project qualtiy quizzlet

8/11/2019 Project Qualtiy Quizzlet

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40 Written Questions40 Written Questions40 Written Questions40 Written Questions

1. 1. Organizational Process Assets Updates2. Change Requests

. Pro!ect "anage#ent Plan Updates

4. Pro!ect $ocu#ent Updates

%&CORR'C()%&CORR'C()%&CORR'C()%&CORR'C() *ou ga+e no ans,er

A&-W'R)A&-W'R)A&-W'R)A&-W'R) Outputs o Peror# Qualit/ Assurance

2. Also reerred to as a Pareto diagra# is a speciic t/pe o histogra# ordered / requenc/ o

occurrence. %t sho,s ho, #an/ deects ,ere generated / t/pe or categor/ o identiied cause


A&-W'R)A&-W'R)A&-W'R)A&-W'R) Pareto Chart

. (he process i#pro+e#ent plan details the steps or anal/zing processes to identi/ acti+ities

,hich enhance their +alue


A&-W'R)A&-W'R)A&-W'R)A&-W'R) Process %#pro+e#ent Plan Use in Peror# Qualit/ Assurance

4. ,hich include t,o three or our groups o inor#ation and sho, relationships et,een actorscauses and o!ecti+es. $ata in a #atri is organized in ro,s and colu#ns ,ith intersecting cells

that can e illed ,ith inor#ation that descries the de#onstrated relationship et,een the ite#s

located in the ro, and colu#n


A&-W'R)A&-W'R)A&-W'R)A&-W'R) "atri $iagra#s

3. accurate data


A&-W'R)A&-W'R)A&-W'R)A&-W'R) -ur+e/ o the entire population /ields

. ,hich pro+ide a ,a/ o ran5ing a di+erse set o prole#s and6or issues 7usuall/ generated

through rainstor#ing8 / their i#portance


A&-W'R)A&-W'R)A&-W'R)A&-W'R) Prioritization "atrices

PMP 8: Project Quality Manageme... NAME: ________________________

Page 1 of 27Test: PMP 8: Project Quality Management | Quizlet

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9. 1. Qualit/ Control "easure#ents

2. :alidated Changes

. :alidated $eli+erales

4. Organizational Process Assets Updates

3. Change Requests

. Pro!ect "anage#ent Plan Updates

9. Pro!ect $ocu#ent Updates


A&-W'R)A&-W'R)A&-W'R)A&-W'R) Outputs o Peror# Qualit/ Control

;. 1. Pro!ect "anage#ent Plan

2. Qualit/ "etrics

. Qualit/ Chec5lists

4. Wor5 Peror#ance "easure#ents

3. Appro+ed Change Requests

. $eli+erales9. Organizational Process Assets


A&-W'R)A&-W'R)A&-W'R)A&-W'R) %nputs to Peror# Qualit/ Control

o,er Control >i#its

11. a speciic technique to identi/ a prole# disco+er the underl/ing causes that lead to it and

de+elop pre+enti+e actions


A&-W'R)A&-W'R)A&-W'R)A&-W'R) Root Cause Anal/sis




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12. Qualit/ planning should e peror#ed in parallel ,ith the other pro!ect planning processes.


A&-W'R)A&-W'R)A&-W'R)A&-W'R) When should Qualit/ Planning e peror#ed?

1. -o#e ea#ples o qualit/ #etrics include on@ti#e peror#ance udget control deect requenc/

ailure rate a+ailailit/ reliailit/ and test co+erage


A&-W'R)A&-W'R)A&-W'R)A&-W'R) 'a#ples o Qualit/ "etrics

14. %n+ol+es co#paring actual or planned pro!ect practices to those o co#parale pro!ects to identi/

est practices generate ideas or i#pro+e#ent and pro+ide a asis or #easuring peror#ance.

(hese other pro!ects can e ,ithin the peror#ing organization or outside o it and can e ,ithin

the sa#e or in another application area


A&-W'R)A&-W'R)A&-W'R)A&-W'R) ench#ar5ing

13. = %denti/ all the good6est practices eing i#ple#ented

= %denti/ all the gaps6shortco#ings

= -hare the good practices introduced or i#ple#ented in si#ilar pro!ects in the organization

and6or industr/

= Proacti+el/ oer assistance in a positi+e #anner to i#pro+e i#ple#entation o processes to help

the tea# raise producti+it/ and

= Bighlight contriutions o each audit in the lessons learned repositor/ o the organization


A&-W'R)A&-W'R)A&-W'R)A&-W'R) O!ecti+e o Qualit/ Audits

1. = %t i#ple#ents the qualit/ #anage#ent s/ste# through polic/ and procedures ,ith continuous

process i#pro+e#ent acti+ities conducted throughout as appropriate.

= Addresses the #anage#ent o the pro!ect and the product o the pro!ect.

= %t applies to all pro!ects regardless o the nature o their product.


A&-W'R)A&-W'R)A&-W'R)A&-W'R) Characteristics o Pro!ect Qualit/ "anage#ent

19. costs incurred / an organization to create high qualit/ products in order to a+oid ailures. (he/

include cost o training cost o docu#enting processes cost o equip#ent etc.


A&-W'R)A&-W'R)A&-W'R)A&-W'R) Pre+ention Costs

1;. $ocu#ents the accepted ti#e phase used to #easure cost peror#ance


A&-W'R)A&-W'R)A&-W'R)A&-W'R) Cost Peror#ance aseline Use in Plan Qualit/

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2. (he results o qualit/ control acti+ities. (he/ are used to anal/ze and e+aluate the qualit/

standards and processes o the peror#ing organization


A&-W'R)A&-W'R)A&-W'R)A&-W'R) Qualit/ Control "easure#ents Use in Peror# Qualit/ Assurance

29. (he process o identi/ing qualit/ require#ents and6or standards or the pro!ect product and

docu#enting ho, the pro!ect ,ill de#onstrate co#pliance


A&-W'R)A&-W'R)A&-W'R)A&-W'R) Peror# Qualit/ Assurance

2;. 'ecuting Process roup


A&-W'R)A&-W'R)A&-W'R)A&-W'R) Peror# Qualit/ Assurance

2


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34. Include project processes and product goals

INCORRECT:INCORRECT:INCORRECT:INCORRECT: You gave no answer

ANSER:ANSER:ANSER:ANSER: !ual"t# Standards

3$. % &overn'ental agenc# regulat"ons

% Rules( standards( and gu"del"nes spec")"c to t*e appl"cat"on area

% or+"ng,operat"ng cond"t"ons o) t*e project,product w*"c* 'a# a))ect project -ual"t#


ANSER:ANSER:ANSER:ANSER: lan !ual"t#: Enterpr"se Env"ron'ental /actors

30. deter'"n"ng process "'prove'ents


ANSER:ANSER:ANSER:ANSER: !ual"t# 1etr"c "s not used )or

32. % Custo'er sat"s)act"on.

