Project Qualtiy Quizzlet2

40 Written Questions 40 Written Questions 40 Written Questions 40 Written Questions
1. Samples are selected and tested as defined in the quality plan

INCORRC!" INCORRC!" INCORRC!" INCORRC!" #ou $a%e no ans&er
'NSWR" 'NSWR" 'NSWR" 'NSWR" Statistical Samplin$
(. ) ' %ertical *ar chart sho&in$ ho& often a particular %aria*le state occurred.
) ach column represents an attri*ute or characteristic of a pro*lem+situation.
) !he hei$ht of each column represents the relati%e frequency of the characteristic.
'NSWR" 'NSWR" 'NSWR" 'NSWR" Characteristics of ,isto$rams
-. 'll appro%ed chan$e requests should *e re%ie&ed to %erify that they &ere implemented as
appro%ed
'NSWR" 'NSWR" 'NSWR" 'NSWR" 'ppro%ed Chan$e Requests Re%ie&s
4. .eepin$ errors out of the hands of the customer
'NSWR" 'NSWR" 'NSWR" 'NSWR" Inspection
/. 0ro1ect Quality 2ana$ement
'NSWR" 'NSWR" 'NSWR" 'NSWR" Includes the processes and acti%ities of the performin$ or$ani3ation that determine
quality policies4 o*1ecti%es4 and responsi*ilities so that the pro1ect &ill satisfy the needs for
&hich it &as underta.en
5. ) Quality standards
'NSWR" 'NSWR" 'NSWR" 'NSWR" 0erform Quality Control" 0ro1ect 6ocument 7pdates
8. !he process of identifyin$ quality requirements and+or standards for the pro1ect4 product and
documentin$ ho& the pro1ect &ill demonstrate compliance
'NSWR" 'NSWR" 'NSWR" 'NSWR" 0erform Quality 'ssurance
PMP 8: Project Quality Manageme...
NAME: ________________________
Page 1 of 29 Test: PMP 8: Project Quality Management | Quizlet
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9. :ailure Costs include
'NSWR" 'NSWR" 'NSWR" 'NSWR" ) costs to re&or. products4 components4 or processes that are non;compliant<
) costs of &arranty &or. and &aste< and
) costs due to loss of reputation
=. 0areto Chart
'NSWR" 'NSWR" 'NSWR" 'NSWR" 'lso referred to as a 0areto dia$ram4 is a specific type of histo$ram4 ordered *y
frequency of occurrence. It sho&s ho& many defects &ere $enerated *y type or cate$ory of
identified cause
10. Quality 2ana$ement 0lan 7se in 0erform Quality 'ssurance
'NSWR" 'NSWR" 'NSWR" 'NSWR" !he quality mana$ement plan descri*es ho& quality assurance &ill *e performed &ithin
the pro1ect
11. !he process of monitorin$ and recordin$ results of e>ecutin$ the quality acti%ities to assess
performance and recommend necessary chan$es
'NSWR" 'NSWR" 'NSWR" 'NSWR" 0erform Quality Control
1(. ) possi*le root cause can *e unco%ered *y continuin$ to as. ?&hy? or ?ho&? .
) ?Why;Why? and ?,o&;,o&? dia$rams may *e used in root cause analysis.
) Cause and effect dia$rams are also used in ris. analysis
'NSWR" 'NSWR" 'NSWR" 'NSWR" Characteristics of Cause and ffect 6ia$rams
1-. Identifies the deli%era*les4 the &or. pac.a$es and the control accounts used to measure pro1ect
performance.
'NSWR" 'NSWR" 'NSWR" 'NSWR" W@S 7se in 0lan Quality
14. Include deli%era*les and pro1ect mana$ement results4 such as cost and schedule performance
'NSWR" 'NSWR" 'NSWR" 'NSWR" 0ro1ect Results
1/. 2atri> 6ia$rams
'NSWR" 'NSWR" 'NSWR" 'NSWR" &hich include t&o4 three4 or four $roups of information and sho& relationships
*et&een factors4 causes4 and o*1ecti%es. 6ata in a matri> is or$ani3ed in ro&s and columns &ith
intersectin$ cells that can *e filled &ith information that descri*es the demonstrated relationship
*et&een the items located in the ro& and column
15. 0re%ention Costs
'NSWR" 'NSWR" 'NSWR" 'NSWR" costs incurred *y an or$ani3ation to create hi$h quality products in order to a%oid
failures. !hey include cost of trainin$4 cost of documentin$ processes4 cost of equipment4 etc.
18. Characteristics of 0ro1ect Quality 2ana$ement
'NSWR" 'NSWR" 'NSWR" 'NSWR" ) It implements the quality mana$ement system throu$h policy and procedures &ith
continuous process impro%ement acti%ities conducted throu$hout4 as appropriate.
) 'ddresses the mana$ement of the pro1ect and the product of the pro1ect.
) It applies to all pro1ects4 re$ardless of the nature of their product.
19. determinin$ process impro%ements
'NSWR" 'NSWR" 'NSWR" 'NSWR" Quality 2etric is not used for
1=. Quality 'udit
'NSWR" 'NSWR" 'NSWR" 'NSWR" Is a structured4 independent re%ie& to determine &hether pro1ect acti%ities comply &ith
or$ani3ational and pro1ect policies4 processes4 and procedures
(0. 0rocess Impro%ement 0lan
'NSWR" 'NSWR" 'NSWR" 'NSWR" Is a su*sidiary of the pro1ect mana$ement plan. 6etails the steps for analy3in$
processes to identify acti%ities &hich enhance their %alue
(1. !rend 'nalysis
'NSWR" 'NSWR" 'NSWR" 'NSWR" In%ol%es mathematical techniques to forecast future outcomes *ased on historical
results
Page % of 29 Test: PMP 8: Project Quality Management | Quizlet
((. Characteristics of 0erform Quality 'ssurance
'NSWR" 'NSWR" 'NSWR" 'NSWR" ) 0ro%ides an um*rella for continuous process impro%ement4 &hich is an iterati%e
means for impro%in$ the quality of all processes.
) Continuous process impro%ement reduces &aste and eliminates acti%ities that do not add
%alue.
) !his allo&s processes to operate at increased le%els of efficiency and effecti%eness
(-. ) Sample frequency and si3es should *e determined durin$ the 0lan Quality process so the cost of
quality &ill include the num*er of tests4 e>pected scrap4 etc.
) !here is a su*stantial *ody of .no&led$e on statistical samplin$. In some application areas it
may *e necessary for the pro1ect mana$ement team to *e familiar &ith a %ariety of samplin$
techniques to assure the sample selected actually represents the population of interest
'NSWR" 'NSWR" 'NSWR" 'NSWR" Characteristics of Statistical Samplin$
(4. 'ccuracy
'NSWR" 'NSWR" 'NSWR" 'NSWR" that the measured %alue is %ery close to the true %alue
(/. 'ny chan$e or repaired items are inspected and &ill *e either accepted or re1ected *efore
notification of the decision is pro%ided. Re1ect items may require re&or.
'NSWR" 'NSWR" 'NSWR" 'NSWR" Aalidated Chan$es
(5. !hey reflect the ma>imum and minimum %alues allo&ed. !here may *e penalties associated &ith
e>ceedin$ the specification limits
'NSWR" 'NSWR" 'NSWR" 'NSWR" 7pper and Bo&er Control Bimits
(8. Cuides the process impro%ement acti%ities
'NSWR" 'NSWR" 'NSWR" 'NSWR" !ar$ets for Impro%ed 0erformance
(9. Quality Chec.lists 7se
'NSWR" 'NSWR" 'NSWR" 'NSWR" 7sed in the Quality Control 0rocess
(=. 0ro1ect 2ana$ement 0lan 7se in 0erform Quality 'ssurance
'NSWR" 'NSWR" 'NSWR" 'NSWR" ) Quality mana$ement plan
) 0rocess impro%ement plan
-0. One of the fundamental tenets of modern quality mana$ement states that quality is planned4
desi$ned4 and *uilt inDnot inspected in. !he cost of pre%entin$ mista.es is $enerally much less
than the cost of correctin$ them &hen they are found *y inspection
'NSWR" 'NSWR" 'NSWR" 'NSWR" 0re%ention O%er Inspection
-1. Quality Control 2easurements
'NSWR" 'NSWR" 'NSWR" 'NSWR" 're the documented results of quality control acti%ities in the format specified durin$
quality plannin$
-(. ' statistical method for identifyin$ &hich factors may influence specific %aria*les of a product or
process under de%elopment or in production
'NSWR" 'NSWR" 'NSWR" 'NSWR" 6esi$n of >periments
--. ,isto$ram
'NSWR" 'NSWR" 'NSWR" 'NSWR" Illustrates the most common cause of pro*lems in a process *y the num*er and
relati%e hei$hts of the *ars
-4. ,o& many acti%ities per period &ere completed &ith si$nificant %ariances
'NSWR" 'NSWR" 'NSWR" 'NSWR" Cost and Schedule 0erformance" !rend 'nalysis
Page of 29 Test: PMP 8: Project Quality Management | Quizlet
35. Tools and Techniques for Perform Quality Control
INCORRECT: INCORRECT: INCORRECT: INCORRECT: ou !a"e no ans#er
$N%&ER: $N%&ER: $N%&ER: $N%&ER: '. Cause and Effect (ia!rams
). Control Charts
3. *lo#chartin!
+. ,isto!ram
5. Pareto Chart
-. Run Chart
.. %catter (ia!ram
/. %tatistical %am0lin!
1. Ins0ection
'2. $00ro"ed Chan!e Requests Re"ie#
3-. $00ro"ed Chan!e Requests
$N%&ER: $N%&ER: $N%&ER: $N%&ER: Include modifications such as defect re0airs3 re"ised #or4 methods and re"ised
schedule.
