Nokia PDM_2002001060 CPM Exam Practice Test

1. Full or partial agreement between CT Head and respective PM on the project baseline and the contract terms at the end of the handover process.

2. PM's formal confirmation that all relevant information from tender phase was handed over.

3. Release of tendering team.

1. Agreement between PM and their line manager of the project targets relevant for short term incentive.

2. PM's confirmation that he is aware of and accepts the incentive relevant project objectives.

1. Agreement between the PM and the customer of the project targets and the contract terms at the start of project execution.

2. Formal approval by the customer that the PM proposed by Nokia is considered acceptable.

1. Full or partial agreement between tender PM and project execution PM of the project baseline and the contract terms at the end of the handover process.

2. PM's formal confirmation that all relevant information from tender phase was handed over.

3. Release of tendering team.

Roll-out delays affecting the original cost plan.

Change in subcontractor prices.

Scope changes supported by a legal binding document.

When a risk has materialized.

External site services (Subcontracting).

Resource and project office costs.

Global material costs.

Local material costs.

Rework.

Quality training.

Scrap.

Warranty costs.

earned value (EV).

planned value (PV).

actual cost (AC).

cost variance (CV).

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.

When the risk event has a low probability of occurrence and low impact.

When the risk event is unacceptable, generally one with a very high probability of occurrence and high impact.

When it can be transferred by purchasing insurance.

A risk event can never be avoided.

determines the payment of current invoices and incentive bonuses.

is used as an input to cost estimation for similar scope on future projects.

establishes the contracted costs for future projects.

establishes the required work standards for the subcontractor in future.

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.

All Nokia business line costs.

GS and MBB costs.

GS costs.

Resources related costs.

€6,000.

€2,400.

€3,000.

€5,000.

Sales management.

Site data management.

Change management.

Document management.

Before Gate 4.

During the Gate 6 handover to project execution.

During project execution.

At Project closure.

unit price.

make or buy.

cost reimbursable.

lump sum.

To initiate recruitment of the project team.

In order to make a services cost calculation.

To reserve resources from the resource manager, so no other project can use them.

To reserve subcontractor resources.

Quality Management costs should not be part of the project cost baseline as it is the obligation of the subcontractor to perform according to the contract.

Quality Management costs should not be part of the project cost baseline but be entirely transferred to subcontractors that under-perform.

Costs associated to quality management should be considered only in very complex projects when the risk of quality issues cannot be fully mitigated.

Quality management costs must always be considered in the project plan as the benefits outweigh the costs in terms of less rework, higher productivity and higher stakeholder satisfaction.

€3,500.

€7,500.

€5,000.

€10,000.

a risk event with a high impact.

not a risk and ought to be part of the base costs.

very irritating.

an issue and triggers the mitigation plan.

Identify risks.

Plan risk responses.

Qualitative risk analysis.

Quantitative risk analysis.

loyalty towards customer.

risk contingency.

contract change process.

claim strategy and understanding of contractual obligations.

Planned value, earned value and actual cost.

Planned cost, revenue and gross margin.

Baseline costs, estimate at completion and estimate to complete.

As sold cost estimates, baseline and EAC.

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.

As sold cost estimate, project plan and PTA.

Customer PO, draft of the contract and project schedule.

Cost assumptions, updated country cost database and risk log.

PTA, RFQ and approved cost baseline.

over budget and ahead of schedule.

over budget and behind schedule.

below budget and ahead of schedule.

these measures are contradictory.

Services can be accepted.

Charges against the project.

Invoice processing.

No transactions.

€10,000.

€20,000.

€6,000.

€4,000.

94 - NCC delivery.

95 - NCC execution.

93 - NCC resources.

9 - Risk contingency.

Monthly.

Weekly.

Each period.

Daily.

Cost performance Index (CPI) is greater than 1.

Schedule performance Index (SPI) is lower than 1.

Cost performance Index (CPI) is lower than 1.

Schedule performance Index (SPI) is greater than 1.

If the value of the purchase order does not exceed the approved cost baseline.

If an early ramp-up project (ERP) is approved.

If the subcontractor agrees to receive their PO later, after the customer PO is issued.

If there is a formal approval from the Project Manager.

IPM.

RTI.

NRisk.

NELLE.