% revent"on over "nspect"on

% Cont"nuous "'prove'ent

% 1anage'ent respons""l"t#

% Cost o) -ual"t# CO!5


ANSER:ANSER:ANSER:ANSER: !ual"t# and roject 1anage'ent 6"sc"pl"nes ot* recogn"7e t*e "'portance o)...

38. % *"le a -ual"t# level t*at )a"ls to 'eet -ual"t# re-u"re'ents "s alwa#s a prole'( low grade 'a#

not e.

% T*e project 'anager and t*e project 'anage'ent tea' are respons"le )or 'anag"ng t*e

tradeo))s "nvolved to del"ver t*e re-u"red levels o) ot* -ual"t# and grade


ANSER:ANSER:ANSER:ANSER: !ual"t# vs &rade

39. Also called Is*"+awa d"agra's or )"s*one d"agra'. Illustrate *ow var"ous )actors '"g*t e l"n+ed

to potent"al prole's or e))ects


ANSER:ANSER:ANSER:ANSER: Cause and E))ect 6"agra's

4. Involves 'at*e'at"cal tec*n"-ues to )orecast )uture outco'es ased on *"stor"cal results


ANSER:ANSER:ANSER:ANSER: Trend Anal#s"s


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;. lan !ual"t#: Organ"7at"onal rocesslan !ual"t#: Organ"7at"onal rocesslan !ual"t#: Organ"7at"onal rocesslan !ual"t#: Organ"7at"onal rocess

AssetsAssetsAssetsAssets

INCORRECT:INCORRECT:INCORRECT:INCORRECT: No answer g"ven

ANSER:ANSER:ANSER:ANSER: % Organ"7at"onal -ual"t#

pol"c"es( procedures and gu"del"nes

%


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ANSER:ANSER:ANSER:ANSER: % T*e -ual"t# pol"c# o) t*e

per)or'"ng organ"7at"on )or t*e"r

products o)ten can e adopted Das "sD

)or use # t*e project.

% I) t*e per)or'"ng organ"7at"on lac+s a

)or'al -ual"t# pol"c#( or ") t*e project

"nvolves 'ult"ple per)or'"ng

organ"7at"ons as w"t* a jo"nt venture5(

t*e project 'anage'ent tea' w"ll need

to develop a -ual"t# pol"c# )or t*e

project.

% Regardless o) t*e or"g"n o) t*e -ual"t#

pol"c#( t*e project 'anage'ent tea'

'ust ensure t*at t*e project

sta+e*olders are )ull# aware o) t*e

pol"c# used )or t*e project t*roug* t*e

appropr"ate d"str"ut"on o) "n)or'at"on

2. !ual"t#!ual"t#!ual"t#!ual"t#


ANSER:ANSER:ANSER:ANSER: t*e degree to w*"c* a set

o) "n*erent c*aracter"st"cs )ul)"ll

re-u"re'ents

8. !ual"t# 1etr"cs!ual"t# 1etr"cs!ual"t# 1etr"cs!ual"t# 1etr"cs


ANSER:ANSER:ANSER:ANSER: Is an operat"onal

de)"n"t"on t*at descr"es( "n ver#

spec")"c ter's( a project or product

attr"ute and *ow t*e -ual"t# control

process w"ll 'easure "t

9. al"datedal"datedal"datedal"dated 6el"verales6el"verales6el"verales6el"verales


ANSER:ANSER:ANSER:ANSER: % A goal o) -ual"t# control

"s to deter'"ne t*e correctness o)

del"verales.

% T*e results o) t*e eBecut"on -ual"t#

control processes are val"dated

del"verales.

% al"dated del"verales are an "nput to

er")# Scope )or )or'al"7ed acceptance

;. ?ses?ses?ses?ses )or Control C*arts)or Control C*arts)or Control C*arts)or Control C*arts

% Sc*edule progress( and

% Costs "ncurred.

k *olds t*at a relat"vel# s'all nu'er o)

causes w"ll t#p"call# produce a 'ajor"t# o)

t*e prole's or de)ects. T*"s "s co''onl#

re)erred to as t*e 8,> pr"nc"ple

l er)or' !ual"t# Assurance process

m T*e plandoc*ec+act c#cle "s t*e as"s

)or -ual"t# "'prove'ent as de)"ned #

S*ew*art and 'od")"ed # 6e'"ng. In

add"t"on( -ual"t# "'prove'ent "n"t"at"ves

underta+en # t*e per)or'"ng

organ"7at"on( suc* as T!1 and S"B S"g'a(

s*ould "'prove t*e -ual"t# o) t*e projectFs

'anage'ent as well as t*e -ual"t# o) t*e

projectFs product

n % T*ere are 'an# st#les( ut all process

)lowc*arts s*ow act"v"t"es( dec"s"on po"nts(

and t*e order o) process"ng.

% 6ur"ng -ual"t# plann"ng( )lowc*art"ng can

*elp t*e project tea' ant"c"pate -ual"t#

prole's t*at '"g*t occur.

% An awareness o) potent"al prole's can

result "n t*e develop'ent o) test

procedures or approac*es )or deal"ng w"t*

t*e'

o % poss"le root cause can e uncovered #

cont"nu"ng to as+ Dw*#D or D*owD .

