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Nokia PDM_2002001060 Exam Syllabus Topics:
| Section | Objectives |
| Topic 1: Project Planning & Scope Management | - Schedule, resource and cost planning
- Risk, quality and procurement planning
- Scope definition and work breakdown structure
|
| Topic 2: Nokia-Specific Processes & Tools | - Vendor management and back-to-back principles
- IPM, PCA, PARD and P-SQI metrics
|
| Topic 3: Project Closure & Handover | - Contract acceptance and site quality review
- Financial closure and lessons learned
|
| Topic 4: Project Execution & Monitoring | - Team management and communication
- Change control and issue resolution
- Cost adherence, earned value and KPI tracking
|
| Topic 5: Project Initiation & Business Case | - Project charter and stakeholder identification
- Business case definition and approval
|
Nokia CPM Sample Questions:
1. Company A is working on a project. The project's budget is EUR10,000.
The planned value as of date X is EUR4,000.
The project is 30% completed. 60% of the budget has been spent to date X.
The actual cost (AC) to date for the project is:
A) EUR2,400.
B) EUR6,000.
C) EUR5,000.
D) EUR3,000.
2. Which of the following examples will cause a decline in project cost adherence (PCA)?
A) Delay in equipment delivery.
B) Penalties paid to the customer.
C) Additional service effort caused by site unavailability for which the customer is liable.
D) Additional scope of work ordered by customer.
3. Prior to contract signing, the project manager is required to set up the PBM plan and quality gate process. If there is no ERP, how should the project manager charge their time?
A) To an SvO for an existing related project as it is not worthwhile to create an SvO for this small activity.
B) To an approved pre-sales WTR code based on the SWF/CRM ID, as no PO is yet received.
C) To an approved project planning and initiation cost SvO.
D) The PM should not be working on these activities prior to the contract being signed.
4. Bulk orders from the customer to Nokia are problematic for Nokia because:
A) the customer acceptance process cannot be easily broken down to site level which leads to delays in invoicing and revenue recognition.
B) fewer customer POs needing to be processed means that there will be an under-utilization of logistics coordinators.
C) more customer POs needing to be processed means that there will be increased administrative effort.
D) It results in the customer accepting too much scope at one time which can cause resource bottlenecks on the customer and Nokia side.
5. One example of a benefit of an effective claim management process is:
A) clause for liquidated damages in the customer contract.
B) no claim related risks in the project risk log.
C) visibility of financial impact of possible penalties.
D) elimination of all claims.
Solutions:
Question # 1 Answer: B | Question # 2 Answer: A | Question # 3 Answer: C | Question # 4 Answer: A | Question # 5 Answer: C |