You monitored figures on cost and plannedfeared value for each individual project week until the data date at the end of the sixth week. What is the status of this project at this date? Project week Actual costs Earned value Planned value 1 $65,000 $61,000 $67,000 2 $85,000 $79,000 $89,000 35100,000 $102,000 $110,000 4 $125,000 $124,000 $121,000 5 $135,000 $133,000 $139,000 6 $125,000 $120,000 $131,000 The project is ahead of schedule and over budget. The project is abead of schedule and under budget. The project is behind schedule and over budget The project is behind schedule and under budget. QUESTION 11 The sales representative of your company recently contacted you. You made some estimates on direct costs for an offer on a firm bed-price contract. According to company policies, indirect costs (overheads are to be calculated as a percentage of the direct costs, the sum of both cost types caused him to calculate a far too high price. How should you not react You reduce your direct cost estimates by reducing the amount of work and the rates allocated to them. This allows a reduction of the overhead costs and a lower price Calculating overheads as a percentage of direct costs is just a model to simply calculations. A more specific analysis of these cous may lead to a more realistic project price Cost estimates are quantitative assessments of the probable costs required to complete project work. These are made by the project team. It is the sales person's job to make the price You make the sales person aware that a reduction of direct costs may reduce the numbers for overhead cout allocation, but will not influence the actual overhead QUESTION 12 What is true for the process of scope venti? Insument documentation is not a reason to reject deliverables, as long as in all other respects they are built according to specifications agreed upon The project team members must have acceptance of the deliverables. This process is coordinated and documented by the project management team It is the project management team's responsibility to tas stakeholders formal acceptance of the competed project scope and deliverables Format optance will finally reconde inconsistances among deliverables and documents that where caused by bad change control and scope crear QUESTION 10 You monitored figures on cost and planned/earned value for each individual project week until the data date at the end of the sixth week. What is the status of this project at this date? Project week Actual costs Earned value planned value 1 565,000 $61,000 $67,000 2 $85,000 $79,000 $89.000 3 $100,000 $102,000 $110.000 4 $125,000 $124.000 $121,000 5 $135,000 $133,000 $139,000 6 $125,000 $120,000 $131,000 The project is ahead of schedule and over budget. The project is ahead of schedule and under budget The project is behind schedule and over budget. The project is behind schedule and under budget QUESTION 11 The sales representative of your company recently contacted you. You made some estimates on direct costs for an offer on a firm fixed price contract. According to company policies, Indirect costs (overheads) are to be calculated as a percentage of the direct costs, the sum of both cost types caused him to calculate a far too high price. How should you not react You reduce your direct cost estimates by reducing the amount of work and the rates allocated to them. This allows a reduction of the overhead costs and a lower price Calculating overheads as a percentage of direct costs is just a model to simplity calculations. A more specific analysis of these costs may lead to a more realistic project price Cost estimates are quantitative assessments of the probable costs required to complete project work. These are made by the project team. It is the sales person's job to make the price You make the sales person aware that a reduction of direct costs may reduce the numbers for overhead cost allocation, but will not influence the actual overheads. QUESTION 12 What is true for the process of Scope venti? Insuficient documentation is not a reason to reject deliverables, as long as in all other respects they are built according to specifications agreed upon The project team members must achieve acceptance of the deliverables. This process is coordinated and documented by the project management team It is the project management team's responsibility to obtain stakeholder's formal acceptance of the completed project scope and deliverables Formal acceptance will finally reconcile all inconsistentes among deliverables and documents that where caused by bad change control and scope creep