% D*#*#D and D


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ANSER:ANSER:ANSER:ANSER: 'on"tor cost and

sc*edule var"ances( volu'e( and

)re-uenc# o) scope c*anges( or ot*er

'anage'ent results to *elp deter'"ne

") t*e project 'anage'ent processes

are "n control

;;. /"s*one/"s*one/"s*one/"s*one d"agra'sd"agra'sd"agra'sd"agra's


ANSER:ANSER:ANSER:ANSER: Is*"+awa , Cause and

E))ect 6"agra's

;>. Sta+e*older Reg"ster ?se "n lanSta+e*older Reg"ster ?se "n lanSta+e*older Reg"ster ?se "n lanSta+e*older Reg"ster ?se "n lan !ual"t#!ual"t#!ual"t#!ual"t#


ANSER:ANSER:ANSER:ANSER: Ident")"es sta+e*olders

w"t* a part"cular "nterest "n ( or

"'pact on( -ual"t#

;3. er)or'er)or'er)or'er)or' !ual"t# Control: Organ"7at"onal!ual"t# Control: Organ"7at"onal!ual"t# Control: Organ"7at"onal!ual"t# Control: Organ"7at"onal

rocess Assets ?pdatesrocess Assets ?pdatesrocess Assets ?pdatesrocess Assets ?pdates


ANSER:ANSER:ANSER:ANSER: % Co'pleted c*ec+l"sts.

T*e co'pleted c*ec+l"sts eco'e

part o) t*e projectFs records

% =essons learned docu'entat"on.

T*e causes o) var"ances( t*e reason"ng

e*"nd t*e correct"ve act"on c*osen(

and ot*er t#pes o) lessons learned )ro'

-ual"t# control are docu'ented so t*e#

eco'e part o) t*e *"stor"cal dataase

)or ot* t*e project and t*e per)or'"ngorgan"7at"on.

=essons learned are docu'ented

t*roug*out t*e project l")e c#cle( ut at

a '"n"'u'( dur"ng project closure.

;4. !ual"t#!ual"t#!ual"t#!ual"t# C*ec+l"stsC*ec+l"stsC*ec+l"stsC*ec+l"sts


ANSER:ANSER:ANSER:ANSER: A c*ec+l"st "s a structured

tool( usuall# co'ponentspec")"c(used to ver")# t*at a set o) re-u"red

steps *as een per)or'ed.C*ec+l"sts

t de)"nes t*e allowale var"at"ons on t*e

'etr"cs. /or eBa'ple( a 'etr"c related to

t*e -ual"t# oject"ve o) sta#"ng w"t*"n t*e

approved udget # G ;H could e to

'easure t*e cost o) ever# del"verale and

deter'"ne t*e percent var"ance )ro' t*e

approved udget )or t*at del"verale

u &u"des t*e process "'prove'ent act"v"t"es

v % Conta"ns t*e -ual"t# 'anage'ent plan(

w*"c* "s used to control -ual"t#

% T*e -ual"t# 'anage'ent plan descr"es

*ow -ual"t# control w"ll e per)or'ed

w"t*"n t*e project

w A c*ec+l"st "s a structured tool( usuall#

co'ponentspec")"c( used to ver")# t*at a

set o) re-u"red steps *as eenper)or'ed.C*ec+l"sts range )ro' s"'ple to

co'pleB ased on project re-u"re'ents

and pract"ces

x % !ual"t# "'prove'ent "ncludes ta+"ng

act"on to "ncrease t*e e))ect"veness and,or

e))"c"enc# o) t*e pol"c"es( processes( and

procedures o) t*e per)or'"ng organ"7at"on.

% C*ange re-uests are created and used as

"nput "nto t*e er)or' Integrated C*ange

Control process to allow )ull cons"derat"on

o) t*e reco''ended "'prove'ents.

% C*ange re-uests can e used to ta+e

correct"ve act"on or prevent"ve act"on or to

per)or' de)ect repa"r

y Is an operat"onal de)"n"t"on t*at descr"es(

"n ver# spec")"c ter's( a project or product

attr"ute and *ow t*e -ual"t# control

process w"ll 'easure "t

z 1on"tor"ng and Controll"ng rocess &roup

aa S*ows t*e relat"ons*"p etween two

var"ales

ab % Co'pleted c*ec+l"sts.

T*e co'pleted c*ec+l"sts eco'e part o)

t*e projectFs records

% =essons learned docu'entat"on.

T*e causes o) var"ances( t*e reason"ng

e*"nd t*e correct"ve act"on c*osen( and

ot*er t#pes o) lessons learned )ro' -ual"t#

control are docu'ented so t*e# eco'e

Page " of 27Test: PMP 8: Project Quality Management | Quizlet



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range )ro' s"'ple to co'pleB ased on

project re-u"re'ents and pract"ces

;$. Targets )or I'provedTargets )or I'provedTargets )or I'provedTargets )or I'proved er)or'anceer)or'anceer)or'anceer)or'ance


ANSER:ANSER:ANSER:ANSER: &u"des t*e process

"'prove'ent act"v"t"es

;0. ToleranceToleranceToleranceTolerance


ANSER:ANSER:ANSER:ANSER: de)"nes t*e allowale

var"at"ons on t*e 'etr"cs. /or

eBa'ple( a 'etr"c related to t*e -ual"t#

oject"ve o) sta#"ng w"t*"n t*e approved

udget # G ;H could e to 'easure

t*e cost o) ever# del"verale and

deter'"ne t*e percent var"ance )ro' t*e

approved udget )or t*at del"verale

;2. or+ er)or'ance In)or'at"onor+ er)or'ance In)or'at"onor+ er)or'ance In)or'at"onor+ er)or'ance In)or'at"on ?se "n?se "n?se "n?se "n

er)or' !ual"t# Assuranceer)or' !ual"t# Assuranceer)or' !ual"t# Assuranceer)or' !ual"t# Assurance


ANSER:ANSER:ANSER:ANSER: er)or'ance "n)or'at"on

)ro' project act"v"t"es "s rout"nel#

collected as t*e project progresses.

er)or'ance results w*"c* 'a# support

t*e aud"t process "nclude( ut are not

l"'"ted to:

% Tec*n"cal per)or'ance 'easures(

% roject del"verales status(

% Sc*edule progress( and

% Costs "ncurred.

;8. C*aracter"st"csC*aracter"st"csC*aracter"st"csC*aracter"st"cs o) Cause and E))ecto) Cause and E))ecto) Cause and E))ecto) Cause and E))ect

6"agra's6"agra's6"agra's6"agra's


ANSER:ANSER:ANSER:ANSER: % poss"le root cause can

e uncovered # cont"nu"ng to as+

Dw*#D or D*owD .

% D*#*#D and D. Control C*arts

3. /lowc*art"ng

4.


