Six questions across the full module. Take your time — there is no time limit and you will see detailed feedback after each answer.
This knowledge check covers:
Unit 1 — Foundations: CM and CA roles
Unit 2 — Reading your contract and building the CMP
Unit 3 — Relationship management
Unit 4 — Managing consulting services contracts
Unit 5 — Managing goods and non-consulting services contracts
Unit 7 — Amendments, underperformance, and closeout
How this works
Two questions per screen. Both must be answered before you can continue. Your score and question-by-question results are shown at the end.
Screen 1 of 5
Module 7 · Unit 8 of 8
Questions 1 & 2
Question 1 of 6 — Unit 1
A CA issues a contract amendment without consulting the CM about whether the proposed additional scope is technically sound. What role boundary has been crossed?
✓ Correct. The CA is responsible for the procedural coordination and execution of amendments — but the technical judgment about whether the proposed additional scope is acceptable belongs to the CM. An amendment issued without CM confirmation of technical soundness may commit the MCA to a position that is not operationally supportable.
Not quite. Contract amendments require coordination between the CM and CA. The CM confirms the technical justification and acceptability of the proposed scope change; the CA handles the procedural steps, approvals, and execution. Issuing an amendment without CM input on the technical substance is a boundary violation — regardless of whether the financial thresholds require approvals.
Question 2 of 6 — Unit 2
A CM builds their CMP but does not include a contract calendar. Three months in, the performance security lapses because neither the CM nor the CA noticed the expiry date. Which CMP component was missing and what was its purpose?
✓ Correct. The contract calendar is the CMP component that captures every contractual deadline — for both the MCA and the contractor — with responsible owners. Performance security expiry, advance payment recovery milestones, insurance renewals, and report due dates all belong there. Without it, these obligations have no named owner and no tracking mechanism. Once a performance security lapses, the MCA loses it — it cannot be retroactively reinstated.
Not quite. While the risk register and roles section contribute to management, the missing component here is specifically the contract calendar — the CMP’s mechanism for tracking every contractual deadline with a named owner. Performance security renewal is a contractual deadline that belongs in the contract calendar, not just in the risk register.
Screen 2 of 5
Module 7 · Unit 8 of 8
Questions 3 & 4
Question 3 of 6 — Unit 3
A consultant’s progress reports are increasingly brief and uniformly positive. The delivery schedule shows the contract is two weeks behind. How should the CM interpret this, and what should they do?
✓ Correct. Uniformly positive progress reports alongside a slipping schedule are a diagnostic signal, not reassurance. On troubled contracts, the flow of bad news often dries up before the contract visibly deteriorates. The CM should address the delay directly and specifically at the next meeting, document the exchange, and monitor closely. If the pattern continues after direct engagement (Level 1), move to a written notice (Level 2).
Not quite. The CMG is clear on this: a contractor that stops raising problems is not necessarily a contractor without problems. Uniformly positive reports alongside a slipping schedule are a warning sign, not a reason for reassurance. The response is to address the schedule delay directly and specifically at the next progress meeting — not to request more reporting, and not yet to escalate, unless Level 1 engagement produces no response.
Question 4 of 6 — Unit 4
Under a lump sum consulting contract, can a CM certify payment based on the consultant’s invoice alone, if the CM already has a good general sense of the work from recent conversations?
✓ Correct. The payment sequence is a control structure that applies to every contract type. A lump sum fixes the amount — it does not remove the CM’s obligation to review the deliverable against the Description of Services and issue written acceptance before certifying payment. Certifying based on general impression rather than formal review exposes the MCA to the situation where a deficient deliverable has been formally accepted and paid for, with limited recourse.
Not quite. The payment sequence — review → accept → certify → process — applies to every consulting contract, regardless of contract type. A lump sum contract fixes the payment amount for each milestone. It does not waive the CM’s obligation to formally review the deliverable against the Description of Services and issue written acceptance before certifying. There is no “good general sense” substitute for a formal review.
Screen 3 of 5
Module 7 · Unit 8 of 8
Questions 5 & 6
Question 5 of 6 — Unit 5
Goods are delivered on a Monday. The contract requires the MCA to inspect and formally accept or reject within 10 days. The CM completes the inspection on day 9 but does not issue the formal acceptance notice until day 14. What is the contractual risk?
✓ Correct. Formal acceptance is a specific contractual act — completing the inspection and issuing the notice are both required, within the specified period. Under several MCC contracts, failure to formally accept or reject within the specified period may be treated as deemed acceptance. The warranty period does not start until formal acceptance is recorded. If non-conforming items are later identified, the late acceptance notice weakens the MCA’s position. The acceptance deadline — both inspection and notice — belongs in the contract calendar.
Not quite. The contractual acceptance process requires both the inspection and the formal acceptance notice within the specified period. Completing the inspection on day 9 but not issuing the notice until day 14 means the formal acceptance act occurred outside the contractual timeframe. This may trigger deemed acceptance under some MCC contracts, and may affect the MCA’s right to reject non-conforming items. The warranty period does not start until formal acceptance is properly recorded.
Question 6 of 6 — Unit 7
A modification to a USD 3 million contract increases the contract value by USD 400,000 — approximately 13% of the original value. What level of approval is required before the amendment is issued?
✓ Correct. For contracts above USD 2M, MCC approval is required when a modification increases the original contract value by 10% or USD 1.5M or more — whichever applies first. At 13%, this modification exceeds the 10% threshold and requires PD + Committee + MCC approval. The PGPP must also be updated after the amendment is executed. The CA tracks cumulative modification values — and in this case should have flagged the approaching threshold before the modification was finalized.
Not quite. For contracts above USD 2M, the PPG Approval Matrix requires PD + Committee + MCC approval when a modification increases the contract value by 10% or USD 1.5M or more (whichever applies). At 13%, this modification exceeds the 10% threshold — MCC approval is required regardless of the dollar amount. The CA should track cumulative modification values and alert the CM and PD when this threshold is approaching.
Screen 4 of 5
Module 7 · Unit 8 of 8
Module 7 complete
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Complete the questions to see your score
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Strong result
You have a solid grasp of contract management fundamentals — the CM–CA partnership, the reading and CMP discipline, and the critical control points across consulting, goods, and works contracts. Module 8 continues with the next area of the MCA program lifecycle.
Review recommended
Some areas worth revisiting before moving on. The questions where you answered incorrectly point to the specific units to return to. Use the navigation on the WordPress page to go back to any unit.
Module 7Contract Management Training — 8 units
Units 1–3Foundations: CM–CA roles, reading the contract and building the CMP, relationship management
Units 4–6Consulting services · Goods and NCS · Works contracts (FIDIC)