SDM_2002001050 Practice Exam Questions with Answers SDM Certification - NI Certification

Due to cost saving measures I only organise project team meetings if major changes in scope or timeline occur from customer side.

I'm organising regular project team meetings to keep the project team fully informed about the project’s progress at a detailed level and to check if any re-planning and/or modification of the project plan is required.

I'm organising regular project team meetings in order to have a feeling about the progress of the different streams in my project.

In the regularly organised project team meetings my major focus is to check the performance of the project team members.

No impact.

Non Conformance costs due to not planned extra works.

Original Project Time Frame cannot be kept due to additional clarification meetings.

Additional Efforts due to intensive Change Management.

Provisional Acceptance.

Final Acceptance.

Internal Acceptance.

It depends on the Contract.

Gate 4.

Gate 5.

Gate 6.

Project closing.

Tracking additional Resources

Tracking additional PO's for suppliers due to Quality issues.

Documentation tracking

Track and follow up of deviations from baselines

Disqualify the company and ask Procurement for a new supplier.

Stop the payment for this subcontractor until quality issues are solved.

Cancel new PO's to this subcontractor.

Refer to the contractual Quality Requirements and develop a recovery plan with the Subcontractor.

Very good progress as the project is ahead of schedule.

Cost Overrun as the rollout is ahead.

Cost Saving as the project will finish earlier.

That deviations in the rollout are impacting the accuracy of cost forecast negatively.

Project quality and acceptance requirements stated in the current customer contract.

Equipment installation manuals.

Templates from NSN PM Compass.

Experience from previous projects executed with the same Customer.

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 is the official NI tool for planning and tracking a Customer Project rollout.

Rollo is the official NI tool for risk management of a Customer Project rollout.

Rollo is the official NI tool for sales forecasting of a Customer Project rollout.

Rollo is the official NI tool for quality management of a Customer Project rollout.

To initiate recruitment of project team.

In order to make a services cost calculation.

To reserve resources from Resource Manager.

To reserve subcontractor resources.

Customer might run in environmental issues with the municipality due to our product and missing ISO14000 certification.

Our Subcontractor might charge us for the extra site visits as this particular case is not written down in our supply contract.

Logistic has informed the project that the delivery which was expected last week has not arrivedyet.

The acceptance criteria's in the contract amendment might lead to additional effort as it's wording could be misunderstood.

Cost baseline.

Project quality plan.

Project plan.

Project deliverables.

RA - Rollout Accuracy.

P-SQI - Project Site Quality Index.

SILT - Site Invoice Lead Time.

TILT - Telecom Implementation Lead Time.

When Internal Acceptance is granted.

When the invoice from the subcontractor is received.

When the Purchase Order is created and sent to the subcontractor.

When the subcontractor confirms the reception of the Purchase Order.

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.

Project manager.

COM.

CT F&C.

Care Manager.

Process & Tools specialist.

Project quality engineer.

Implementation manager.

Rollout manager or project director.

Combining different customer acceptances in order to bundle customer invoices.

Making sure all "task completed" milestones are updated in IPM without delay.

Ensuring that local project warehouse never runs out of inventory.

Ensuring that the equipment is delivered to the site at least 2 days before the site will be ready for installation.