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19. Perform Quality Assurance: ChangePerform Quality Assurance: ChangePerform Quality Assurance: ChangePerform Quality Assurance: Change

RequestsRequestsRequestsRequests

INCORREC:INCORREC:INCORREC:INCORREC: No ans!er gi"en

AN#$ER:AN#$ER:AN#$ER:AN#$ER: % Quality im&ro"ement

inclu'es ta(ing action to increase

the effecti"eness an')or efficiency ofthe &olicies* &rocesses* an' &roce'ures

of the &erforming organi+ation.

% Change requests are create' an' use'

as in&ut into the Perform Integrate'

Change Control &rocess to allo! full

consi'eration of the recommen'e'

im&ro"ements.

% Change requests can ,e use' to ta(e

correcti"e action or &re"enti"e action or

to &erform 'efect re&air

-. CustomerCustomerCustomerCustomer #atisfaction#atisfaction#atisfaction#atisfaction


AN#$ER:AN#$ER:AN#$ER:AN#$ER: /n'erstan'ing*

e"aluating* 'efining* an' managing

e0&ectations so that customer

requirements are met. his requires a

com,ination of conformance to

requirements to ensure the &ro2ect&ro'uces !hat it !as create' to

&ro'uce3 an' fitness for use the

&ro'uct or ser"ice must satisfy real

nee's3

-1. Elements of #co&e 4aseline /seElements of #co&e 4aseline /seElements of #co&e 4aseline /seElements of #co&e 4aseline /se in Planin Planin Planin Plan

QualityQualityQualityQuality


AN#$ER:AN#$ER:AN#$ER:AN#$ER: % #co&e statement.% $4#.

% $4# 5ictionary.

--. Pre"ention O"er Ins&ectionPre"ention O"er Ins&ectionPre"ention O"er Ins&ectionPre"ention O"er Ins&ection


AN#$ER:AN#$ER:AN#$ER:AN#$ER: One of the fun'amental

tenets of mo'ern quality

management states that quality is

&lanne'* 'esigne'* an' ,uilt in6not

ins&ecte' in. he cost of &re"enting

mista(es is generally much less than the

7ulti&le Choice7ulti&le Choice7ulti&le Choice7ulti&le Choice QuestionsQuestionsQuestionsQuestions

1. % he a&&ro&riate 'ata is collecte' an' analy+e' to

in'icate the quality status of &ro2ect &rocesses an'

&ro'ucts.

% hey gra&hically ans!er the question: 8Is this &rocess

"ariance !ithin acce&ta,le limits8

% he &attern of 'ata &oints on a control chart may

re"eal ran'om fluctuating "alues* su''en &rocess

2um&s* or a gra'ual tren' in increase' "ariation.

% 4y monitoring the out&ut of a &rocess o"er time* a

control chart can hel& assess !hether the a&&lication of

&rocess changes resulte' in the 'esire' im&ro"ements.

% $hen a &rocess is !ithin acce&ta,le limits it is in

control an' 'oes not nee' to ,e a'2uste'.

% Con"ersely* !hen a &rocess is outsi'e acce&ta,le

limits* the &rocess shoul' ,e a'2uste'.

% #e"en consecuti"e &oints a,o"e or ,elo! the central

line in'icate a &rocess that is out of control.

% he u&&er control limit an' lo!er control limit are

usually set at ;


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cost of correcting them !hen they are

foun' ,y ins&ection

-;. Areas toAreas toAreas toAreas to Consi'er in the ProcessConsi'er in the ProcessConsi'er in the ProcessConsi'er in the Process

Im&ro"ement PlanIm&ro"ement PlanIm&ro"ement PlanIm&ro"ement Plan


AN#$ER:AN#$ER:AN#$ER:AN#$ER: % Process ,oun'aries

% Process configuration

% Process metrics

% argets for im&ro"e' &erformance

-?. Continuous Im&ro"ementContinuous Im&ro"ementContinuous Im&ro"ementContinuous Im&ro"ement


AN#$ER:AN#$ER:AN#$ER:AN#$ER: he &lan>'o>chec(>act

cycle is the ,asis for quality

im&ro"ement as 'efine' ,y #he!hart

an' mo'ifie' ,y 5eming. In a''ition*

quality im&ro"ement initiati"es

un'erta(en ,y the &erforming

organi+ation* such as Q7 an' #i0

#igma* shoul' im&ro"e the quality of

the &ro2ect@s management as !ell as the

quality of the &ro2ect@s &ro'uct

-. 4asic4asic4asic4asic Pro2ect Quality 7anagementPro2ect Quality 7anagementPro2ect Quality 7anagementPro2ect Quality 7anagement

a&&roach is meant to ,e com&ati,lea&&roach is meant to ,e com&ati,lea&&roach is meant to ,e com&ati,lea&&roach is meant to ,e com&ati,le

!ith..!ith..!ith..!ith..


AN#$ER:AN#$ER:AN#$ER:AN#$ER: International Organi+ation

for #tan'ar'i+ation I#O3

-B. Perform Quality Assurance:Perform Quality Assurance:Perform Quality Assurance:Perform Quality Assurance: Pro2ectPro2ectPro2ectPro2ect

7anagement Plan /&'ates7anagement Plan /&'ates7anagement Plan /&'ates7anagement Plan /&'ates


AN#$ER:AN#$ER:AN#$ER:AN#$ER: % Quality management

&lan

% #che'ule management &lan

% Cost management &lan

-. PerformPerformPerformPerform Quality ControlQuality ControlQuality ControlQuality Control


AN#$ER:AN#$ER:AN#$ER:AN#$ER: 7onitoring an'

Controlling Process Drou&

-. !hich are 'iagrams of the forces for an' against change

1No Ans!er3

a. Control =imits

,. ailure Costs

c. olerances

'. CORREC:CORREC:CORREC:CORREC: orce iel' Analysis

;. cost of conformance3 inclu'e costs for quality

&lanning* quality control QC3* an' quality assurance to

ensure com&liance to requirements i.e.* training* QC

systems* etc.3.

1No Ans!er3

a. orce iel' Analysis

,. CORREC:CORREC:CORREC:CORREC: Pre"ention an' A&&raisal costs

c. Process 4oun'aries

'. Pre"ention Costs

?. Contains the &ro2ect 'escri&tion* ma2or &ro2ect

'eli"era,les* an' acce&tance criteria. he &ro'uct sco&e

'escri&tion !ill often contain 'etails of technical issues

an' other concerns that can affect quality &lanning. he

'efinition of acce&tance criteria can significantly

increase or 'ecrease &ro2ect costs an' quality costs.