3.. %chedule 5aseline 6se in Plan Quality
$N%&ER: $N%&ER: $N%&ER: $N%&ER: (ocuments the acce0ted schedule 0erformance measures includin! start and finish
dates
3/. Characteristics of *lo#chartin!
$N%&ER: $N%&ER: $N%&ER: $N%&ER: 7 There are many styles3 8ut all 0rocess flo#charts sho# acti"ities3 decision 0oints3 and
the order of 0rocessin!.
7 (urin! quality 0lannin!3 flo#chartin! can hel0 the 0ro9ect team antici0ate quality 0ro8lems
that mi!ht occur.
7 $n a#areness of 0otential 0ro8lems can result in the de"elo0ment of test 0rocedures or
a00roaches for dealin! #ith them
31. Contains the 0ro9ect descri0tion3 ma9or 0ro9ect deli"era8les3 and acce0tance criteria. The 0roduct
sco0e descri0tion #ill often contain details of technical issues and other concerns that can affect
quality 0lannin!. The definition of acce0tance criteria can si!nificantly increase or decrease
0ro9ect costs and quality costs. %atisfyin! all acce0tance criteria im0lies the needs of the customer
ha"e 8een met.
$N%&ER: $N%&ER: $N%&ER: $N%&ER: %co0e %tatement 6se in Plan Quality
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+2. Is an o0erational definition that descri8es3 in "ery s0ecific terms3 a 0ro9ect or 0roduct attri8ute
and ho# the quality control 0rocess #ill measure it
$N%&ER: $N%&ER: $N%&ER: $N%&ER: Quality :etrics
Page ' of 29 Test: PMP 8: Project Quality Management | Quizlet
v
am
ah
t
n
'. /.' Plan Quality /.' Plan Quality /.' Plan Quality /.' Plan Quality
/.) Perform Quality /.) Perform Quality /.) Perform Quality /.) Perform Quality $ssurance $ssurance $ssurance $ssurance
/.3 Perform Quality Control /.3 Perform Quality Control /.3 Perform Quality Control /.3 Perform Quality Control
INCORRECT: INCORRECT: INCORRECT: INCORRECT: No ans#er !i"en
$N%&ER: $N%&ER: $N%&ER: $N%&ER: Pro9ect Quality
:ana!ement Processes
). ;aria8le %am0lin! ;aria8le %am0lin! ;aria8le %am0lin! ;aria8le %am0lin!
$N%&ER: $N%&ER: $N%&ER: $N%&ER: the result is rated on a
continuous scale that measures the
de!ree of conformity
3. E<ecutin! Process =rou0 E<ecutin! Process =rou0 E<ecutin! Process =rou0 E<ecutin! Process =rou0
$N%&ER: $N%&ER: $N%&ER: $N%&ER: Perform Quality
$ssurance
+. Nominal =rou0 Nominal =rou0 Nominal =rou0 Nominal =rou0 Techniques Techniques Techniques Techniques
$N%&ER: $N%&ER: $N%&ER: $N%&ER: to allo# ideas to 8e
8rainstormed in small !rou0s and
then re"ie#ed 8y a lar!er !rou0
5. the the the the "alues of re0eated measurements "alues of re0eated measurements "alues of re0eated measurements "alues of re0eated measurements
are clustered and ha"e little are clustered and ha"e little are clustered and ha"e little are clustered and ha"e little scatter scatter scatter scatter
$N%&ER: $N%&ER: $N%&ER: $N%&ER: Precision
-. 7 7 7 7 The su8sequent effort to correct any The su8sequent effort to correct any The su8sequent effort to correct any The su8sequent effort to correct any
deficiencies deficiencies deficiencies deficiencies should result in a reduced should result in a reduced should result in a reduced should result in a reduced
cost of quality and an increase in cost of quality and an increase in cost of quality and an increase in cost of quality and an increase in
s0onsor or s0onsor or s0onsor or s0onsor or customer acce0tance of the customer acce0tance of the customer acce0tance of the customer acce0tance of the
0ro9ect>s 0roduct. 0ro9ect>s 0roduct. 0ro9ect>s 0roduct. 0ro9ect>s 0roduct.
7 7 7 7 Quality audits may 8e Quality audits may 8e Quality audits may 8e Quality audits may 8e scheduled or scheduled or scheduled or scheduled or
random and may 8e conducted 8y random and may 8e conducted 8y random and may 8e conducted 8y random and may 8e conducted 8y
internal or e<ternal auditors. internal or e<ternal auditors. internal or e<ternal auditors. internal or e<ternal auditors.
7 7 7 7 Quality audits can confirm the Quality audits can confirm the Quality audits can confirm the Quality audits can confirm the
im0lementation of a00ro"ed chan!e im0lementation of a00ro"ed chan!e im0lementation of a00ro"ed chan!e im0lementation of a00ro"ed chan!e
requests requests requests requests includin! correcti"e actions3 includin! correcti"e actions3 includin! correcti"e actions3 includin! correcti"e actions3
defect re0airs3 and 0re"enti"e defect re0airs3 and 0re"enti"e defect re0airs3 and 0re"enti"e defect re0airs3 and 0re"enti"e actions actions actions actions
31 :atchin! Questions 31 :atchin! Questions 31 :atchin! Questions 31 :atchin! Questions
a
The 0rocess of identifyin! quality
requirements and?or standards for the
0ro9ect and 0roduct3 and documentin! ho#
the 0ro9ect #ill demonstrate com0liance
b
Tools and Techniques for Perform Quality
$ssurance
c
$ chec4list is a structured tool3 usually
com0onent@s0ecific3 used to "erify that a
set of required ste0s has 8een
0erformed.Chec4lists ran!e from sim0le to
com0le< 8ased on 0ro9ect requirements
and 0ractices
d
In0uts to Perform Quality Control
e
Performance information from 0ro9ect
acti"ities is routinely collected as the
0ro9ect 0ro!resses. Performance results
#hich may su00ort the audit 0rocess
include3 8ut are not limited to:
7 Technical 0erformance measures3
7 Pro9ect deli"era8les status3
7 %chedule 0ro!ress3 and
7 Costs incurred.
f
thresholds3 #hich can indicate #hether the
0rocess is out of control
g
Is the e<amination of a #or4 0roduct to
determine #hether it conforms to
documented standards.
h
7 Quality mana!ement 0lan
7 %chedule mana!ement 0lan
7 Cost mana!ement 0lan
i
#here /2A of the 0ro8lems are due to )2A
of the causes
j
International Or!aniBation for
%tandardiBation CI%OD
k
Root Cause $nalysis
l
'. Cost 5enefit $nalysis
). Cost of Quality CCOQD
3. Control Charts
+. 5enchmar4in!
5. (esi!n of E<0eriments
-. %tatistical %am0lin!
.. *lo#chartin!
/. Pro0rietary Quality :ana!ement
w
ab
g
o
r
af
$N%&ER: $N%&ER: $N%&ER: $N%&ER: Characteristics of Quality
$udits
.. $ttri8ute %am0lin! $ttri8ute %am0lin! $ttri8ute %am0lin! $ttri8ute %am0lin!
$N%&ER: $N%&ER: $N%&ER: $N%&ER: the result either conforms
or does not conform
/. Ins0ection Ins0ection Ins0ection Ins0ection
$N%&ER: $N%&ER: $N%&ER: $N%&ER: Is the e<amination of a
#or4 0roduct to determine #hether
it conforms to documented standards.
1. Quality Quality Quality Quality $udit is Technique used in $udit is Technique used in $udit is Technique used in $udit is Technique used in
$N%&ER: $N%&ER: $N%&ER: $N%&ER: Perform Quality
$ssurance 0rocess
'2. 7 7 7 7 increase quality and reduce costs 8y increase quality and reduce costs 8y increase quality and reduce costs 8y increase quality and reduce costs 8y
0racticin! continuous 0rocess 0racticin! continuous 0rocess 0racticin! continuous 0rocess 0racticin! continuous 0rocess
im0ro"ement im0ro"ement im0ro"ement im0ro"ement
7 7 7 7 (emin! Cycle: Plan3 (o3 Chec43 $ct3 (emin! Cycle: Plan3 (o3 Chec43 $ct3 (emin! Cycle: Plan3 (o3 Chec43 $ct3 (emin! Cycle: Plan3 (o3 Chec43 $ct3
$nalyBe $nalyBe $nalyBe $nalyBe
$N%&ER: $N%&ER: $N%&ER: $N%&ER: (emin!
''. %tandard de"iation %tandard de"iation %tandard de"iation %tandard de"iation
$N%&ER: $N%&ER: $N%&ER: $N%&ER: Is a distance of
measurement from the mean or3
the square root of the a"era!e of the
squares of de"iations Ca8outD the mean
of a set of data. %tandard de"iation is a
statistical measure of s0read or
"aria8ility
'). Quality Quality Quality Quality Chec4lists Chec4lists Chec4lists Chec4lists
:ethodolo!ies
1. $dditional Quality Plannin! Tools
m
Tolerance
n
Precision
o
Perform Quality $ssurance 0rocess
p
6sed in the quality assurance and quality
control 0rocesses.
q
Characteristics of the Quality :ana!ement
Plan
r
(emin!
s
Ccost of conformanceD include costs for
quality 0lannin!3 quality control CQCD3 and
quality assurance to ensure com0liance to
requirements Ci.e.3 trainin!3 QC systems3
etc.D.
