PDM_2002001060 CPM Questions and Answers

At quarter end.

After the customer forecast is received.

Every STP.

At least once a month, before period end.

Program action required days.

Project asset rotation days.

Project action rotation days.

Project asset required days.

The technician is immediately provided to properly support our subcontractor and quickly complete the service and enable customer acceptance and invoicing.

The technician will support the subcontractor only after the newly created change request is approved.

A new change request is created and approved by the project manager then the technician is provided to support the subcontractor; an outgoing claim to the subcontractor is applied just after the service is completed and then the internal acceptance is provided.

A new change request is created and approved by project manager, then the technician is provided to support the subcon; however an internal acceptance is not provided because of the incomplete service from the subcontractor.

loyalty towards customer.

risk contingency.

contract change process.

claim strategy and understanding of contractual obligations.

accept them verbally.

allow them to happen in an ad-hoc fashion.

impose change unilaterally.

document and authorize all changes.

Cost & progress manager updates SAP with the billing block release date.

Cost & progress manager updates SAP with the goods receipt date.

Logistics coordinator updates SAP with the billing block release date.

Logistics coordinator updates SAP with the goods receipt date.

Sales order.

Service order.

Quantity contract.

Customer invoice.

risk monitoring and control.

risk identification.

risk avoidance.

risk response planning.

Estimate activity duration.

Estimate costs.

Determine cost baseline.

Estimate activity resources.

Tracking additional resources.

Tracking additional purchase orders for suppliers due to quality issues.

Documentation tracking.

Monitoring and controlling deviations from baseline.

risk identification, Risk quantification and risk response development and control.

risk identification, risk assessment and risk planning.

risk identification, risk mitigation and risk management.

risk identification, risk elimination and risk mitigation.

Initiating.

Executing.

Planning.

Closeout.

Competence management.

Time registration.

Resource change management.

Demand planning.

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.

€-1,000.

€500.

€-500.

€1,000.

Rollout accuracy (RA).

Project Site Quality Index (P-SQI).

Site Invoice Lead Time (SILT).

Telecom Implementation Lead Time (TILT).

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.

The project is behind schedule.

The project is ahead of schedule.

The project is finished.

The project is on schedule.

Each time there is a change in the scope of work.

Each time there is a change in the schedule or scope of work.

At least once per month, prior to period end.

Every quarter before PRS (Profitability Reporting System) results are published.

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.

Before Gate 4.

During the Gate 6 handover to project execution.

During project execution.

At Project closure.

Evaluate the risk impact and probability, update Risk Log, revise ETC, NCC cost accordingly, and if required trigger LoA process.

If the new risk is not part of the current risk log, than it must be part of a change management process and not be included in the contingency reserve.

Evaluate the impact and probability and, if needed, make a revision of the contingency reserve in the cost baseline and in the EAC, and communicate to the relevant stakeholders.

Define the Response plan for the new eisk and apply it.

subdividing the project deliverables and project work into smaller, more manageable components.

preparing and performing the product acceptance and verifying the correct administrative closure of a project.

assigning work levels, resources, durations, budgets, and beginning and ending dates to identified activities.

delegating schedule activities to project management team members, other departments, or to contractors.

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.

punish poor performers.

develop historical data to establish baseline for future projects.

learn lessons to apply to future projects.

support for ongoing bids.

€10,000.

€20,000.

€6,000.

€4,000.

critical path method.

flowchart.

Precedence diagram method.

Work breakdown Structure.

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.