#atisfying all acce&tance criteria im&lies the nee's of

the customer ha"e ,een met.

1No Ans!er3

a. CORREC:CORREC:CORREC:CORREC: #co&e #tatement /se in Plan Quality

,. Root Cause Analysis

c. Elements of #co&e 4aseline /se in Plan Quality

'. Ris( Register /se in Plan Quality

. % Pro"i'es an um,rella for continuous &rocess

im&ro"ement* !hich is an iterati"e means for im&ro"ing

the quality of all &rocesses.

% Continuous &rocess im&ro"ement re'uces !aste an'

eliminates acti"ities that 'o not a'' "alue.

% his allo!s &rocesses to o&erate at increase' le"els of

efficiency an' effecti"eness

1No Ans!er3

a. Characterisitics of Control Charts

,. CORREC:CORREC:CORREC:CORREC: Characteristics of Perform Quality Assurance

c. Characteristics of Control =imits

'. Perform Quality Assurance




13/27

e

ae

ak

k

n

-F. Pro2ect QualityPro2ect QualityPro2ect QualityPro2ect Quality 7anagement7anagement7anagement7anagement


AN#$ER:AN#$ER:AN#$ER:AN#$ER: Inclu'es the &rocesses

an' acti"ities of the &erforming

organi+ation that 'etermine quality

&olicies* o,2ecti"es* an' res&onsi,ilities

so that the &ro2ect !ill satisfy the nee's

for !hich it !as un'erta(en

-9. Run ChartRun ChartRun ChartRun Chart


AN#$ER:AN#$ER:AN#$ER:AN#$ER: #imilar to a control chart

!ithout 'is&laye' limits* a run chart

sho!s the history an' &attern of"ariation

;. Control Charts /se in Perform QualityControl Charts /se in Perform QualityControl Charts /se in Perform QualityControl Charts /se in Perform Quality

ControlControlControlControl


AN#$ER:AN#$ER:AN#$ER:AN#$ER: Illustrate ho! a &rocess

,eha"es o"er time an' !hen a

&rocess is su,2ect to s&ecial cause

"ariation* resulting in an out>of>controlcon'ition

;1. Pareto@s =a!Pareto@s =a!Pareto@s =a!Pareto@s =a!


AN#$ER:AN#$ER:AN#$ER:AN#$ER: hol's that a relati"ely

small num,er of causes !ill

ty&ically &ro'uce a ma2ority of the

&ro,lems or 'efects. his is commonly

referre' to as the F)- &rinci&le

;-. CharacteristicsCharacteristicsCharacteristicsCharacteristics of lo!chartingof lo!chartingof lo!chartingof lo!charting


AN#$ER:AN#$ER:AN#$ER:AN#$ER: % here are many styles*

,ut all &rocess flo!charts sho!

acti"ities* 'ecision &oints* an' the or'er

of &rocessing.

% 5uring quality &lanning* flo!charting

can hel& the &ro2ect team antici&atequality &ro,lems that might occur.

% An a!areness of &otential &ro,lems

B. % costs to re!or( &ro'ucts* com&onents* or &rocesses

that are non>com&liantG

% costs of !arranty !or( an' !asteG an'

% costs 'ue to loss of re&utation

1No Ans!er3

a. Quality #tan'ar's

,. ailure Costs

c. CORREC:CORREC:CORREC:CORREC: ailure Costs inclu'e

'. Process Analysis

. All a&&ro"e' change requests shoul' ,e re"ie!e' to

"erify that they !ere im&lemente' as a&&ro"e'

1No Ans!er3

a. A&&ro"e' Change Requests

,. CORREC:CORREC:CORREC:CORREC: A&&ro"e' Change Requests Re"ie!s

c. Process Configuration

'. Process Im&ro"ement 7o'els

F. 5escri,es ho! the &ro2ect management team !ill

im&lement the &erforming organi+ation@s quality &olicy.

It is a com&onent or a su,si'iary &lan of the &ro2ect

management &lan

1No Ans!er3

a. CORREC:CORREC:CORREC:CORREC: Quality 7anagement Plan

,. A measurement is a

c. Haria,le #am&ling

'. Quality #tan'ar's

9. threshol's* !hich can in'icate !hether the &rocess is

out of control

1No Ans!er3

a. istogram

,. CORREC:CORREC:CORREC:CORREC: Control =imitsc. Plan Quality

'. 7atri0 5iagrams

1. 5esign of E0&eriments

1No Ans!er3

a. Accuracy

,. istogram

c. Dra'e

'. CORREC:CORREC:CORREC:CORREC: 5OE

Page 1& of 27Test: PMP 8: Project Quality Management | Quizlet



14/27

ag

s

aa

l

ah

can result in the 'e"elo&ment of test

&roce'ures or a&&roaches for 'ealing

!ith them

;;. ools an' echniques for Performools an' echniques for Performools an' echniques for Performools an' echniques for Perform

QualityQualityQualityQuality ControlControlControlControl


AN#$ER:AN#$ER:AN#$ER:AN#$ER: 1. Cause an' Effect

5iagrams

-. Control Charts

;. lo!charting

?. istogram

. Pareto Chart

B. Run Chart

. #catter 5iagram

F. #tatistical #am&ling

9. Ins&ection

1. A&&ro"e' Change Requests Re"ie!

;?. QualityQualityQualityQuality 7anagement Plan /se in7anagement Plan /se in7anagement Plan /se in7anagement Plan /se in

Perform Quality AssurancePerform Quality AssurancePerform Quality AssurancePerform Quality Assurance


AN#$ER:AN#$ER:AN#$ER:AN#$ER: he quality management

&lan 'escri,es ho! quality

assurance !ill ,e &erforme' !ithin the

&ro2ect

;. #catter#catter#catter#catter 5iagram5iagram5iagram5iagram


AN#$ER:AN#$ER:AN#$ER:AN#$ER: #ho!s the relationshi&

,et!een t!o "aria,les

;B. Quality Au'it is echnique use' inQuality Au'it is echnique use' inQuality Au'it is echnique use' inQuality Au'it is echnique use' in


AN#$ER:AN#$ER:AN#$ER:AN#$ER: Perform Quality

Assurance &rocess

;. Pro2ect 7anagement Plan /se inPro2ect 7anagement Plan /se inPro2ect 7anagement Plan /se inPro2ect 7anagement Plan /se in

Perform Quality AssurancePerform Quality AssurancePerform Quality AssurancePerform Quality Assurance


AN#$ER:AN#$ER:AN#$ER:AN#$ER: % Quality management&lan

% Process im&ro"ement &lan

11. Is the e0amination of a !or( &ro'uct to 'etermine

!hether it conforms to 'ocumente' stan'ar's.

