The WBS is best described as a:
A. schedule of activities.
B. structure of delivery methods.
C. organization of resources.
D. task orientated structure of activities.
A project risk is a(n) __________ event or condition that, if it occurs, has a ___________ effect on at least one project objective:
A. certain. negative or positive.
B. uncertain. negative and positive.
C. uncertain. negative or positive.
D. unknown. neither negative nor positive.
What approval process is required when the EAC deviates >2% from the CBL?
A. The CT starts the LoA approval process and if the LoA approves the cost increase, the initial CBL is updated.
B. 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.
C. 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.
D. The COM requests approval from CBC and if the CBC approves the cost increase, the initial CBL is updated.
In what way are project asset rotation days (PARD) and telecom implementation lead time (TILT) KPIs closely related to each other?
A. Both KPIs are NI project related.
B. PARD is influenced by the TILT KPI (influenced = if TILT is decreasing then PARD is also decreasing).
C. Both KPIs are CT cash flow related.
D. TILT is influenced by the PARD KPI (influenced = if PARD is decreasing then TILT is also decreasing).
When should the costs be recognized when utilizing IPM as part of the site process for a customer project?
A. When internal acceptance is granted.
B. When the invoice from the subcontractor is received.
C. When the purchase order is created and sent to the subcontractor.
D. When the subcontractor confirms receipt of the purchase order.
Which are the five cost components used in Nokia project cost management: A. material costs, sub-contracting costs, cost transfers (GSD), resource costs, other direct costs.
B. sub-contracting costs, resource costs, non-conformance costs, risk contingency, other direct costs.
C. resource costs, sub-contracting costs, non-conformance costs, Cost transfers (GSD), other direct costs.
D. base costs, non-conformance Costs, risk contingency, sellable additional works, material costs.
What are the primary responsibilities of the Cost and Progress Manager?
A. To issue the purchase orders in a timely manner to subcontractors.
B. To prepare the baseline independently and present to PM for approval prior to project start.
C. To ensure that invoices are processed in a timely fashion and delays to subcontractor payments are avoided.
D. Cost control and monitoring, including regular reviews with the Project Manager.
Post Cost calculations are NOT used to:
A. punish poor performers.
B. develop historical data to establish baseline for future projects.
C. learn lessons to apply to future projects.
D. support for ongoing bids.
What of the following options is the most appropriate course of action when the project subcontracting cost to date exceeds the plan in the CBL?
A. Start opening NCC SvOs for the cost overruns as you can now expect further additional cost.
B. Analyze the root cause of the cost increase and execute an action plan to get cost back on track, updating EAC if needed.
C. Compensate for the unplanned extra costs by releasing part of the risk contingency.
D. Stop raising subcontracting purchase orders so as to avoid incurring further excess cost.
The __________ is a narrative description of the work to be accomplished or resource to be supplied:
A. purchase order.
B. level of effort.
C. scope of work.
D. contract stipulation.
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