A retailer has received a proposal and its board has approved it in principle. What should the proposal already have told them about what happens next? (Choose two.)
A.
What the customer itself has to provide or decide for the work to start.
B.
How the work is sequenced, and roughly when each part lands.
C.
What the engineers carrying out each stage are called.
D.
The internal approval route the board should follow to release funding.
E.
The contractual terms under which the work will be performed.
Options A, B are correct. An approved proposal should already identify customer prerequisites, decisions and delivery responsibilities, plus major phases and indicative milestones. Named engineers and internal board funding workflows are not the key handoff information. A strong expansion proposal begins with evidence from the installed solution and a clearly described future operating state. Quantify the additional business outcome, delivery dependencies, customer obligations, resource impact and lifecycle consequences rather than listing more products. The remaining choices introduce assumptions that the customer has not authorised, or omit a material operational condition that must be satisfied before commitment. Make the customer-facing trade-off explicit: what the recommended approach satisfies, which alternatives impose unnecessary constraints, and what evidence confirms the decision. This also permits the customer to approve any residual risk knowingly. When an existing estate is being grown or extended, the proposal should protect currently running workloads and account for remaining asset value. Use current metrics and realistic forecasts to justify the change and sequence deliverables to address the most pressing customer constraint.
Study Guide Reference: HPE Edge-to-Cloud Fundamentals — Prepare a Proposal to Grow an Installed Solution or Expand to Other Solutions; Presenting an HPE Solution.
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