1No Ans!er3

a. CORREC:CORREC:CORREC:CORREC: Ins&ection

,. Precision

c. 5OE

'. olerance

1-. he $4# 'ictionary 'efines technical information for

$4# elements.

1No Ans!er3

a. Pro'uct Quality

,. Pre"ention O"er Ins&ection

c. CORREC:CORREC:CORREC:CORREC: $4# 5ictionary /se in Plan Quality

'. A''itional Quality Planning ools

1;. % he su,sequent effort to correct any 'eficiencies

shoul' result in a re'uce' cost of quality an' an

increase in s&onsor or customer acce&tance of the

&ro2ect@s &ro'uct.

% Quality au'its may ,e sche'ule' or ran'om an' may

,e con'ucte' ,y internal or e0ternal au'itors.

% Quality au'its can confirm the im&lementation of

a&&ro"e' change requests inclu'ing correcti"e actions*

'efect re&airs* an' &re"enti"e actions

1No Ans!er3

a. Characteristics of istograms

,. Characteristics of Pareto Charts

c. Characteristics of 5OE

'. CORREC:CORREC:CORREC:CORREC: Characteristics of Quality Au'its

1?. % 5oing It Right irst ime 5IR3

% Quality is Conformance to Requirements

% #ystem of quality is Pre"ention

% Performance stan'ar' is Jero 5efects

% 7easurement of quality is the &rice of non>

conformance

1No Ans!er3

a. CORREC:CORREC:CORREC:CORREC: Cros,y

,. Pareto Chart

c. 5OE

'. istogram




15/27

b

ac

;F. istogramistogramistogramistogram


AN#$ER:AN#$ER:AN#$ER:AN#$ER: Illustrates the most

common cause of &ro,lems in a

&rocess ,y the num,er an' relati"e

heights of the ,ars

;9. 5esign of E0&eriments5esign of E0&eriments5esign of E0&eriments5esign of E0&eriments


AN#$ER:AN#$ER:AN#$ER:AN#$ER: A statistical metho' for

i'entifying !hich factors may

influence s&ecific "aria,les of a &ro'uct

or &rocess un'er 'e"elo&ment or in

&ro'uction

1. 5escri,es the &ur&ose of &rocesses* their start an' en'*

their in&uts)out&uts* the 'ata require'* the o!ner* an'

the sta(ehol'ers

1No Ans!er3

a. Pareto Chart

,. CORREC:CORREC:CORREC:CORREC: Process 4oun'aries

c. Process 7etrics

'. Plan Quality

1B. Contains information on threats an' o&&ortunities that

may im&act quality requirements

1No Ans!er3

a. ools an' echniques for Plan Quality

,. In&uts to Plan Quality

c. CORREC:CORREC:CORREC:CORREC: Ris( Register /se in Plan Quality

'. $4# 5ictionary /se in Plan Quality

1. o! many errors or 'efects ha"e ,een i'entifie'* an' ho! many remain uncorrecte'

1No Ans!er3

a. Cost an' #che'ule Performance: ren' Analysis

,. CORREC:CORREC:CORREC:CORREC: echnical Performance: ren' Analysis

c. Characteristics of Pareto Charts

'. /ses for Control Charts

1F. I'entifies the 'eli"era,les* the !or( &ac(ages an' the control accounts use' to measure &ro2ect

&erformance.

1No Ans!er3

a. CORREC:CORREC:CORREC:CORREC: $4# /se in Plan Quality

,. #co&e #tatement /se in Plan Quality

c. Out&uts of Plan Quality

'. Ris( Register /se in Plan Quality

19. % he results of an ins&ection generally inclu'e measurements an' may ,e con'ucte' at any le"el.

% In some a&&lication areas* these terms ha"e narro! an' s&ecific meanings.

% Ins&ections are also use' to "ali'ate 'efect re&airs

1No Ans!er3

a. Characteristics of 5OE

,. Characteristics of istograms

c. Characteristics of lo!charting

'. CORREC:CORREC:CORREC:CORREC: Characteristics of Ins&ection




16/27

20. specified range of acceptable results

(No Answer)

a. DOE

b. Quality

c. COEC!"COEC!"COEC!"COEC!" !olerances

d. Accuracy

2#. Control c$arts are used to deter%ine w$et$er or not a process is stable or $as predictable

perfor%ance& using upper and lower specification li%its& w$ic$ are based on re'uire%ents of t$e

contract

(No Answer)

a. Crosby

b. COEC!"COEC!"COEC!"COEC!" Control C$arts

c. catter Diagra%

d. lan Quality

22. * +s a line grap$ t$at s$ows data points plotted in t$e order in w$ic$ t$ey occur.

* $ow trends in a process o,er ti%e& ,ariation o,er ti%e& or declines or i%pro,e%ents in a

process o,er ti%e.

* !rend analysis is perfor%ed using run c$arts and in,ol,es %at$e%atical tec$ni'ues to forecast

future outco%es based on $istorical results

(No Answer)

a. C$aracteristics of Control -i%its

b. COEC!"COEC!"COEC!"COEC!" C$aracteristics of a un C$artc. C$aracteristics of Quality Audits

d. C$aracteristics of Cause and Effect Diagra%s

2. a category assigned to products or ser,ices $a,ing t$e sa%e functional use but different tec$nical

c$aracteristics

(No Answer)

a. COEC!"COEC!"COEC!"COEC!" /rade

b. DOE

c. Crosby

d. !olerance

2. !$e pri%ary benefits of %eeting 'uality re'uire%ents can include less rewor1& $ig$er producti,ity&

lower costs& and increased sta1e$older satisfaction. A business case for eac$ 'uality acti,ity

co%pares t$e cost of t$e 'uality step to t$e epected benefit

(No Answer)

a. Control C$arts

b. 3is$bone diagra%s

c. COEC!"COEC!"COEC!"COEC!" Cost 4enefit Analysis

d. oot Cause Analysis




17/27

25. * a%ple fre'uency and si6es s$ould be deter%ined during t$e lan Quality process so t$e cost of

'uality will include t$e nu%ber of tests& epected scrap& etc.

