Nokia SDM_2002001050 SDM Certification - NI Exam Practice Test

Avoid.

Transfer.

Accept.

Report.

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 be always considered in the project plan as the benefits outweigh the costs in terms of less rework, higher productivity and brings higher stakeholders satisfaction.

$3,500

$7,500

$5,000

$10,000

Execute if there is a risk to harm the customer satisfaction.

Initiate the Change Management Process.

Execute but only with formal approval of the Project Manager.

Execute if the task will not have a significant impact on the project cost and keep customer happy.

If the value of the Purchase Order does not exceed the approved cost baseline.

If an Early Ramp-up Project (ERP) was approved.

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

If there is a formal approval from the Project Manager.

Rollo.

NEROS.

IPM.

NELLE.

A properly followed-up action point list can be used to increase sales and create business opportunities with this customer.

Avoid duplication of effort, clear responsibilities and proper follow-up of identified issues.

It serves as the basis for contingency reserves revision.

The action point list serves as evidence for objective achievements.

The PM refuses to take the employee and insist on getting an engineer with level 4.

The PM accepts the engineer and sends him to a classroom training.

The PM accepts the engineer and agrees with him on a competence development path within the project.

The PM refuses to take the employee and tries to find an available engineer on the external market.

Because both KPI's are NI project related.

Because PARD is influenced by the TILT KPI (influenced = if one is decreasing the other is also decreasing).

Because both KPI's are CT cash flow related.

Because TILT is influenced by the PARD KPI (influenced = if one is decreasing the other is also decreasing).

… Site acquisition&permitting involves managing many external stakeholders out of NSN's direct control. It is therefore important to know the local rules well and to proactively communicate with all relevant parties at an early stage.

... the global standard lead times for the different steps of the turnkey site process can be used to create a rollout schedule with the NEROS rollout simulation tool.

… NSN prefers to delegate the responsibility to subcontractors and to outsource Project Management whenever possible due to the high risks involved.

… change management should rather focus on unplanned site visits during implementation than on site design changes involving changes in Bill of Quantity for site materials.

IPM and the internal work acceptance Work Item

IPM and the customer acceptance Work Item

Rollo and the internal work acceptance Work Item

SAP and the customer acceptance Work Item

… Construction Works scope is always included and optionally also Site Acquisition & Permitting.

... the site acquisition agent does NOT have to bother about understanding the site requirements of Radio Planning and Construction Works teams. He is only responsible for getting the Lease and all Permits as fast as possible.

… the main function of the Technical Site Survey is to give an opportunity to the landlord/house owner to meet all important people in the project team and on the customer side.

… the Permitting process usually involves only one single permit which is required to build a new telecom site. It is important to know the local legislation in order to find out where to apply for this permit.

Tell the Customer that we have a force majeure issue that will impact the rollout and you will push Logistics to deliver the required antenna.

Install a different antenna with similar characteristics and proceed with the rollout.

Notify the Customer about the issue and propose acceptable alternatives supported by Network Planning experts.

Install a different antenna and replace it later when the correct model arrives.

Report showing Order intake figures, Cash flow and PARD KPI from beginning of the project till today.

Report showing the PARD and TILT KPI from beginning of the project till today.

Report showing RA + TILT KPI from beginning of the project till today.

Report showing the amount of ordered equipment and their delivery lead-times.

Organize asap a meeting with project stakeholders.

Analyze if the variation compared to the average is within the same range as previous periods.

Have a serious discussion with the project F&C and give him a final warning to improve the KPI.

Initiate a recovery plan to improve the KPI

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

During project closurein order to consistently explain the Project results.

During the entire project lifecycle, typically once per month.

Each time the Cost and Progress Manager requests support to review cost deviations.

Gate 4.

Gate 5.

Gate 6.

Project closing.

1. if CT Head gave instruction for the order

2. within the guidelines and definitions documented in the Project Procurement Plan

3. if he has received a written offer from the supplier

4. using SAP or Modular Logistics System (MLS)

1. within the approved scope of the project

2. within the guidelines and definitions documented in the Project Procurement Plan

3. using suppliers which have been approved for this specific project and with which valid frame contracts exist

4. using SAP or Modular Logistics System (MLS)

1. after Gate 6 of the NSN Sales Process

2. if the PM has informed the procurement department

3. using suppliers which have been approved for this specific project and with which valid frame contracts exist

4. sending PO through email or fax to the supplier

1. within the approved scope of the project

2. within the guidelines and definitions documented in the Project Procurement Plan

3. using suppliers with good reputation and a good personal relationship with the PM

4. sending the PO in written form such as email or fax.

SAP Billing block released.

SAP Goods Receipt.

Customer invoicing.

Cost Estimation To Completion (ETC).

- beginner

- basic

- intermediate

- advanced

- world-class

- initial

- basic

- intermediate

- advanced

- world-class

- initial

- basic

- intermediate

- professional

- world-class

- initial

- basic

- medium

- advanced

- world-class

Logistics plan

Project Target Agreement

Care plan

Acceptance procedure

Project organisation chart, rollout schedule and WBS code.

Line organisation chart, needed number of people and needed time frames.

Rollout schedule, needed number of people, needed skills and needed time frames.

Material list, rollout schedule and needed time frames.

The project Communication Plan documents all meetings and the relevant information exchanged from/to the customer (purpose, frequency, participants, chairman, the MoM writer and its distribution list and format).

The project Communication Plan describes the information and communication needs of the project stakeholders.

The project Communication Plan defines the project and site libraries (folder structures and its contents).

The project Communication Plan documents all reporting (towards internal and external stakeholders), indicating the purpose, the frequency, the data source and its distribution (list and format).

Work Breakdown Structure (WBS).

Change Management Plan.

Scope management plan.

Formal acceptance.