t
to allo# ideas to 8e 8rainstormed in small
!rou0s and then re"ie#ed 8y a lar!er
!rou0
u
7 Identify all the !ood?8est 0ractices 8ein!
im0lemented3
7 Identify all the !a0s?shortcomin!s3
7 %hare the !ood 0ractices introduced or
im0lemented in similar 0ro9ects in the
or!aniBation and?or industry3
7 Proacti"ely offer assistance in a 0ositi"e
manner to im0ro"e im0lementation of
0rocesses to hel0 the team raise
0roducti"ity3 and
7 ,i!hli!ht contri8utions of each audit in
the lessons learned re0ository of the
or!aniBation
v
Pro9ect Quality :ana!ement Processes
w
Characteristics of Quality $udits
x
*orce *ield $nalysis
y
Perform Quality $ssurance: Chan!e
Requests
z
Cost of quality includes all costs incurred
o"er the life of the 0roduct 8y in"estment
in 0re"entin! nonconformance to
requirements3 a00raisin! the 0roduct or
ser"ice for conformance to requirements3
and failin! to meet requirements Cre#or4D
aa
c
m
l
b
$N%&ER: $N%&ER: $N%&ER: $N%&ER: $ chec4list is a structured
tool3 usually com0onent@s0ecific3
used to "erify that a set of required
ste0s has 8een 0erformed.Chec4lists
ran!e from sim0le to com0le< 8ased on
0ro9ect requirements and 0ractices
'3. defines the allo#a8le defines the allo#a8le defines the allo#a8le defines the allo#a8le "ariations on the "ariations on the "ariations on the "ariations on the
metrics. *or e<am0le3 a metric related metrics. *or e<am0le3 a metric related metrics. *or e<am0le3 a metric related metrics. *or e<am0le3 a metric related
to the quality to the quality to the quality to the quality o89ecti"e of stayin! #ithin o89ecti"e of stayin! #ithin o89ecti"e of stayin! #ithin o89ecti"e of stayin! #ithin
the a00ro"ed 8ud!et 8y the a00ro"ed 8ud!et 8y the a00ro"ed 8ud!et 8y the a00ro"ed 8ud!et 8y E EE E '2A could 8e '2A could 8e '2A could 8e '2A could 8e
to measure to measure to measure to measure the cost of e"ery deli"era8le the cost of e"ery deli"era8le the cost of e"ery deli"era8le the cost of e"ery deli"era8le
and determine the 0ercent "ariance and determine the 0ercent "ariance and determine the 0ercent "ariance and determine the 0ercent "ariance
from the from the from the from the a00ro"ed 8ud!et for that a00ro"ed 8ud!et for that a00ro"ed 8ud!et for that a00ro"ed 8ud!et for that
deli"era8le deli"era8le deli"era8le deli"era8le
$N%&ER: $N%&ER: $N%&ER: $N%&ER: Tolerance
'+. Tools and Techniques for Plan Tools and Techniques for Plan Tools and Techniques for Plan Tools and Techniques for Plan Quality Quality Quality Quality
$N%&ER: $N%&ER: $N%&ER: $N%&ER: '. Cost 5enefit $nalysis
). Cost of Quality CCOQD
3. Control Charts
+. 5enchmar4in!
5. (esi!n of E<0eriments
-. %tatistical %am0lin!
.. *lo#chartin!
/. Pro0rietary Quality :ana!ement
:ethodolo!ies
1. $dditional Quality Plannin! Tools
'5. '. Plan Quality and Perform Quality '. Plan Quality and Perform Quality '. Plan Quality and Perform Quality '. Plan Quality and Perform Quality
Control Tools Control Tools Control Tools Control Tools and Techniques and Techniques and Techniques and Techniques
). Quality $udits ). Quality $udits ). Quality $udits ). Quality $udits
3. Process $nalysis 3. Process $nalysis 3. Process $nalysis 3. Process $nalysis
$N%&ER: $N%&ER: $N%&ER: $N%&ER: Tools and Techniques for
Perform Quality $ssurance
'-. com0ati8le #ith 0ro0rietary com0ati8le #ith 0ro0rietary com0ati8le #ith 0ro0rietary com0ati8le #ith 0ro0rietary a00roaches a00roaches a00roaches a00roaches
to quality mana!ement such as those to quality mana!ement such as those to quality mana!ement such as those to quality mana!ement such as those
recommended 8y (emin!3 Furan3 recommended 8y (emin!3 Furan3 recommended 8y (emin!3 Furan3 recommended 8y (emin!3 Furan3
Cros8y3 and others3 and non Cros8y3 and others3 and non Cros8y3 and others3 and non Cros8y3 and others3 and non@ @@ @
0ro0rietary a00roaches such as Total 0ro0rietary a00roaches such as Total 0ro0rietary a00roaches such as Total 0ro0rietary a00roaches such as Total
Quality Quality Quality Quality :ana!ement CTQ:D3 %i< %i!ma3 :ana!ement CTQ:D3 %i< %i!ma3 :ana!ement CTQ:D3 %i< %i!ma3 :ana!ement CTQ:D3 %i< %i!ma3
+2 +2 +2 +2
:ulti0le Choice :ulti0le Choice :ulti0le Choice :ulti0le Choice Questions Questions Questions Questions
7 Pro9ect documents that may 8e u0dated
include3 8ut are not limited to:
7 %ta4eholder re!ister3 and
7 Res0onsi8ility $ssi!nment :atri<
ab
the result either conforms or does not
conform
ac
7 Quality standards and 0olicies
7 %tandard #or4 !uidelines
7 Issue and defect re0ortin! 0rocedures
and communication 0olicies
ad
used to "isually identify lo!ical !rou0in!s
8ased on natural relationshi0s
ae
The &5% dictionary defines technical
information for &5% elements.
af
Is a distance of measurement from the
mean or3 the square root of the a"era!e of
the squares of de"iations Ca8outD the mean
of a set of data. %tandard de"iation is a
statistical measure of s0read or "aria8ility
ag
Plan Quality: Enter0rise En"ironmental
*actors
ah
Perform Quality $ssurance
ai
Characteristics of (OE
aj
Pro0rietary Quality :ana!ement
:ethodolo!ies
ak
7 Is a line !ra0h that sho#s data 0oints
0lotted in the order in #hich they occur.
7 %ho# trends in a 0rocess o"er time3
"ariation o"er time3 or declines or
im0ro"ements in a 0rocess o"er time.
7 Trend analysis is 0erformed usin! run
charts and in"ol"es mathematical
techniques to forecast future outcomes
8ased on historical results
al
Elements of %co0e 5aseline 6se in Plan
Quality
am
the result is rated on a continuous scale
that measures the de!ree of conformity
j
i
ad
z
h
failure mode and effect analysis (FMEA), failure mode and effect analysis (FMEA), failure mode and effect analysis (FMEA), failure mode and effect analysis (FMEA),
design design design design reviews, voice of the customer, reviews, voice of the customer, reviews, voice of the customer, reviews, voice of the customer,
cost of quality (COQ), and continuous cost of quality (COQ), and continuous cost of quality (COQ), and continuous cost of quality (COQ), and continuous
imrovement imrovement imrovement imrovement
!"CO##EC$% !"CO##EC$% !"CO##EC$% !"CO##EC$% "o answer given
A"&'E#% A"&'E#% A"&'E#% A"&'E#% !nternational Organi(ation
for &tandardi(ation (!&O)
)*+ ,-./- ,-./- ,-./- ,-./- 0rincile 0rincile 0rincile 0rincile
A"&'E#% A"&'E#% A"&'E#% A"&'E#% where ,-1 of the
ro2lems are due to /-1 of the
causes
),+ Affinity Affinity Affinity Affinity 3iagrams 3iagrams 3iagrams 3iagrams
A"&'E#% A"&'E#% A"&'E#% A"&'E#% used to visually identify
logical grouings 2ased on natural
relationshis
)4+ Cost of Quality Cost of Quality Cost of Quality Cost of Quality (COQ) (COQ) (COQ) (COQ)
A"&'E#% A"&'E#% A"&'E#% A"&'E#% Cost of quality includes
all costs incurred over the life of
the roduct 2y investment in reventing
nonconformance to requirements,
araising the roduct or service for
conformance to requirements, and
failing to meet requirements (rewor5)
/-+ 0erform 0erform 0erform 0erform Quality Assurance% 0ro6ect Quality Assurance% 0ro6ect Quality Assurance% 0ro6ect Quality Assurance% 0ro6ect
Management 0lan 7dates Management 0lan 7dates Management 0lan 7dates Management 0lan 7dates
A"&'E#% A"&'E#% A"&'E#% A"&'E#% 8 Quality management
lan
8 &chedule management lan
8 Cost management lan
/)+ a secific technique to identify a a secific technique to identify a a secific technique to identify a a secific technique to identify a
ro2lem, ro2lem, ro2lem, ro2lem, discover the underlying discover the underlying discover the underlying discover the underlying
causes that lead to it, and develo causes that lead to it, and develo causes that lead to it, and develo causes that lead to it, and develo
reventive reventive reventive reventive actions actions actions actions
)+ $he rimary 2enefits of meeting quality requirements
can include less rewor5, higher roductivity, lower
costs, and increased sta5eholder satisfaction+ A
2usiness case for each quality activity comares the
cost of the quality ste to the e9ected 2enefit
("o Answer)
a+ 0revention Costs
2+ $rend Analysis
c+ CO##EC$% CO##EC$% CO##EC$% CO##EC$% Cost :enefit Analysis
d+ Control ;imits
/+ 0lan Quality 0rocess <rou
("o Answer)
a+ determining rocess imrovements
2+ CO##EC$% CO##EC$% CO##EC$% CO##EC$% 0lanning 0rocess <rou
c+ 5eeing errors out of the rocess
d+ 0erform Quality Assurance rocess
=+ 3OE
("o Answer)
a+ !shi5awa . Cause and Effect 3iagrams
2+ CO##EC$% CO##EC$% CO##EC$% CO##EC$% 3esign of E9eriments
c+ accurate data
d+ !nternational Organi(ation for &tandardi(ation (!&O)
>+ &urvey of the entire oulation yields
("o Answer)
a+ 7sed in the Quality Control 0rocess
2+ CO##EC$% CO##EC$% CO##EC$% CO##EC$% accurate data
c+ 8 Quality standards
d+ 0erform Quality Assurance rocess
?+ Quality Metrics are used in
("o Answer)
a+ CO##EC$% CO##EC$% CO##EC$% CO##EC$% the 0erform Quality Assurance and 0erform
