Free and Premium Nokia PDM_2002001060 Dumps Questions Answers

Just before any major meeting with the client.

On a regular basis prior to and throughout the project.

Only when justified by the awareness of new risks becoming a possibility.

When preparing the project plan.

adjust the final project financials to reflect the cost benefits of this knowledge.

determine the cost baseline and rollout plan for all future projects in the CT.

highlight problems and determine potential risks in future similar project.

complete employee performance evaluations for those who worked on the project.

prepare a unique contract.

use standard clauses in contracts.

avoid using contractual documents.

mix standard and unique clauses.

GS cost baseline, materialized risk, GS cost EAC.

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

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

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

Project cost adherence (PCA).

Rollout accuracy (RA).

Site invoice lead time (SILT).

Project asset rotation days (PARD).

Sales management.

Site data management.

Change management.

Document management.

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.

Identify risks.

Plan risk responses.

Qualitative risk analysis.

Quantitative risk analysis.

F&C rely on the accuracy of costs for both SOX control points and RRB reporting.

F&C rely on the accuracy of project rollout information in order to plan equipment demand in Nelle.

F&C rely on the accuracy of costs for calculation of incentive payouts.

Cost and progress managers are solely responsible for costs and F&C are solely responsible for revenue.

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.

Complexity of requirements.

Price competition.

Competency.

Personal relationship with management.

Extra resources cost which will be booked via SvO with an accounting indicator relevant for resources caused NCC (Pre- or Post-P8), and penalties will be booked via SVO with an accounting indicator relevant for execution.

Extra resources cost which will be booked via SvO with an accounting indicator relevant for product caused NCC (Pre- or Post-P8), and penalties will be part of the claim log.

Both costs will be booked via SvO with an accounting indicator relevant for product caused NCC (Pre- or Post-P8).

Both costs will be booked via SvO with an accounting indicator relevant for resources caused NCC.

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.

Cost overrun of the period and total costs of sales of the period.

Estimate at completion and cost baseline.

Actual costs and the latest estimate in PRS.

Estimated baseline and cost baseline.

mitigation.

deflection.

avoidance.

transfer.

wait until all changes are known and print out a new schedule.

make approved changes as needed, but retain the schedule baseline.

make only the changes approved by management.

talk to management before any changes are made.

Program action required days.

Project asset rotation days.

Project action rotation days.

Project asset required days.

hierarchical structure of the identified resources.

database showing the competences of the assigned resources.

breakdown of scope by assigned resources.

output of the process activity sequencing.

Rollout accuracy (RA).

Project Site Quality Index (P-SQI).

Site Invoice Lead Time (SILT).

Telecom Implementation Lead Time (TILT).

Non conformance costs.

Sub-contracting costs.

Risk contingency.

Base costs.

Estimate activity duration.

Estimate costs.

Determine cost baseline.

Estimate activity resources.

The project asset rotation days (PARD) will decrease.

The cash flow of the project is positively influenced.

The cash flow of the project is negatively influenced.

The project asset rotation days (PARD) will increase.

Only during the planning phase, in order to anticipate all possible risks.

Only during project closure, in order to consistently explain the project results.

During the entire project lifecycle, at least once per month, and at every major change in scope.

Only when the project manager requests a review of the cost deviations.

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.

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.

Due to cost savings.

Due to delays in project execution.

Due to customer driven scope change.

Due to subcontractor's price change.

Total budget for the project.

Time phased budget for the project.

Total budget for the project including the contingency budget.

Total budget for the project including the contingency budget and the management reserve.

The CT starts the LoA approval process and if the LoA approves the cost increase, the initial CBL is updated.

The CT starts the LoA approval process and if the LoA approves the cost increase, the initial CBL is not updated, but the EAC will be updated to reflect the change.

The COM requests approval from CBC and if the CBC approves the cost increase, the initial CBL is not updated, but the EAC will be updated to reflect the change.

The COM requests approval from CBC and if the CBC approves the cost increase, the initial CBL is updated.

build cycle.

planning element.

working interface.

work package.

risk management plan.

scope statement.

project charter.

contingency plan.

Corporate office utilities.

Workers compensation insurance.

Installation materials.

Both corporate office utilities and workers compensation insurance.