PDM_2002001060試験無料問題集「Nokia CPM 認定」

A. Customer PO, draft of the contract and project schedule.

B. Cost assumptions, updated country cost database and risk log.

C. As sold cost estimate, project plan and PT

D. PTA, RFQ and approved cost baseline.

A. Estimate to complete.

B. Earned Value.

C. Planned Value.

D. Cost variance.

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

B. decrease by 8%.

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

D. increase by 8%.

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

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

C. 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.

D. 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.

A. Yes, as Nokia needs to fulfill its obligations and execute the project anyway.

B. Only after the baseline is approved according to the required CO LOA approval levels.

C. No, as the maximum acceptable negative gross margin is -10%.

D. Yes, if the baseline is in line with the as sold cost estimate.

A. Through work items within work packages.

B. Through quality checklists.

C. Through sales items.

D. Through sales orders.

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

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

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

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

A. GS cost EAC, budgeted risk, sub-contractor claims.

B. GS and MBB actual costs, materialized risk, non conformance costs, sellable additional works.

C. GS as sold cost estimate, risk contingency consumed, sellable additional works.

D. GS cost baseline, materialized risk, GS cost EAC.

A. 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.

B. 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.

C. 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.

D. 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.

A. over budget and ahead of schedule.

B. over budget and behind schedule.

C. below budget and ahead of schedule.

D. below budget and behind schedule.

A. EUR4,000.

B. EUR6,000.

C. EUR10,000.

D. EUR20,000.

A. Logistics coordinator.

B. FSS.

C. Cost and progress manager (CPM).

D. Project controller.