Quality Control rocesses
2+ 7sed in the Quality Control 0rocess
c+ 5eeing errors out of the rocess
d+ 5eeing errors out of the hands of the customer
k
ae
al
x
f
d
A"&'E#% A"&'E#% A"&'E#% A"&'E#% #oot Cause Analysis
//+ ':& ':& ':& ':& 3ictionary 7se in 0lan Quality 3ictionary 7se in 0lan Quality 3ictionary 7se in 0lan Quality 3ictionary 7se in 0lan Quality
A"&'E#% A"&'E#% A"&'E#% A"&'E#% $he ':& dictionary
defines technical information for
':& elements+
/=+ 8 8 8 8 &coe &coe &coe &coe statement+ statement+ statement+ statement+
8 8 8 8 ':&+ ':&+ ':&+ ':&+
8 8 8 8 ':& 3ictionary+ ':& 3ictionary+ ':& 3ictionary+ ':& 3ictionary+
A"&'E#% A"&'E#% A"&'E#% A"&'E#% Elements of &coe
:aseline 7se in 0lan Quality
/>+ which are diagrams of the forces for which are diagrams of the forces for which are diagrams of the forces for which are diagrams of the forces for
and against and against and against and against change change change change
A"&'E#% A"&'E#% A"&'E#% A"&'E#% Force Field Analysis
/?+ Control Control Control Control ;imits ;imits ;imits ;imits
A"&'E#% A"&'E#% A"&'E#% A"&'E#% thresholds, which can
indicate whether the rocess is out
of control
/@+ )+ 0ro6ect Management 0lan )+ 0ro6ect Management 0lan )+ 0ro6ect Management 0lan )+ 0ro6ect Management 0lan
/+ Quality Metrics /+ Quality Metrics /+ Quality Metrics /+ Quality Metrics
=+ Quality Chec5lists =+ Quality Chec5lists =+ Quality Chec5lists =+ Quality Chec5lists
>+ 'or5 0erformance >+ 'or5 0erformance >+ 'or5 0erformance >+ 'or5 0erformance Measurements Measurements Measurements Measurements
?+ Aroved Change #equests ?+ Aroved Change #equests ?+ Aroved Change #equests ?+ Aroved Change #equests
@+ 3elivera2les @+ 3elivera2les @+ 3elivera2les @+ 3elivera2les
*+ *+ *+ *+ Organi(ational 0rocess Assets Organi(ational 0rocess Assets Organi(ational 0rocess Assets Organi(ational 0rocess Assets
A"&'E#% A"&'E#% A"&'E#% A"&'E#% !nuts to 0erform Quality
Control
/*+ $hese $hese $hese $hese include &i9 &igma, ;ean &i9 include &i9 &igma, ;ean &i9 include &i9 &igma, ;ean &i9 include &i9 &igma, ;ean &i9
&igma, Quality Function 3eloyment, &igma, Quality Function 3eloyment, &igma, Quality Function 3eloyment, &igma, Quality Function 3eloyment,
CMM! CMM! CMM! CMM!A AA A, , , , etc+ etc+ etc+ etc+ Many other methodologies Many other methodologies Many other methodologies Many other methodologies
e9ist e9ist e9ist e9ist
@+ Follows the stes outlined in the rocess imrovement
lan to identify needed imrovements+ $his analysis
also e9amines ro2lems e9erienced, constraints
e9erienced, and nonBvalueBadded activities identified
during rocess oeration+ 0rocess analysis includes root
cause analysis
("o Answer)
a+ 0revention Costs
2+ Cost :enefit Analysis
c+ 0rocess :oundaries
d+ CO##EC$% CO##EC$% CO##EC$% CO##EC$% 0rocess Analysis
*+ !nclude ro6ect rocesses and roduct goals
("o Answer)
a+ Matri9 3iagrams
2+ Quality vs <rade
c+ #un Chart
d+ CO##EC$% CO##EC$% CO##EC$% CO##EC$% Quality &tandards
,+ 8 0recise measurements are not necessarily accurate+
8 A very accurate measurement is not necessarily
recise+
8 $he ro6ect management team must determine
aroriate levels of accuracy and recision
("o Answer)
a+ 0aretoCs ;aw
2+ Affinity 3iagrams
c+ CO##EC$% CO##EC$% CO##EC$% CO##EC$% 0recision vs Accuracy
d+ 0rocess Configuration
4+ 0erform Quality Control% 0ro6ect Management 0lan
7dates
("o Answer)
a+ 8 $echnical 0erformance
8 Cost and &chedule 0erformance
2+ CO##EC$% CO##EC$% CO##EC$% CO##EC$% 8 Quality management lan
8 0rocess imrovement lan
c+ determining rocess imrovements
d+ 8 &coe statement+
8 ':&+
8 ':& 3ictionary+
aj
aa
u
ak
A"&'E#% A"&'E#% A"&'E#% A"&'E#% 0rorietary Quality
Management Methodologies
/,+ 0lan Quality% 0ro6ect 3ocument 7dates 0lan Quality% 0ro6ect 3ocument 7dates 0lan Quality% 0ro6ect 3ocument 7dates 0lan Quality% 0ro6ect 3ocument 7dates
A"&'E#% A"&'E#% A"&'E#% A"&'E#% 8 0ro6ect documents that
may 2e udated include, 2ut are
not limited to%
8 &ta5eholder register, and
8 #esonsi2ility Assignment Matri9
/4+ O26ective O26ective O26ective O26ective of Quality Audits of Quality Audits of Quality Audits of Quality Audits
A"&'E#% A"&'E#% A"&'E#% A"&'E#% 8 !dentify all the
good.2est ractices 2eing
imlemented,
8 !dentify all the gas.shortcomings,
8 &hare the good ractices introduced
or imlemented in similar ro6ects in
the organi(ation and.or industry,
8 0roactively offer assistance in a
ositive manner to imrove
imlementation of rocesses to hel the
team raise roductivity, and
8 Dighlight contri2utions of each audit
in the lessons learned reository of the
organi(ation
=-+ Characteristics of a #un Chart Characteristics of a #un Chart Characteristics of a #un Chart Characteristics of a #un Chart
A"&'E#% A"&'E#% A"&'E#% A"&'E#% 8 !s a line grah that
shows data oints lotted in the
order in which they occur+
8 &how trends in a rocess over time,
variation over time, or declines or
imrovements in a rocess over time+
8 $rend analysis is erformed using run
charts and involves mathematical
techniques to forecast future outcomes
2ased on historical results
=)+ 'or5 0erformance !nformation 'or5 0erformance !nformation 'or5 0erformance !nformation 'or5 0erformance !nformation 7se in 7se in 7se in 7se in
0erform Quality Assurance 0erform Quality Assurance 0erform Quality Assurance 0erform Quality Assurance
)-+ 0rocess !mrovement 0lan 7se in 0erform Quality
Assurance
("o Answer)
a+ 8 Quality imrovement includes ta5ing action to
increase the effectiveness and.or efficiency of the
olicies, rocesses, and rocedures of the erforming
organi(ation+
8 Change requests are created and used as inut into
the 0erform !ntegrated Change Control rocess to allow
full consideration of the recommended imrovements+
8 Change requests can 2e used to ta5e corrective
action or reventive action or to erform defect reair
2+ !s a su2sidiary of the ro6ect management lan+ 3etails
the stes for analy(ing rocesses to identify activities
which enhance their value
c+ thresholds, which can indicate whether the rocess is
out of control
d+ CO##EC$% CO##EC$% CO##EC$% CO##EC$% $he rocess imrovement lan details the
stes for analy(ing rocesses to identify activities
which enhance their value
))+ )+ Organi(ational 0rocess Assets 7dates
/+ Change #equests
=+ 0ro6ect Management 0lan 7dates
>+ 0ro6ect 3ocument 7dates
("o Answer)
a+ Oututs of 0lan Quality
2+ !nuts to 0erform Quality Assurance
c+ 0erform Quality Assurance
d+ CO##EC$% CO##EC$% CO##EC$% CO##EC$% Oututs of 0erform Quality Assurance
)/+ 0aretoCs ;aw
("o Answer)
a+ CO##EC$% CO##EC$% CO##EC$% CO##EC$% holds that a relatively small num2er of
causes will tyically roduce a ma6ority of the ro2lems
or defects+ $his is commonly referred to as the ,-./-
rincile
2+ that the measured value is very close to the true value
c+ costs incurred 2y an organi(ation to create high quality
roducts in order to avoid failures+ $hey include cost of
training, cost of documenting rocesses, cost of
equiment, etc+
d+ the result is rated on a continuous scale that measures
the degree of conformity
Page 1% of 29 Test: PMP 8: Project Quality Management | Quizlet
e
p
s
ac
a
A"&'E#% A"&'E#% A"&'E#% A"&'E#% 0erformance information
from ro6ect activities is routinely
collected as the ro6ect rogresses+
0erformance results which may suort
the audit rocess include, 2ut are not
limited to%
8 $echnical erformance measures,
8 0ro6ect delivera2les status,
8 &chedule rogress, and
8 Costs incurred+
=/+ Quality Quality Quality Quality Metrics 7se Metrics 7se Metrics 7se Metrics 7se
A"&'E#% A"&'E#% A"&'E#% A"&'E#% 7sed in the quality
assurance and quality control
rocesses+
==+ 0revention and Araisal 0revention and Araisal 0revention and Araisal 0revention and Araisal costs costs costs costs
A"&'E#% A"&'E#% A"&'E#% A"&'E#% (cost of conformance)
include costs for quality lanning,
quality control (QC), and quality
assurance to ensure comliance to
requirements (i+e+, training, QC systems,
etc+)+
=>+ 0erform Quality Control% Organi(ational 0erform Quality Control% Organi(ational 0erform Quality Control% Organi(ational 0erform Quality Control% Organi(ational
0rocess 0rocess 0rocess 0rocess Assets Assets Assets Assets
A"&'E#% A"&'E#% A"&'E#% A"&'E#% 8 Quality standards and
olicies
8 &tandard wor5 guidelines
8 !ssue and defect reorting rocedures
and communication olicies
=?+ 0lan Quality 0lan Quality 0lan Quality 0lan Quality
A"&'E#% A"&'E#% A"&'E#% A"&'E#% $he rocess of identifying
quality requirements and.or
standards for the ro6ect and roduct,
and documenting how the ro6ect will
demonstrate comliance
)=+ Additional Quality 0lanning $ools
("o Answer)
a+ )+ 0ro6ect Management 0lan
/+ Quality Metrics
=+ Quality Chec5lists
>+ 'or5 0erformance Measurements
?+ Aroved Change #equests
@+ 3elivera2les
*+ Organi(ational 0rocess Assets
