determine and review contract file contents
Manage the contract document preparation
Identify the elements of a contract
Govern the contract management process including:
- Post-award start-up/kick-off meeting
- Performance deficiencies and resolutions (e.g., notice to cure, liquidated damages)
- Modifications (e.g., change orders, amendments, escalation)
- Contractor/supplier performance (e.g., quality control/quality assurance, KPI reporting)
- Contractor/supplier compliance (e.g., insurance requirements, licensing requirements, prevailing wage)
- Disputes
- Renewal process
- Termination (e.g., default, convenience, non-appropriation)
- Close-out (e.g., substantial completion, transfer of warranty, release of liens)

Domain V. Leadership 18%

Leadership in public procurement is the process of applying knowledge and competencies to achieve organizational success. Leadership includes the ability to be aware of and manage interpersonal relationships judiciously and empathetically. Procurement organizations serve the needs of the public entity, including: delivering the tools required to provide service to citizens, providing leadership in the procurement function focusing on the overall planning, policy development and execution, hiring and retaining qualified staff, fostering positive interaction with support and oversight bodies, and continuous monitoring and improvement.

Advocate and demonstrate the value of public procurement
Demonstrate professional values and ethics (e.g., accountability, impartiality)
Establish and promote the mission, vision, and operating values of the procurement department
Prepare and deliver information for a target audience (e.g., business cases, presentations, reports)
Develop and leverage outreach methods for internal and external stakeholders
Create a plan for professional development and continuing education
Develop and lead personnel resources (e.g., professional development, mentorship, cross training)
Develop and monitor qualitative and quantitative staff performance metrics
Manage purchasing department personnel (e.g., evaluations, corrective action, feedback)
Develop and deliver procurement training to external and internal stakeholders
Develop staff succession plan
Analyze impacts of socio-political factors on procurement
Explain procurement impacts and outcomes to internal and external stakeholders
Identify conflicts and challenges and employ strategies for resolution

Domain VI. Business Principles 13%

Business principles provide the foundation for operational efficiencies to maximize the success of the procurement function. These principles are relevant in all phases of the procurement cycle including planning, budgeting, management of inventories, internal and external audits, and reconciliations. They further guide decisions and actions which impact operations and compliance.

Design operational forms and templates
Prepare procurement department business plan and operating budget
Manage automated procurement systems
Implement and manage procurement audit and review processes
Integrate continuous process improvements (e.g., stakeholder satisfaction, remediation)
Manage procurement card programs
Recognize the impact of inventory management and logistics, techniques, and principles
Delegate roles and responsibilities in the procurement process
Develop a policy for disposition of obsolete and surplus equipment and materials
Develop process improvement methods and initiatives
Develop service level agreements (e.g., inter agency, service providers)

Questions in the Assessment Tool are not from UPPCC Certification Exams. Using this tool does not guarantee a passing grade on the UPPCC Certification Exam.