PDM_2002001060 Practice Exam Questions with Answers CPM Certification

over budget and ahead of schedule.

over budget and behind schedule.

below budget and ahead of schedule.

below budget and behind schedule.

build cycle.

planning element.

working interface.

work package.

IPM and the internal acceptance work item.

IPM and the customer acceptance work item.

ERM and the internal acceptance work item.

SAP and the customer acceptance work item.

formal, approved document used to guide both project execution and project control.

document issued by senior management that provides the project manager with the authority to apply organizational resources to project activities.

narrative description of products or services to be supplied.

document describing the organizational breakdown structure of the company.

1 month.

6 months.

3 months.

12 months.

earned value (EV).

planned value (PV).

actual cost (AC).

cost variance (CV).

man working days (MWD).

headcount.

monetary value.

not planned.

Due to cost savings.

Due to delays in project execution.

Due to customer driven scope change.

Due to subcontractor's price change.

You can always explain the cost deviations.

You do not exceed the total CBL, even though some services business lines have exceeded their respective baselines.

There are no large deviations between forecast and actual costs.

You delegate completely to the project controller.

Total project cost baseline.

Total project estimate at completion.

Total actual costs.

Year to date costs of goods sold.

The party responsible for approving a change.

The party responsible for implementing a change.

The party responsible for bearing the costs of a change.

The party initiating a change request.

Locals.

Visitors from Integrated SAP P20 countries.

Visitors from non-integrated countries.

Contractors.

an external event such as a change in government regulation.

an error or omission in defining the scope of the product.

a software failure that prevents timely site integration.

change in GIC structure.

This cannot be determined without knowing Gross Sales.

100%.

50%.

33%.

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.

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.

An ongoing endeavor to create repetitive products, services, or results.

A unique service undertaken to create a temporary product or results.

A unique endeavor undertaken to create a temporary product, service, or result.

A temporary endeavor undertaken to create a unique product, service, or result.

the assessment of overall project performance against plan is completed.

final customer acceptance is received, and any other requirements for project closure as stated in the contract are met.

the customer indicates their satisfaction and final payment is received.

the lessons learned are completed.

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.

Additional functions/applications/major volumes (e.g. sites) compared to the original contract scope.

Materialized risk.

So-called "unknown unknowns".

Planned additional work.

€600.

€3,000.

€5,000.

€6,000.

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.

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.

F&C requirement.

Ability to execute customer orders.

To support IPM setup.

Cost reporting capability for identified project scope.

a risk event with a high impact.

not a risk and ought to be part of the base costs.

very irritating.

an issue and triggers the mitigation plan.

PCA.

ABCTA.

NCC coverage.

FSDI.