2+ 8 &coe statement+
8 ':&+
8 ':& 3ictionary+
c+ )+ Quality Management 0lan
/+ Quality Metrics
=+ Quality Chec5lists
>+ 0rocess !mrovement 0lan
?+ 0ro6ect 3ocument 7dates
d+ CO##EC$% CO##EC$% CO##EC$% CO##EC$% 8 :rainstorming
8 Affinity 3iagrams
8 Force Field Analysis
8 "ominal <rou $echniques
8 Matri9 3iagrams
8 0rioriti(ation Matrices
)>+ 8 Allows the quality team to study and identify the
ossi2le relationshi 2etween changes o2served in two
varia2les+
8 3eendent varia2les versus indeendent varia2les are
lotted+
8 $he closer the oints are to a diagonal line, the more
closely they are related
("o Answer)
a+ Characteristics of 3OE
2+ Cause and Effect 3iagrams
c+ Characteristics of a #un Chart
d+ CO##EC$% CO##EC$% CO##EC$% CO##EC$% Characteristics of &catter 3iagrams
y
q
ag
=@+ 8 8 8 8 Quality imrovement includes ta5ing Quality imrovement includes ta5ing Quality imrovement includes ta5ing Quality imrovement includes ta5ing
action to increase the effectiveness action to increase the effectiveness action to increase the effectiveness action to increase the effectiveness
and.or efficiency of the olicies, and.or efficiency of the olicies, and.or efficiency of the olicies, and.or efficiency of the olicies,
rocesses, and rocedures of the rocesses, and rocedures of the rocesses, and rocedures of the rocesses, and rocedures of the
erforming erforming erforming erforming organi(ation+ organi(ation+ organi(ation+ organi(ation+
8 8 8 8 Change requests are created and used Change requests are created and used Change requests are created and used Change requests are created and used
as inut into the as inut into the as inut into the as inut into the 0erform !ntegrated 0erform !ntegrated 0erform !ntegrated 0erform !ntegrated
Change Control rocess to allow full Change Control rocess to allow full Change Control rocess to allow full Change Control rocess to allow full
consideration of the consideration of the consideration of the consideration of the recommended recommended recommended recommended
imrovements+ imrovements+ imrovements+ imrovements+
8 8 8 8 Change requests can 2e used to ta5e Change requests can 2e used to ta5e Change requests can 2e used to ta5e Change requests can 2e used to ta5e
corrective corrective corrective corrective action or reventive action or action or reventive action or action or reventive action or action or reventive action or
to erform defect reair to erform defect reair to erform defect reair to erform defect reair
A"&'E#% A"&'E#% A"&'E#% A"&'E#% 0erform Quality
Assurance% Change #equests
=*+ 8 8 8 8 0rovides inut to the overall ro6ect 0rovides inut to the overall ro6ect 0rovides inut to the overall ro6ect 0rovides inut to the overall ro6ect
management lan and includes quality management lan and includes quality management lan and includes quality management lan and includes quality
control, quality assurance, and control, quality assurance, and control, quality assurance, and control, quality assurance, and
continuous rocess imrovement continuous rocess imrovement continuous rocess imrovement continuous rocess imrovement
aroaches for aroaches for aroaches for aroaches for the ro6ect+ the ro6ect+ the ro6ect+ the ro6ect+
8 8 8 8 May 2e formal or informal, highly May 2e formal or informal, highly May 2e formal or informal, highly May 2e formal or informal, highly
detailed, or 2roadly detailed, or 2roadly detailed, or 2roadly detailed, or 2roadly framed+ $he style framed+ $he style framed+ $he style framed+ $he style
and detail is determined 2y the and detail is determined 2y the and detail is determined 2y the and detail is determined 2y the
requirements of the ro6ect+ requirements of the ro6ect+ requirements of the ro6ect+ requirements of the ro6ect+
8 8 8 8 &hould 2e reviewed early in the &hould 2e reviewed early in the &hould 2e reviewed early in the &hould 2e reviewed early in the
ro6ect to ensure that decisions are ro6ect to ensure that decisions are ro6ect to ensure that decisions are ro6ect to ensure that decisions are
2ased on accurate information+ 2ased on accurate information+ 2ased on accurate information+ 2ased on accurate information+
8 8 8 8 $he 2enefits of this review can $he 2enefits of this review can $he 2enefits of this review can $he 2enefits of this review can
include include include include reduction of cost and schedule reduction of cost and schedule reduction of cost and schedule reduction of cost and schedule
overruns caused 2y rewor5 overruns caused 2y rewor5 overruns caused 2y rewor5 overruns caused 2y rewor5
A"&'E#% A"&'E#% A"&'E#% A"&'E#% Characteristics of the
Quality Management 0lan
=,+ 8 8 8 8 <overnmental agency regulations <overnmental agency regulations <overnmental agency regulations <overnmental agency regulations
8 8 8 8 #ules, standards, and guidelines #ules, standards, and guidelines #ules, standards, and guidelines #ules, standards, and guidelines
secific secific secific secific to the alication area to the alication area to the alication area to the alication area
8 8 8 8 'or5ing.oerating conditions of the 'or5ing.oerating conditions of the 'or5ing.oerating conditions of the 'or5ing.oerating conditions of the
ro6ect.roduct which may affect ro6ect.roduct which may affect ro6ect.roduct which may affect ro6ect.roduct which may affect
ro6ect quality ro6ect quality ro6ect quality ro6ect quality
A"&'E#% A"&'E#% A"&'E#% A"&'E#% 0lan Quality% Enterrise
Environmental Factors
)?+ 0erform Quality Control% Organi(ational 0rocess Assets
7dates
("o Answer)
a+ CO##EC$% CO##EC$% CO##EC$% CO##EC$% 8 Comleted chec5lists+
$he comleted chec5lists 2ecome art of the ro6ectCs
records
8 ;essons learned documentation+
$he causes of variances, the reasoning 2ehind the
corrective action chosen, and other tyes of lessons
learned from quality control are documented so they
2ecome art of the historical data2ase for 2oth the
ro6ect and the erforming organi(ation+
;essons learned are documented throughout the
ro6ect life cycle, 2ut at a minimum, during ro6ect
closure+
2+ the 0erform Quality Assurance and 0erform Quality
Control rocesses
c+ 8 $echnical 0erformance
8 Cost and &chedule 0erformance
d+ that the measured value is very close to the true value
)@+ 8 As art of the 0erform !ntegrated Change Control
rocess a change control status udate will indicate that
some changes are aroved and some are not+ $he
timely imlementation of aroved changes needs to 2e
verified
("o Answer)
a+ CO##EC$% CO##EC$% CO##EC$% CO##EC$% Aroved Change #equests 7se in 0erform
Quality Control
2+ Control Charts 7se in 0erform Quality Control
c+ Characteristics of 0erform Quality Control
d+ 'or5 0erformance Measurements 7se in 0erform
Quality Control
ai
39. DOE should be used during the Plan DOE should be used during the Plan DOE should be used during the Plan DOE should be used during the Plan
Quality process to determine the Quality process to determine the Quality process to determine the Quality process to determine the
number and number and number and number and type of tests and their type of tests and their type of tests and their type of tests and their
impact on cost of quality. impact on cost of quality. impact on cost of quality. impact on cost of quality.
DOE also plays a role DOE also plays a role DOE also plays a role DOE also plays a role in the in the in the in the
optimization of products or processes. optimization of products or processes. optimization of products or processes. optimization of products or processes.
DOE can be used to reduce DOE can be used to reduce DOE can be used to reduce DOE can be used to reduce the the the the
sensitiity of product performance to sensitiity of product performance to sensitiity of product performance to sensitiity of product performance to
sources of ariations caused by sources of ariations caused by sources of ariations caused by sources of ariations caused by
enironmental or manufacturing enironmental or manufacturing enironmental or manufacturing enironmental or manufacturing
differences. differences. differences. differences.
One important aspect of this One important aspect of this One important aspect of this One important aspect of this
technique is that it proides a statistical technique is that it proides a statistical technique is that it proides a statistical technique is that it proides a statistical
frame!or" for systematically frame!or" for systematically frame!or" for systematically frame!or" for systematically changing changing changing changing
all of the important factors# rather than all of the important factors# rather than all of the important factors# rather than all of the important factors# rather than
changing the factors one at changing the factors one at changing the factors one at changing the factors one at a time. a time. a time. a time.