* !$ere is a substantial body of 1nowledge on statistical sa%pling. +n so%e application areas it

%ay be necessary for t$e pro7ect %anage%ent tea% to be fa%iliar wit$ a ,ariety of sa%pling

tec$ni'ues to assure t$e sa%ple selected actually represents t$e population of interest

(No Answer)

a. COEC!"COEC!"COEC!"COEC!" C$aracteristics of tatistical a%pling

b. C$aracteristics of erfor% Quality Assurance

c. 8ariable a%pling

d. C$aracteristics of +nspection

29. !$e process of %onitoring and recording results of eecuting t$e 'uality acti,ities to assess

perfor%ance and reco%%end necessary c$anges

(No Answer)

a. erfor% Quality Assurance

b. Quality ,s /rade

c. ro7ect Quality :anage%ent

d. COEC!"COEC!"COEC!"COEC!" erfor% Quality Control

2;.


18/27

0. * Quality control is perfor%ed t$roug$out t$e pro7ect

* Quality control is often perfor%ed by a 'uality control depart%ent or si%ilarly titled

organi6ational unit.

* Quality control acti,ities identify causes of poor process or product 'uality and reco%%end

and>or ta1e action to eli%inate t$e%

* !$e pro7ect %anage%ent tea% s$ould $a,e a wor1ing 1nowledge of statistical 'uality control&

especially sa%pling and probability& to $elp e,aluate 'uality control outputs.

(No Answer)

a. C$aracteristics of ro7ect Quality :anage%ent

b. COEC!"COEC!"COEC!"COEC!" C$aracteristics of erfor% Quality Control

c. !ools and !ec$ni'ues for erfor% Quality Control

d. 3lowc$arting ?se in erfor% Quality Control

#. w$ere


19/27

5. 1eeping errors out of t$e process

(No Answer)

a. COEC!"COEC!"COEC!"COEC!" re,ention

b. !olerance

c. un C$art

d. re,ention Costs

9. #. Cost 4enefit Analysis

2. Cost of Quality (COQ)

. Control C$arts

. 4enc$%ar1ing

5. Design of Eperi%ents

9. tatistical a%pling

;. 3lowc$arting


20/27

=. co%patible wit$ proprietary approac$es to 'uality %anage%ent suc$ as t$ose reco%%ended by

De%ing& uran& Crosby& and ot$ers& and nonproprietary approac$es suc$ as !otal Quality

:anage%ent (!Q:)& i ig%a& failure %ode and effect analysis (3:EA)& design re,iews& ,oice of

t$e custo%er& cost of 'uality (COQ)& and continuous i%pro,e%ent

(No Answer)

a. COEC!"COEC!"COEC!"COEC!" +nternational Organi6ation for tandardi6ation (+O)

b. C$aracteristics of catter Diagra%s

c. lan Quality" Organi6ational rocess Assets

d. Additional Quality lanning !ools

0. * ?pper and lower control li%its are set by t$e pro7ect %anager and appropriate sta1e$olders to

reflect t$en points at w$ic$ correcti,e action will be ta1en to pre,ent eceeding specification

li%its.

* 3or repetiti,e processes& t$e control li%its are generally F G.

* A process is considered out of control w$en a data point eceeds a control li%it or if se,en

consecuti,e points are abo,e or below t$e %ean

(No Answer)

a. ?pper and -ower Control -i%its

b. C$aracteristics of 3lowc$arting

c. ?ses for Control C$arts

d. COEC!"COEC!"COEC!"COEC!" C$aracteristics of Control -i%its

0 !rue>3alse0 !rue>3alse0 !rue>3alse0 !rue>3alse QuestionsQuestionsQuestionsQuestions

#. rocess +%pro,e%ent lan H +s a subsidiary of t$e pro7ect %anage%ent plan. Details t$e steps

for analy6ing processes to identify acti,ities w$ic$ en$ance t$eir ,alue

!$is is true. Iou ga,e no answer.

2. +nputs to lan Quality H #. cope 4aseline

2. ta1e$older egister

. Cost erfor%ance 4aseline

. c$edule 4aseline

5. is1 egister

9. Enterprise En,iron%ental 3actors;. Organi6ational rocess Assets

!$is is true. Iou ga,e no answer.

. erfor% Quality Control" C$ange e'uests H Are t$e docu%ented results of 'uality control

acti,ities in t$e for%at specified during 'uality planning

!$is is false. Iou ga,e no answer.

+t s$ould be erfor% Quality Control" C$ange e'uestserfor% Quality Control" C$ange e'uestserfor% Quality Control" C$ange e'uestserfor% Quality Control" C$ange e'uests H +f t$e reco%%ended correcti,e or

pre,enti,e actions or a defect repair re'uires a c$ange to t$e pro7ect %anage%ent plan& a c$ange

re'uest s$ould be initiated in accordance wit$ t$e defined erfor% +ntegrated C$ange Control

process.




21/27

4. Standard deviation Is the examination of a work product to determine whether it conforms to

documented standards.

This is false. You gave no answer.

It should be StandardStandardStandardStandard deviationdeviationdeviationdeviation Is a distance of measurement from the mean or, the suare

root of the average of the suares of deviations !about" the mean of a set of data. Standard

deviation is a statistical measure of spread or variabilit#.

$. %erform &ualit# 'ssurance( %ro)ect *ocument +pdates &ualit# audit reports

Training plans

%rocess documentation

This is true. You gave no answer.

-. ominal /roup Techniues to allow ideas to be brainstormed in small groups and then

reviewed b# a larger group


0. 'ttribute Sampling measures and techniues that are specific to the t#pe of product produced

b# the pro)ect


It should be 'ttribute Sampling'ttribute Sampling'ttribute Sampling'ttribute Sampling the result either conforms or does not conform.

1. 2anagement 3esponsibilit# The process of identif#ing ualit# reuirements andor standards

for the pro)ect and product, and documenting how the pro)ect will demonstrate compliance


It should be 2anagement2anagement2anagement2anagement 3esponsibilit#3esponsibilit#3esponsibilit#3esponsibilit# Success reuires the participation of all members of

the pro)ect team, but remains the responsibilit# of management to provide the resources needed

to succeed.




