AIMentor — AI Expertise Learning Platform

Untimed. Answers are graded when you submit, with explanations and spaced-repetition scheduling.

Question 1easy
Why isn't an eval score of 0.92 a business metric?
Because it's too highIt's a technical measure; business value is in the client's terms — time, money, revenue, riskBecause eval scores are always wrongBecause it needs a GPU
Question 2easy
What is the ROI formula?
value delivered × total cost(value delivered − total cost) / total costtotal cost / value deliveredvalue delivered − build cost only
Question 3medium
Which two numbers should you present to a non-technical decision-maker?
Model temperature and token countPayback period (time to break even) and ongoing monthly net benefitEval score and latencyNumber of prompts and chunks
Question 4medium
What is the number-one ROI mistake?
Using the newest modelCounting only the build cost and ignoring the total cost of ownershipMeasuring latencyWriting a business case
Question 5hard
What belongs in the total cost of ownership beyond the build? (Select all that apply)
Inference cost at production volumeThe LLMOps maintenance treadmill (prompt drift, model deprecation, evals, incidents)Human-in-the-loop reviewer time, if the design needs itOnly the one-time build fee
Select all that apply.
Question 6hard
What is the 'volume × margin trap'?
Using too many tokens per callA per-task automation with a thin margin (value − cost) that is barely worth it and fragile to model price changes at high volumeCharging too much for the buildHaving too few users
Question 7medium
Why estimate inference cost at production volume rather than demo volume?
Demos use more tokensPer-token costs are tiny per call but large per million; a demo hides the real production billProduction is always cheaperIt doesn't matter
Question 8medium
What forms can 'value delivered' take? (Select all that apply)
Labor saved (hours × loaded cost)Revenue gained (conversions, faster response, upsell)Cost avoided (fewer errors, less rework, avoided penalties)A higher eval score
Select all that apply.
Question 9hard
Why present a conservative, assumption-stated ROI rather than an optimistic single number?
To lower your feeA conservative case with stated assumptions survives scrutiny and reality; a rosy single number collapsesBecause clients dislike numbersTo make the project look worse
Question 10hard
Why track realized value after launch, not just predicted ROI?
It's required by the model providerPredicted ROI wins the project; measured ROI (actual hours saved/tickets deflected) wins the relationship and justifies the next phaseTo increase token usageIt has no value
Question 11medium
What belongs in a tight business case? (Select all that apply)
The problem and its cost, in the client's numbersQuantified value and honest total costROI/payback plus risks and assumptionsThe model's architecture diagram
Select all that apply.
Question 12medium
What ROI figure (two words) tells a CFO how long until the project pays for itself?
Question 13hard
What three-letter acronym names the full cost of a system (build + inference + maintenance + HITL), not just the build?

0 / 13 answered

Business Value & ROI — Practice quiz