$nalysis of the e%perimental data $nalysis of the e%perimental data $nalysis of the e%perimental data $nalysis of the e%perimental data
should proide the optimal should proide the optimal should proide the optimal should proide the optimal conditions conditions conditions conditions
for the product or process# highlight for the product or process# highlight for the product or process# highlight for the product or process# highlight
the factors that influence the factors that influence the factors that influence the factors that influence the results# the results# the results# the results#
and reeal the presence of interactions and reeal the presence of interactions and reeal the presence of interactions and reeal the presence of interactions
and synergy among the and synergy among the and synergy among the and synergy among the factors factors factors factors
&'(O))E(*+ &'(O))E(*+ &'(O))E(*+ &'(O))E(*+ 'o ans!er gien
$',-E)+ $',-E)+ $',-E)+ $',-E)+ (haracteristics of DOE
./. Perform Quality (ontrol+ (hange )equests
0'o $ns!er1
a. the alues of repeated measurements are clustered and
hae little scatter
b. (O))E(*+ (O))E(*+ (O))E(*+ (O))E(*+ &f the recommended correctie or preentie
actions or a defect repair requires a change to the
pro2ect management plan# a change request should be
initiated in accordance !ith the defined Perform
&ntegrated (hange (ontrol process
c. &nternational Organization for ,tandardization 0&,O1
d. !here 345 of the problems are due to 645 of the
causes
.3. (ause and Effect Diagrams
0'o $ns!er1
a. the alues of repeated measurements are clustered and
hae little scatter
b. !hich are diagrams of the forces for and against
change
c. (O))E(*+ (O))E(*+ (O))E(*+ (O))E(*+ $lso called &shi"a!a diagrams or fishbone
diagram. &llustrate ho! arious factors might be lin"ed
to potential problems or effects
d. to allo! ideas to be brainstormed in small groups and
then reie!ed by a larger group
.9. -hile a quality leel that fails to meet quality requirements is al!ays a problem# lo! grade may
not be.
*he pro2ect manager and the pro2ect management team are responsible for managing the
tradeoffs inoled to delier the required leels of both quality and grade
0'o $ns!er1
a. Quality ,tandards
b. Quality 7etrics
c. (O))E(*+ (O))E(*+ (O))E(*+ (O))E(*+ Quality s 8rade
d. Quality $udit
64. (haracteristics of Perform Quality (ontrol
0'o $ns!er1
a. Quality management plan
Process improement plan
b. .. Quality (ontrol 7easurements
6. 9alidated (hanges
3. 9alidated Delierables
:. Organizational Process $ssets ;pdates
<. (hange )equests
=. Pro2ect 7anagement Plan ;pdates
/. Pro2ect Document ;pdates
c. (O))E(*+ (O))E(*+ (O))E(*+ (O))E(*+ Quality control is performed throughout the pro2ect
Quality control is often performed by a quality control department or similarly titled
organizational unit.
Quality control actiities identify causes of poor process or product quality and recommend
and>or ta"e action to eliminate them
*he pro2ect management team should hae a !or"ing "no!ledge of statistical quality
control# especially sampling and probability# to help ealuate quality control outputs.
d. .. Quality 7anagement Plan
6. Quality 7etrics
3. Quality (hec"lists
:. Process &mproement Plan
<. Pro2ect Document ;pdates
6.. (ost Performance ?aseline ;se in Plan Quality
0'o $ns!er1
a. (O))E(*+ (O))E(*+ (O))E(*+ (O))E(*+ Documents the accepted time phase used to measure cost performance
b. ,ho!s the relationship bet!een t!o ariables
c. "eeping errors out of the hands of the customer
d. ;sed in the quality assurance and quality control processes.
66. 7alcolm ?aldridge
Organizational Pro2ect 7anagement 7aturity 7odel 0OP73@1
(apability 7aturity 7odel &ntegrated 0(77&@1
0'o $ns!er1
a. Process 7etrics
b. (O))E(*+ (O))E(*+ (O))E(*+ (O))E(*+ Process &mproement 7odels
c. Preention
d. Process $nalysis
Page 1' of 29 Test: PMP 8: Project Quality Management | Quizlet
63. "eeping errors out of the process
0'o $ns!er1
a. )un (hart
b. &nspection
c. (O))E(*+ (O))E(*+ (O))E(*+ (O))E(*+ Preention
d. Auran
6:. .. Pro2ect 7anagement Plan
6. Quality 7etrics
3. -or" Performance &nformation
:. Quality (ontrol 7easurements
0'o $ns!er1
a. Perform Quality $ssurance
b. &nputs to Plan Quality
c. E%amples of Quality 7etrics
d. (O))E(*+ (O))E(*+ (O))E(*+ (O))E(*+ &nputs to Perform Quality $ssurance
6<. ;sed to produce pro2ect actiity metrics to ealuate actual progress as compared to planned
progress. *hese metrics include+
Planned s. $ctual technical performance
Planned s. $ctual schedule performance
Planned s. $ctual cost performance
0'o $ns!er1
a. Blo!charting ;se in Perform Quality (ontrol
b. (ontrol (harts ;se in Perform Quality (ontrol
c. (O))E(*+ (O))E(*+ (O))E(*+ (O))E(*+ -or" Performance 7easurements ;se in Perform Quality (ontrol
d. (haracteristics of Perform Quality (ontrol
6=. ,ome e%amples of quality metrics include onCtime performance# budget control# defect frequency#
failure rate# aailability# reliability# and test coerage
0'o $ns!er1
a. Perform Quality $ssurance
b. (O))E(*+ (O))E(*+ (O))E(*+ (O))E(*+ E%amples of Quality 7etrics
c. Product Quality
d. Process 7etrics
6/. Bailure (osts (ategories
0'o $ns!er1
a. (O))E(*+ (O))E(*+ (O))E(*+ (O))E(*+ &nternal 0found by the pro2ect1
E%ternal 0found by the customer1.
b. !here 345 of the problems are due to 645 of the causes
c. Quality management plan
Process improement plan
d. the result either conforms or does not conform
63. Outputs of Plan Quality
0'o $ns!er1
a. Quality control is performed throughout the pro2ect
Quality control is often performed by a quality control department or similarly titled
organizational unit.
Quality control actiities identify causes of poor process or product quality and recommend
and>or ta"e action to eliminate them
*he pro2ect management team should hae a !or"ing "no!ledge of statistical quality
control# especially sampling and probability# to help ealuate quality control outputs.
b. .. (ost ?enefit $nalysis
6. (ost of Quality 0(OQ1
3. (ontrol (harts
:. ?enchmar"ing
<. Design of E%periments
=. ,tatistical ,ampling
/. Blo!charting
3. Proprietary Quality 7anagement 7ethodologies
9. $dditional Quality Planning *ools
c. ?rainstorming
$ffinity Diagrams
Borce Bield $nalysis
'ominal 8roup *echniques
7atri% Diagrams
Prioritization 7atrices
d. (O))E(*+ (O))E(*+ (O))E(*+ (O))E(*+ .. Quality 7anagement Plan
6. Quality 7etrics
3. Quality (hec"lists
:. Process &mproement Plan
<. Pro2ect Document ;pdates
69. !hich proide a !ay of ran"ing a dierse set of problems and>or issues 0usually generated
through brainstorming1 by their importance
0'o $ns!er1
a. Quality 7etrics
b. (ontrol (harts
c. (O))E(*+ (O))E(*+ (O))E(*+ (O))E(*+ Prioritization 7atrices
d. Perform Quality (ontrol
34. *he results of an inspection generally include measurements and may be conducted at any leel.
&n some application areas# these terms hae narro! and specific meanings.
&nspections are also used to alidate defect repairs
0'o $ns!er1
a. (haracteristics of a )un (hart
b. (O))E(*+ (O))E(*+ (O))E(*+ (O))E(*+ (haracteristics of &nspection
c. (haracteristics of Quality $udits
d. (haracteristics of Pareto (harts
3.. ;pper and lo!er control limits are set by the pro2ect manager and appropriate sta"eholders to
reflect then points at !hich correctie action !ill be ta"en to preent e%ceeding specification
limits.
Bor repetitie processes# the control limits are generally D 3E.
$ process is considered out of control !hen a data point e%ceeds a control limit or if seen
consecutie points are aboe or belo! the mean
0'o $ns!er1
a. (haracteristics of Pareto (harts
b. (haracteristics of a )un (hart
c. (haracteristics of Fistograms
d. (O))E(*+ (O))E(*+ (O))E(*+ (O))E(*+ (haracteristics of (ontrol Gimits
36. a category assigned to products or serices haing the same functional use but different technical
characteristics
0'o $ns!er1
a. Auran
b. Deming
c. Quality
d. (O))E(*+ (O))E(*+ (O))E(*+ (O))E(*+ 8rade
33. Similar to a control chart without displayed limits, a run chart shows the history and pattern of
variation
(No Answer)
a. CORRC!" CORRC!" CORRC!" CORRC!" Run Chart
#. $rade
c. %areto Chart
d. Control Charts
3&. %rocess 'oundaries
(No Answer)
a. (nclude pro)ect processes and product *oals
#. which are dia*rams of the forces for and a*ainst chan*e
c. that the measured value is very close to the true value
d. CORRC!" CORRC!" CORRC!" CORRC!" +escri#es the purpose of processes, their start and end, their inputs,outputs, the
data re-uired, the owner, and the sta.eholders
3/. 0uran
(No Answer)
a. CORRC!" CORRC!" CORRC!" CORRC!" 1 %areto %rinciple
1 0uran !rilo*y" %lannin*, Control and (mprovement
1 +efines -uality as fitness for use
#. 1 2uality mana*ement plan
1 %rocess improvement plan
c. 1 !echnical %erformance
1 Cost and Schedule %erformance
d. the %erform 2uality Assurance and %erform 2uality Control processes
33. 1 Contains the -uality mana*ement plan, which is used to control -uality
1 !he -uality mana*ement plan descri#es how -uality control will #e performed within the pro)ect
(No Answer)
a. 4or. %erformance (nformation 5se in %erform 2uality Assurance
#. CORRC!" CORRC!" CORRC!" CORRC!" %ro)ect 6ana*ement %lan 5se in %erform 2uality Control
c. Characteristics of %erform 2uality Control
d. 2uality 6ana*ement %lan 5se in %erform 2uality Assurance
37. actual value
(No Answer)
a. CORRC!" CORRC!" CORRC!" CORRC!" A measurement is a
#. %revention
c. 2uality 6ana*ement %lan
d. 8ailure Costs
39. Scatter +ia*ram
(No Answer)
a. $uides the process improvement activities
#. %lannin* %rocess $roup
c. CORRC!" CORRC!" CORRC!" CORRC!" Shows the relationship #etween two varia#les
d. accurate data
3:. (nputs to %lan 2uality
(No Answer)
a. 1 'rainstormin*
1 Affinity +ia*rams
1 8orce 8ield Analysis
1 Nominal $roup !echni-ues
1 6atri; +ia*rams
1 %rioriti<ation 6atrices
#. 1 Scope statement.
