To show which work elements have been assigned to organizational units.

To ensure that all work within a project is identified and defined within a common framework.

To show the organizational structure of a program.

To schedule the project work elements.

The technician is immediately provided to properly support our subcontractor and quickly complete the service and enable customer acceptance and invoicing.

The technician will support the subcontractor only after the newly created change request is approved.

A new change request is created and approved by the project manager then the technician is provided to support the subcontractor; an outgoing claim to the subcontractor is applied just after the service is completed and then the internal acceptance is provided.

A new change request is created and approved by project manager, then the technician is provided to support the subcon; however an internal acceptance is not provided because of the incomplete service from the subcontractor.

An SvO can have multiple SI's, but an SI line in the care contract can have only one SvO.

There is no relationship or connection between SIs and SvOs in the care contract.

An SvO can have only one SI, and an SI line in the care contract can have only one SvO.

An SvO can have only one SI, but an SI line in the care contract can have multiple SvOs.

Project organization chart, rollout schedule and project ID.

Project organization chart, required headcount, and required timeframe.

Rollout schedule, required headcount, project ID, required competences and required timeframe.

Material list, Rollout Schedule, WBS Code, and required timeframe.

Quality and subcontractor performance.

Contract conditions and project deliverables.

Cost, time and scope.

Financial reports and schedule.

Total project cost baseline.

Total project estimate at completion.

Total actual costs.

Year to date costs of goods sold.

Cost baseline updated.

Update estimate to completion (ETC) and update materialized costs in cost baseline.

Update estimate to completion (ETC) and update ordered works in cost baseline.

Estimate to completion updated.

Resource planning.

Cost planning.

Cost control.

Resource allocation.

Any cost overruns.

All subcontractor extra work costs.

Materialized risks.

All extra site visit costs.

Roll-out delays affecting the original cost plan.

Change in subcontractor prices.

Scope changes supported by a legal binding document.

When a risk has materialized.

Initiating.

Closure.

Planning.

Executing.

Unplanned costs for replacement of products not under warranty.

Unplanned costs from mistakes made by incompetent resources.

Use of resources with higher SPC rates than planned.

Unplanned work due to a hardware failure which has impacted network statistics and KPIs.

Project management.

Construction works.

Site logistics.

Account management.

1 month.

6 months.

3 months.

12 months.

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.

work breakdown structure.

default work packages.

earned value.

order of magnitude estimate.

€-1,000.

€500.

€-500.

€1,000.

When the supplier contract is signed by the project procurement manager.

After the first site has been internally accepted by the Nokia project manager in IPM.

In a timely fashion before any services are to be executed by the supplier, in order to be SOX compliant.

After the first site has been accepted by the customer and the invoice has been sent to the customer.

cost difference.

schedule variance.

schedule difference.

cost variance.

Due to cost savings.

Due to delays in project execution.

Due to customer driven scope change.

Due to subcontractor's price change.

over budget and ahead of schedule.

over budget and behind schedule.

below budget and ahead of schedule.

below budget and behind schedule.

Before any commercial agreement with the contract party.

Before the financial impact of the claim is booked.

Not later than 30 days after the claim is settled.

As soon as an incoming claim is received.

Division of the project into cost centers for proper cost allocation.

Definition of the GICs which will be applicable to the project scope.

Division of the project scope into hierarchical and manageable packages of work.

A structure showing the product configurations.

€3,500.

€7,500.

€5,000.

€10,000.

During the project execution and at the conclusion of the project.

Only at the end of the project, during project closing.

After the end of the project, at the project post-mortem meeting.

Only when there is time available as project managers have other priorities.

Planned value, earned value and actual cost.

Planned cost, revenue and gross margin.

Baseline costs, estimate at completion and estimate to complete.

As sold cost estimates, baseline and EAC.