PDM_2002001060 CPM Questions and Answers

Competence management.

Time registration.

Resource change management.

Demand planning.

Include an estimation of local site solutions resources in the project headcount.

Prepare an RFQ for external suppliers with the support of Procurement.

Include the input from GNIC into your service cost estimation.

Communicate the need for integration engineers for your project during the EAC meeting.

Setting the purchase amount in the purchase order.

Goods receipt of the purchase order.

Booking the supplier invoice.

Updating the cost in the vendor outline agreement.

Subcontracted services and overhead.

Subcontracted services and local material purchases.

Costs of internal resources and costs of direct external workforce.

Resources and subcontracted services.

An ongoing endeavor to create repetitive products, services, or results.

A unique service undertaken to create a temporary product or results.

A unique endeavor undertaken to create a temporary product, service, or result.

A temporary endeavor undertaken to create a unique product, service, or result.

Gather the facts.

Identify the people/teams responsible for the cost overrun.

Escaped defect analysis.

Proposals for corrective/ preventive actions.

back-charge contract.

fixed price contracts.

progress payment contract.

cost plus contract.

Create a contingency plan.

Create a risk management plan.

Create a work breakdown structure (WBS).

Create a scope statement.

if the CT Head gives instruction for the order.

within the guidelines and definitions documented in the project procurement plan.

if he has received a written offer from the supplier.

using SAP or other Nokia approved tools.

within the LOA approved scope of the project.

within the guidelines and definitions documented in the project procurement plan.

using suppliers which have been approved for this specific project and have a valid frame contract.

using SAP or other Nokia approved tools.

after Gate 6 of the Nokia sales process.

if the PM has informed the procurement organization.

using suppliers which have been approved for this specific project and have a valid frame contract.

sending PO through e-mail or fax to the supplier.

within the LOA approved scope of the project.

within the guidelines and definitions documented in the project procurement plan.

using suppliers with a good reputation and a good personal relationship with the project manager.

sending PO through e-mail or fax to the supplier.

Revenue cannot be recognized.

Revenue is collected to WIP (Work In Progress) and recognized after the contract is signed.

Revenue is recognized based on the expired contract on a monthly basis.

The customer business controller decides how the revenue is recognized.

During the project execution and at the conclusion of the project.

Only at the end of the project, during project closing.

After the end of the project, at the project post-mortem meeting.

Only when there is time available as project managers have other priorities.

CoPQ has the same content as NCC.

All NCC are CoPQ.

All CoPQ are NCC.

CoPQ has nothing to do with NCC.

increase by 8%.

decrease by 8%.

not be affected by the change.

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

4C, with impacts to volumes estimations.

my ERM, with impact to resource allocations to project team.

nelle, with impacts to Supply Chain and PRS (Profitability Reporting System) figures.

my ERM, with impact to resource allocations to project team and nelle, with impacts to Supply Chain and PRS (Profitability Reporting System) figures.

Increase by 8%.

Increase by a certain % dependent on other project costs in ETC.

Decrease by 8%.

Decrease by a certain % dependent on other project costs in ETC.

Start opening NCC SvOs for the cost overruns as you can now expect further additional cost.

Analyze the root cause of the cost increase and execute an action plan to get cost back on track, updating EAC if needed.

Compensate for the unplanned extra costs by releasing part of the risk contingency.

Stop raising subcontracting purchase orders so as to avoid incurring further excess cost.

unit price.

make or buy.

cost reimbursable.

lump sum.

To issue the purchase orders in a timely manner to subcontractors.

To prepare the baseline independently and present to PM for approval prior to project start.

To ensure that invoices are processed in a timely fashion and delays to subcontractor payments are avoided.

Cost control and monitoring, including regular reviews with the Project Manager.

Compensate for the unplanned resources by releasing part of the risk contingency.

Close the related SvO in WTR and SAP so resources can no longer book their time, as the cost plan has been exceeded.

Discuss this with the project manager and realign the resourcing plan for the remainder of the project, updating the EAC if required.

Increase the values in the EAC to reflect the increased resource cost.

Project management.

Construction works.

Site logistics.

Account management.

project is on budget and on schedule.

schedule variance index is 1.

there is no schedule variance.

there is no cost variance.

more customer POs needing to be processed means that there will be increased administrative effort.

fewer customer POs needing to be processed means that there will be an under-utilization of logistics coordinators.

the customer acceptance process cannot be easily broken down to site level which leads to delays in invoicing and revenue recognition.

It results in the customer accepting too much scope at one time which can cause resource bottlenecks on the customer and Nokia side.

Unplanned costs for replacement of products not under warranty.

Unplanned costs from mistakes made by incompetent resources.

Use of resources with higher SPC rates than planned.

Unplanned work due to a hardware failure which has impacted network statistics and KPIs.

earned value (EV).

planned value (PV).

actual cost (AC).

cost variance (CV).

When the supplier contract is signed by the project procurement manager.

After the first site has been internally accepted by the Nokia project manager in IPM.

In a timely fashion before any services are to be executed by the supplier, in order to be SOX compliant.

After the first site has been accepted by the customer and the invoice has been sent to the customer.

Receipt of customer purchase orders.

Revision of the equipment delivery forecast.

Updates to the rollout schedule.

Joint analysis of the planned project costs by the project manager and cost and progress manager.

€-1,000.

€500.

€-500.

€1,000.

Detailed plan - actual costs.

CBL - ETC .

ASCE + ETC.

Actual Costs + ETC.