1 4'S.
1 4'S +ictionary.
c. =. %ro)ect 6ana*ement %lan
>. 2uality 6etrics
3. 2uality Chec.lists
&. 4or. %erformance 6easurements
/. Approved Chan*e Re-uests
3. +elivera#les
7. Or*ani<ational %rocess Assets
d. CORRC!" CORRC!" CORRC!" CORRC!" =. Scope 'aseline
>. Sta.eholder Re*ister
3. Cost %erformance 'aseline
&. Schedule 'aseline
/. Ris. Re*ister
3. nterprise nvironmental 8actors
7. Or*ani<ational %rocess Assets
&?. !he results of -uality control activities. !hey are used to analy<e and evaluate the -uality
standards and processes of the performin* or*ani<ation
(No Answer)
a. CORRC!" CORRC!" CORRC!" CORRC!" 2uality Control 6easurements 5se in %erform 2uality Assurance
#. 4or. %erformance (nformation 5se in %erform 2uality Assurance
c. 2uality 6ana*ement %lan 5se in %erform 2uality Assurance
d. Control Charts 5se in %erform 2uality Control
&? !rue,8alse &? !rue,8alse &? !rue,8alse &? !rue,8alse 2uestions 2uestions 2uestions 2uestions
=. Costs of poor -uality @ %revention
!his is false. Aou *ave no answer.
(t should #e Costs of poor -uality Costs of poor -uality Costs of poor -uality Costs of poor -uality @ 8ailure Costs.
>. (nvolves choosin* part of a population of interest for inspection (for e;ample, selectin* ten
en*ineerin* drawin*s at random from a list of seventyBfive) @ 4'S +ictionary 5se in %lan 2uality
(t should #e (nvolves choosin* (nvolves choosin* (nvolves choosin* (nvolves choosin* part of a population of interest for inspection (for e;ample, part of a population of interest for inspection (for e;ample, part of a population of interest for inspection (for e;ample, part of a population of interest for inspection (for e;ample,
selectin* ten selectin* ten selectin* ten selectin* ten en*ineerin* drawin*s at random from a list of seventy en*ineerin* drawin*s at random from a list of seventy en*ineerin* drawin*s at random from a list of seventy en*ineerin* drawin*s at random from a list of seventyB BB Bfive) five) five) five) @ Statistical
Samplin*.
3. 1 +oin* (t Ri*ht 8irst !ime (+(R8!)
1 2uality is Conformance to Re-uirements
1 System of -uality is %revention
1 %erformance standard is Cero +efects
1 6easurement of -uality is the price of nonBconformance @ 8ailure Costs Cate*ories
(t should #e 1 1 1 1 +oin* (t Ri*ht 8irst +oin* (t Ri*ht 8irst +oin* (t Ri*ht 8irst +oin* (t Ri*ht 8irst !ime (+(R8!) !ime (+(R8!) !ime (+(R8!) !ime (+(R8!)
1 1 1 1 2uality is Conformance to Re-uirements 2uality is Conformance to Re-uirements 2uality is Conformance to Re-uirements 2uality is Conformance to Re-uirements
1 1 1 1 System of System of System of System of -uality is %revention -uality is %revention -uality is %revention -uality is %revention
1 1 1 1 %erformance standard is Cero +efects %erformance standard is Cero +efects %erformance standard is Cero +efects %erformance standard is Cero +efects
1 1 1 1 6easurement of -uality is the price of non 6easurement of -uality is the price of non 6easurement of -uality is the price of non 6easurement of -uality is the price of nonB BB Bconformance conformance conformance conformance @ Cros#y.
&. 'enchmar.in* @ the values of repeated measurements are clustered and have little scatter
(t should #e 'enchmar.in* 'enchmar.in* 'enchmar.in* 'enchmar.in* @ (nvolves comparin* actual or planned pro)ect practices to those of
compara#le pro)ects to identify #est practices, *enerate ideas for improvement, and provide a
#asis for measurin* performance. !hese other pro)ects can #e within the performin*
or*ani<ation or outside of it and can #e within the same or in another application area.
/. 2uality 6ana*ement %lan @ +escri#es how the pro)ect mana*ement team will implement the
performin* or*ani<ationDs -uality policy. (t is a component or a su#sidiary plan of the pro)ect
mana*ement plan
!his is true. Aou *ave no answer.
3. 2uality plannin* should #e performed in parallel with the other pro)ect plannin* processes. @
2uality 6etrics 5se
(t should #e 2uality plannin* should #e 2uality plannin* should #e 2uality plannin* should #e 2uality plannin* should #e performed in parallel with the other pro)ect plannin* performed in parallel with the other pro)ect plannin* performed in parallel with the other pro)ect plannin* performed in parallel with the other pro)ect plannin*
processes. processes. processes. processes. @ 4hen should 2uality %lannin* #e performedE.
Page 2% of 29 Test: PMP 8: Project Quality Management | Quizlet
7. 6onitorin* and Controllin* %rocess $roup @ %erform 2uality Control
9. measures and techni-ues that are specific to the type of product produced #y the pro)ect @
(nspection
(t should #e measures and techni-ues that are specific to the type measures and techni-ues that are specific to the type measures and techni-ues that are specific to the type measures and techni-ues that are specific to the type of product produced #y the of product produced #y the of product produced #y the of product produced #y the
pro)ect pro)ect pro)ect pro)ect @ %roduct 2uality.
:. 6ana*ement Responsi#ility @ (dentifies the delivera#les, the wor. pac.a*es and the control
accounts used to measure pro)ect performance.
(t should #e 6ana*ement 6ana*ement 6ana*ement 6ana*ement Responsi#ility Responsi#ility Responsi#ility Responsi#ility @ Success re-uires the participation of all mem#ers of
the pro)ect team, #ut remains the responsi#ility of mana*ement to provide the resources needed
to succeed.
=?. shows standard deviation (si*ma) as distance of the measurement from the mean value @
Standard Normal +istri#ution
==. (cost of nonBconformance) include costs to rewor. products, components, or processes that are
nonBcompliant, costs of warranty wor. and waste, and loss of reputation. @ 2uality 6etrics are
used in
(t should #e (cost of non (cost of non (cost of non (cost of nonB BB Bconformance) include costs to rewor. products, conformance) include costs to rewor. products, conformance) include costs to rewor. products, conformance) include costs to rewor. products, components, or components, or components, or components, or
processes that are non processes that are non processes that are non processes that are nonB BB Bcompliant, costs of warranty wor. and compliant, costs of warranty wor. and compliant, costs of warranty wor. and compliant, costs of warranty wor. and waste, and loss of reputation. waste, and loss of reputation. waste, and loss of reputation. waste, and loss of reputation.
@ 8ailure Costs.
=>. A *raphic depiction of processes, with interfaces identified, used to facilitate analysis @
8lowchartin*
(t should #e A *raphic depiction of processes, with interfaces A *raphic depiction of processes, with interfaces A *raphic depiction of processes, with interfaces A *raphic depiction of processes, with interfaces identified, used to facilitate identified, used to facilitate identified, used to facilitate identified, used to facilitate
analysis analysis analysis analysis @ %rocess Confi*uration.
=3. !he planBdoBchec.Bact cycle is the #asis for -uality improvement as defined #y Shewhart and
modified #y +emin*. (n addition, -uality improvement initiatives underta.en #y the performin*
or*ani<ation, such as !26 and Si; Si*ma, should improve the -uality of the pro)ectDs
mana*ement as well as the -uality of the pro)ectDs product @ Continuous (mprovement
=&. 5ses for Control Charts @ monitor cost and schedule variances, volume, and fre-uency of scope
chan*es, or other mana*ement results to help determine if the pro)ect mana*ement processes
are in control
=/. A *raphical representation of a process showin* the relationships amon* process steps @
!ar*ets for (mproved %erformance
(t should #e A *raphical A *raphical A *raphical A *raphical representation of a process showin* the relationships amon* process representation of a process showin* the relationships amon* process representation of a process showin* the relationships amon* process representation of a process showin* the relationships amon* process
steps steps steps steps @ 8lowchartin*.
=3. certain features are added to the delivera#le which were not as.ed for #y the customer, to earn
customer appreciation. (t is not a recommended pro)ect mana*ement practice @ $oldBplatin*
=7. 1 Customer satisfaction.
1 %revention over inspection
1 Continuous improvement
1 6ana*ement responsi#ility
1 Cost of -uality (CO2) @ Additional 2uality %lannin* !ools
(t should #e 1 1 1 1 Customer Customer Customer Customer satisfaction. satisfaction. satisfaction. satisfaction.
1 1 1 1 %revention over inspection %revention over inspection %revention over inspection %revention over inspection
1 1 1 1 Continuous improvement Continuous improvement Continuous improvement Continuous improvement
1 1 1 1 6ana*ement responsi#ility 6ana*ement responsi#ility 6ana*ement responsi#ility 6ana*ement responsi#ility
1 1 1 1 Cost of -uality (CO2) Cost of -uality (CO2) Cost of -uality (CO2) Cost of -uality (CO2) @ 2uality and %ro)ect 6ana*ement +isciplines #oth reco*ni<e the
importance of....
=9. 2uality %olicy 5se in %lan 2uality @ 1 !he -uality policy of the performin* or*ani<ation for their
products often can #e adopted Fas isF for use #y the pro)ect.
1 (f the performin* or*ani<ation lac.s a formal -uality policy, or if the pro)ect involves multiple
performin* or*ani<ations (as with a )oint venture), the pro)ect mana*ement team will need to
develop a -uality policy for the pro)ect.