22/27

5. 'pproved 6hange 3euests +se in %erform &ualit# 6ontrol 7. 6ause and 8ffect *iagrams

9. 6ontrol 6harts

:. ;lowcharting

4. plating specified range of acceptable results


It should be /old/old/old/old>>>>platingplatingplatingplating certain features are added to the deliverable which were not asked

for b# the customer, to earn customer appreciation. It is not a recommended pro)ect

management practice.

77. 6haracteristics of the &ualit# 2anagement %lan %rovides input to the overall pro)ect

management plan and includes ualit# control, ualit# assurance, and continuous processimprovement approaches for the pro)ect.

2a# be formal or informal, highl# detailed, or broadl# framed. The st#le and detail is

determined b# the reuirements of the pro)ect.

Should be reviewed earl# in the pro)ect to ensure that decisions are based on accurate

information.

The benefits of this review can include reduction of cost and schedule overruns caused b#

rework


79. 'ccurac# that the measured value is ver# close to the true value


7:. %rocess 'nal#sis ;ollows the steps outlined in the process improvement plan to identif#

needed improvements. This anal#sis also examines problems experienced, constraints

experienced, and non>value>added activities identified during process operation. %rocess

anal#sis includes root cause anal#sis





23/27

74. 6ost of &ualit# !6?&" refers to the total cost of all efforts related to ualit# throughout the

product life c#cle

%ro)ect decisions can impact operational costs of ualit# as a result of product returns, warrant#

claims, and recall campaigns. Therefore, due to the temporar# nature of a pro)ect, the

sponsoring organi@ation ma# choose to invest in product ualit# improvement, especiall# defect

prevention and appraisal, to reduce the external cost of ualit#


7$. ?utputs of %lan &ualit# 7. &ualit# 6ontrol 2easurements

9. Aalidated 6hanges

:. Aalidated *eliverables

4. ?rgani@ational %rocess 'ssets +pdates

$. 6hange 3euests

-. %ro)ect 2anagement %lan +pdates

0. %ro)ect *ocument +pdates


It should be ?utputs of %lan &ualit#?utputs of %lan &ualit#?utputs of %lan &ualit#?utputs of %lan &ualit# 7. &ualit# 2anagement %lan

9. &ualit# 2etrics

:. &ualit# 6hecklists

4. %rocess Improvement %lan

$. %ro)ect *ocument +pdates.

7-. 'dditional &ualit# %lanning Tools Brainstorming

'ffinit# *iagrams

;orce ;ield 'nal#sis

ominal /roup Techniues

2atrix *iagrams

%rioriti@ation 2atrices


70. %roprietar# &ualit# 2anagement 2ethodologies These include Six Sigma, Cean Six Sigma,

&ualit# ;unction *eplo#ment, 622ID, etc. 2an# other methodologies exist


71. 6ost of &ualit# !6?&" 6ost of ualit# includes all costs incurred over the life of the product b#

investment in preventing nonconformance to reuirements, appraising the product or service for

conformance to reuirements, and failing to meet reuirements !rework"


Page 2& of 27Test: PMP 8: Project Quality Management | Quizlet



24/27

75. %lan &ualit#( %ro)ect *ocument +pdates &ualit# standards


It should be %lan &ualit#(%lan &ualit#(%lan &ualit#(%lan &ualit#( %ro)ect *ocument +pdates%ro)ect *ocument +pdates%ro)ect *ocument +pdates%ro)ect *ocument +pdates %ro)ect documents that ma# be

updated include, but are not limited to(

Stakeholder register, and

3esponsibilit# 'ssignment 2atrix.

9=. %lan &ualit# the degree to which a set of inherent characteristics fulfill reuirements


It should be %lan &ualit#%lan &ualit#%lan &ualit#%lan &ualit# The process of identif#ing ualit# reuirements andor standards for

the pro)ect and product, and documenting how the pro)ect will demonstrate compliance.

97. ;ailure 6osts costs to rework products, components, or processes that are non>compliantE

costs of warrant# work and wasteE and costs due to loss of reputation


It should be ;ailure;ailure;ailure;ailure 6osts6osts6osts6osts !cost of non>conformance" include costs to rework products,

components, or processes that are non>compliant, costs of warrant# work and waste, and loss of

reputation..

99. ;ailure 6osts that the measured value is ver# close to the true value


It should be ;ailure 6osts;ailure 6osts;ailure 6osts;ailure 6osts 6osts of poor ualit#.

9:. &ualit# 6hecklists +se Is an operational definition that describes, in ver# specific terms, a

pro)ect or product attribute and how the ualit# control process will measure it


It should be &ualit# 6hecklists +se&ualit# 6hecklists +se&ualit# 6hecklists +se&ualit# 6hecklists +se +sed in the &ualit# 6ontrol %rocess.




25/27

94. Tools and Techniues for %erform &ualit# 'ssurance 7. 6ause and 8ffect *iagrams

9. 6ontrol 6harts

:. ;lowcharting

4. five"


:=. 6haracteristics of Scatter *iagrams 'llows the ualit# team to stud# and identif# the

possible relationship between changes observed in two variables.

*ependent variables versus independent variables are plotted.

The closer the points are to a diagonal line, the more closel# the# are related





26/27

31. Characteristics of Histograms A vertical bar chart showing how often a particular variable

state occurred.

Each column represents an attribute or characteristic of a problem/situation.

he height of each column represents the relative fre!uenc" of the characteristic.

his is true. #ou gave no answer.

3$. %tandard &ormal 'istribution shows standard deviation (sigma) as distance of the

measurement from the mean value


33. *uran +areto +rinciple

*uran rilog", +lanning- Control and mprovement

'efines !ualit" as fitness for use


3. +rocess mprovement 0odels 0alcolm aldridge

2rganiational +ro4ect 0anagement 0aturit" 0odel (2+035)

Capabilit" 0aturit" 0odel ntegrated (C005)


36. Characteristics of +areto Charts 7an8 ordering is used to focus corrective action.

he pro4ect team should address the causes creating the greatest number of defects first.

+areto diagrams are conceptuall" related to +areto9s :aw

+areto diagrams can also be used to summarie various t"pes of data for ;


27/27

3. Bariable %ampling the result either conforms or does not conform

his is false. #ou gave no answer.

t should be BariableBariableBariableBariable %ampling%ampling%ampling%ampling the result is rated on a continuous scale that measures the

degree of conformit".

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