PDM_2002001060 Sample Questions Answers

At quarter end.

After the customer forecast is received.

Every STP.

At least once a month, before period end.

Known risks.

Unknown risks.

Project budget.

Project progress.

Project archives.

Access database.

Storage room.

Project report.

Any cost overruns.

All subcontractor extra work costs.

Materialized risks.

All extra site visit costs.

PCA.

ABCTA.

NCC coverage.

FSDI.

IPM.

RTI.

NRisk.

NELLE.

cost variance.

percentage over or under.

SPI.

this is not a valid measure.

increase by 8%.

increase by a % dependent on project completion and other project costs.

decrease by 8%.

Decrease by a % dependent on project completion % and other project costs.

create an internal invoice to transfer costs to product lines.

forecast non conformance costs in NELLE.

record the extra cost in an SvO with Accounting indicators 1,5,92-95.

have a non conformance cost budget approved in advance.

CoPQ has the same content as NCC.

All NCC are CoPQ.

All CoPQ are NCC.

CoPQ has nothing to do with NCC.

To reduce manual entries in related reporting.

To provide the capability for change control boards to better manage project deliveries.

To be able to proactively control and manage the related events.

To be able to accurately report all CCR related costs.

activity cost contingency reserve.

risk contingency reserve.

management overheads.

project management planning.

€10,000.

€20,000.

€6,000.

€4,000.

Missing method-of-procedure (MOP) and therefore no rollback procedures available for the site.

Health and safety regulations were unclear to the Nokia team.

Incorrect overtime booking.

Gap in communication between the project team and the sales team.

Program action required days.

Project asset rotation days.

Project action rotation days.

Project asset required days.

Definition of detailed scope of works, subcontractor pricing elements and unambiguous definition of acceptance criteria and related documentation and other evidence.

Clear procedure of how and in what timeline acceptance is required to be given, related triggers, unambiguous definition of acceptance criteria and related documentation and other evidence.

Definition of detailed scope of works, customer invoicing and pricing elements, unambiguous definition of acceptance criteria and related documentation and other evidence.

Clear procedure of how and in what timeline acceptance is required to be given, related triggers, risk management plan, and back-to-back customer and vendor contracts.

Project organization chart, rollout schedule and project ID.

Project organization chart, required headcount, and required timeframe.

Rollout schedule, required headcount, project ID, required competences and required timeframe.

Material list, Rollout Schedule, WBS Code, and required timeframe.

When there is a significant change in the scope of the project.

When the customer sends a formal request for additional scope of work.

When the CT head acknowledges that the customer will accept negotiation of the changes in the scope of the contract.

Whenever the project execution requires services or materials different from those agreed in the contractual scope of work.

purchase order.

level of effort.

scope of work.

contract stipulation.

Process & tools specialist.

Cost and progress manager.

Implementation manager.

Project Manager.

project management plan process.

estimate costs process.

determine budget process.

control costs process.

Cost baseline.

Project management/delivery plan.

Logistics plan.

WBS structure.

Cost baseline (CBL).

Estimate to completion (ETC).

Nowhere - NCC is always unplanned cost.

Risk contingency.

Actual cost + EAC = ETC.

Actual cost - EAC = ETC.

EAC - actual cost = ETC.

ETC - actual cost = EAC.

Initiating.

Executing.

Planning.

Closeout.

material costs, sub-contracting costs, cost transfers (GSD), resource costs, other direct costs.

sub-contracting costs, resource costs, non-conformance costs, risk contingency, other direct costs.

resource costs, sub-contracting costs, non-conformance costs, Cost transfers (GSD), other direct costs.

base costs, non-conformance Costs, risk contingency, sellable additional works, material costs.

project is on budget and on schedule.

schedule variance index is 1.

there is no schedule variance.

there is no cost variance.

Additional scope of work ordered by customer.

Additional service effort caused by site unavailability for which the customer is liable.

Delay in equipment delivery.

Penalties paid to the customer.