1 Re*ardless of the ori*in of the -uality policy, the pro)ect mana*ement team must ensure that
the pro)ect sta.eholders are fully aware of the policy used for the pro)ect throu*h the
appropriate distri#ution of information
19. Illustrate how a process behaves over time and when a process is subject to special cause
variation, resulting in an out-of-control condition Histogram
This is false. ou gave no answer.
It should be Illustrate how a process behaves over time and when a Illustrate how a process behaves over time and when a Illustrate how a process behaves over time and when a Illustrate how a process behaves over time and when a process is subject to process is subject to process is subject to process is subject to
special cause variation, resulting in an out special cause variation, resulting in an out special cause variation, resulting in an out special cause variation, resulting in an out- -- -of of of of- -- -control control control control condition condition condition condition !ontrol !harts "se in
#erform $ualit% !ontrol.
&'. (reas to !onsider in the #rocess Improvement #lan ) #rocess boundaries
) #rocess configuration
) #rocess metrics
) Targets for improved performance
This is true. ou gave no answer.
&1. ) Technical #erformance
) !ost and *chedule #erformance #erform $ualit% !ontrol+ #roject ,anagement #lan "pdates
It should be ) ) ) ) Technical #erformance Technical #erformance Technical #erformance Technical #erformance
) ) ) ) !ost and *chedule !ost and *chedule !ost and *chedule !ost and *chedule #erformance #erformance #erformance #erformance Trend (nal%sis is often used to monitor.
&&. 1. !ause and -ffect .iagrams
&. !ontrol !harts
/. 0lowcharting
1. Histogram
2. #areto !hart
3. 4un !hart
5. *catter .iagram Ishi6awa7s seven basic tools of 8ualit%
&/. #erform $ualit% (ssurance+ #roject .ocument "pdates ) $ualit% audit reports
) Training plans
) #rocess documentation
&1. 4is6 4egister "se in #lan $ualit% 1. $ualit% ,anagement #lan
&. $ualit% ,etrics
/. $ualit% !hec6lists
1. #rocess Improvement #lan
2. #roject .ocument "pdates
It should be 4is6 4egister "se in #lan $ualit% 4is6 4egister "se in #lan $ualit% 4is6 4egister "se in #lan $ualit% 4is6 4egister "se in #lan $ualit% !ontains information on threats and
opportunities that ma% impact 8ualit% re8uirements.
&2. "nderstanding, evaluating, defining, and managing e9pectations so that customer re8uirements
are met. This re8uires a combination of conformance to re8uirements :to ensure the project
produces what it was created to produce; and fitness for use :the product or service must satisf%
real needs; !ustomer *atisfaction
&3. #lan $ualit%+ <rgani=ational #rocess (ssets ) $ualit% standards and policies
) *tandard wor6 guidelines
) Issue and defect reporting procedures and communication policies
It should be #lan $ualit%+ <rgani=ational #rocess (ssets #lan $ualit%+ <rgani=ational #rocess (ssets #lan $ualit%+ <rgani=ational #rocess (ssets #lan $ualit%+ <rgani=ational #rocess (ssets ) <rgani=ational 8ualit% policies,
procedures and guidelines
) Historical databases
) >essons learned from previous projects
) $ualit% polic%, as endorsed b% senior management, which sets the intended direction of a
performing organi=ation with regard to 8ualit%..
&5. 1. $ualit% !ontrol ,easurements
&. ?alidated !hanges
/. ?alidated .eliverables
1. <rgani=ational #rocess (ssets "pdates
2. !hange 4e8uests
3. #roject ,anagement #lan "pdates
5. #roject .ocument "pdates Inputs to #erform $ualit% !ontrol
It should be 1. $ualit% !ontrol ,easurements 1. $ualit% !ontrol ,easurements 1. $ualit% !ontrol ,easurements 1. $ualit% !ontrol ,easurements
&. ?alidated !hanges &. ?alidated !hanges &. ?alidated !hanges &. ?alidated !hanges
/. ?alidated .eliverables /. ?alidated .eliverables /. ?alidated .eliverables /. ?alidated .eliverables
1. <rgani=ational #rocess (ssets "pdates 1. <rgani=ational #rocess (ssets "pdates 1. <rgani=ational #rocess (ssets "pdates 1. <rgani=ational #rocess (ssets "pdates
2. 2. 2. 2. !hange 4e8uests !hange 4e8uests !hange 4e8uests !hange 4e8uests
3. #roject ,anagement #lan "pdates 3. #roject ,anagement #lan "pdates 3. #roject ,anagement #lan "pdates 3. #roject ,anagement #lan "pdates
5. #roject .ocument 5. #roject .ocument 5. #roject .ocument 5. #roject .ocument "pdates "pdates "pdates "pdates <utputs of #erform $ualit% !ontrol.
&@. !haracteristics of #areto !harts ) 4an6 ordering is used to focus corrective action.
) The project team should address the causes creating the greatest number of defects first.
) #areto diagrams are conceptuall% related to #areto7s >aw
) #areto diagrams can also be used to summari=e various t%pes of data for @'A&' anal%ses.
Page 2' of 29 Test: PMP 8: Project Quality Management | Quizlet
&9. !haracterisitics of !ontrol !harts ) "pper and lower control limits are set b% the project
manager and appropriate sta6eholders to reflect then points at which corrective action will be
ta6en to prevent e9ceeding specification limits.
) 0or repetitive processes, the control limits are generall% B /C.
) ( process is considered out of control when a data point e9ceeds a control limit or if seven
consecutive points are above or below the mean
It should be !haracterisitics !haracterisitics !haracterisitics !haracterisitics of !ontrol !harts of !ontrol !harts of !ontrol !harts of !ontrol !harts ) The appropriate data is collected and
anal%=ed to indicate the 8ualit% status of project processes and products.
) The% graphicall% answer the 8uestion+ DIs this process variance within acceptable limitsED
) The pattern of data points on a control chart ma% reveal random fluctuating values, sudden
process jumps, or a gradual trend in increased variation.
) F% monitoring the output of a process over time, a control chart can help assess whether the
application of process changes resulted in the desired improvements.
) Ghen a process is within acceptable limits it is in control and does not need to be adjusted.
) !onversel%, when a process is outside acceptable limits, the process should be adjusted.
) *even consecutive points above or below the central line indicate a process that is out of
control.
) The upper control limit and lower control limit are usuall% set at B/C, where 1C is one
standard deviation.
/'. "sed during #erform $ualit% !ontrol to determine a failing process step:s; and identif% potential
process improvement opportunities. 0lowcharting is also used in ris6 anal%sis 0lowcharting
"se in #erform $ualit% !ontrol
/1. specified range of acceptable results Tolerances
/&. Ishi6awa A !ause and -ffect .iagrams #erform $ualit% !ontrol+ #roject .ocument "pdates
It should be Ishi6awa A !ause and -ffect .iagrams Ishi6awa A !ause and -ffect .iagrams Ishi6awa A !ause and -ffect .iagrams Ishi6awa A !ause and -ffect .iagrams 0ishbone diagrams.
//. ?alidated .eliverables ) Ghile a 8ualit% level that fails to meet 8ualit% re8uirements is alwa%s a
problem, low grade ma% not be.
) The project manager and the project management team are responsible for managing the
tradeoffs involved to deliver the re8uired levels of both 8ualit% and grade
It should be ?alidated .eliverables ?alidated .eliverables ?alidated .eliverables ?alidated .eliverables ) ( goal of 8ualit% control is to determine the correctness
of deliverables.
) The results of the e9ecution 8ualit% control processes are validated deliverables.
) ?alidated deliverables are an input to ?erif% *cope for formali=ed acceptance.
/1. Technical #erformance+ Trend (nal%sis How man% errors or defects have been identified, and
how man% remain uncorrected
/2. *ta6eholder 4egister "se in #lan $ualit% .ocuments the accepted schedule performance
measures including start and finish dates
It should be *ta6eholder 4egister "se *ta6eholder 4egister "se *ta6eholder 4egister "se *ta6eholder 4egister "se in #lan $ualit% in #lan $ualit% in #lan $ualit% in #lan $ualit% Identifies sta6eholders with a particular
interest in , or impact on, 8ualit%.
/3. #rocess ,etrics Is an operational definition that describes, in ver% specific terms, a project or
product attribute and how the 8ualit% control process will measure it
It should be #rocess #rocess #rocess #rocess ,etrics ,etrics ,etrics ,etrics (long with control limits, allows anal%sis of process efficienc%.
/5. International <rgani=ation for *tandardi=ation :I*<; Fasic #roject $ualit% ,anagement
approach is meant to be compatible with..
/@. !ontrol charts are used to determine whether or not a process is stable or has predictable
performance, using upper and lower specification limits, which are based on re8uirements of the
contract !ontrol !harts
/9. $ualit% ) #areto #rinciple
) Huran Trilog%+ #lanning, !ontrol and Improvement
) .efines 8ualit% as fitness for use
It should be $ualit% $ualit% $ualit% $ualit% the degree to which a set of inherent characteristics fulfill re8uirements.
1'. -lements of the organi=ational process assets that ma% be updated include, but are not limited
to, the 8ualit% standards #lan $ualit%+ #roject .ocument "pdates
It should be -lements of the -lements of the -lements of the -lements of the organi=ational process assets that ma% be updated include, but organi=ational process assets that ma% be updated include, but organi=ational process assets that ma% be updated include, but organi=ational process assets that ma% be updated include, but
are not limited are not limited are not limited are not limited to, the 8ualit% standards to, the 8ualit% standards to, the 8ualit% standards to, the 8ualit% standards #erform $ualit% (ssurance+ <rgani=ational #rocess
(ssets "pdates.

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40 Written Questions 40 Written Questions 40 Written Questions 40 Written Questions

1. Samples are selected and tested as defined in the quality plan

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