project qualtiy quizzlet3

8/11/2019 Project Qualtiy Quizzlet3

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40 Written Questions40 Written Questions40 Written Questions40 Written Questions

1. Pareto ChartINCORRECT:INCORRECT:INCORRECT:INCORRECT: You gave no answer

ANWER:ANWER:ANWER:ANWER: A!so re"erre# to as a Pareto #iagra$% is a s&e'i"i' t(&e o" histogra$% or#ere# )(

"re*uen'( o" o''urren'e. It shows how $an( #e"e'ts were generate# )( t(&e or 'ategor( o"

i#enti"ie# 'ause

+. Prevention an# A&&raisa! 'osts

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

ANWER:ANWER:ANWER:ANWER: ,'ost o" 'on"or$an'e- in'!u#e 'osts "or *ua!it( &!anning% *ua!it( 'ontro! ,QC-% an#

*ua!it( assuran'e to ensure 'o$&!ian'e to re*uire$ents ,i.e.% training% QC s(ste$s% et'.-.

. A $easure$ent is a


ANWER:ANWER:ANWER:ANWER: a'tua! va!ue

4. Qua!it( /etri' is not use# "or


ANWER:ANWER:ANWER:ANWER: #eter$ining &ro'ess i$&rove$ents

. Per"or$ Qua!it( Assuran'e: Proe't 2o'u$ent 3ates


ANWER:ANWER:ANWER:ANWER: Qua!it( au#it re&orts

Training &!ans

Pro'ess #o'u$entation

5. Chara'teristi's o" Qua!it( Au#its


ANWER:ANWER:ANWER:ANWER: The su)se*uent e""ort to 'orre't an( #e"i'ien'ies shou!# resu!t in a re#u'e# 'ost o"

*ua!it( an# an in'rease in s&onsor or 'usto$er a''e&tan'e o" the &roe't6s &ro#u't.

Qua!it( au#its $a( )e s'he#u!e# or ran#o$ an# $a( )e 'on#u'te# )( interna! or e7terna!

au#itors.

Qua!it( au#its 'an 'on"ir$ the i$&!e$entation o" a&&rove# 'hange re*uests in'!u#ing

'orre'tive a'tions% #e"e't re&airs% an# &reventive a'tions

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

Page 1 of 31Test: PMP 8: Project Quality Management | Quizlet

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8. Out&uts o" P!an Qua!it(


ANWER:ANWER:ANWER:ANWER: 1. Qua!it( /anage$ent P!an

+. Qua!it( /etri's

. Qua!it( Che'9!ists

4. Pro'ess I$&rove$ent P!an

. Proe't 2o'u$ent 3ates

. Per"or$ Qua!it( Assuran'e: Organi;ationa! Pro'ess Assets 3ates


ANWER:ANWER:ANWER:ANWER: E!e$ents o" the organi;ationa! &ro'ess assets that $a( )e uate# in'!u#e% )ut are not

!i$ite# to% the *ua!it( stan#ar#s


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1. Qua!it( Po!i'( 3se in P!an Qua!it(


ANWER:ANWER:ANWER:ANWER: The *ua!it( &o!i'( o" the &er"or$ing organi;ation "or their &ro#u'ts o"ten 'an )e

a#o&te# @as is@ "or use )( the &roe't.

I" the &er"or$ing organi;ation !a'9s a "or$a! *ua!it( &o!i'(% or i" the &roe't invo!ves $u!ti&!e

&er"or$ing organi;ations ,as with a oint venture-% the &roe't $anage$ent tea$ wi!! nee# to

#eve!o& a *ua!it( &o!i'( "or the &roe't.

Regar#!ess o" the origin o" the *ua!it( &o!i'(% the &roe't $anage$ent tea$ $ust ensure that

the &roe't sta9eho!#ers are "u!!( aware o" the &o!i'( use# "or the &roe't through the

a&&ro&riate #istri)ution o" in"or$ation

14. Te'hni'a! Per"or$an'e: Tren# Ana!(sis


ANWER:ANWER:ANWER:ANWER: =ow $an( errors or #e"e'ts have )een i#enti"ie#% an# how $an( re$ain un'orre'te#

1. Qua!it( /etri's


ANWER:ANWER:ANWER:ANWER: Is an o&erationa! #e"inition that #es'ri)es% in ver( s&e'i"i' ter$s% a &roe't or &ro#u't

attri)ute an# how the *ua!it( 'ontro! &ro'ess wi!! $easure it

15. Root Cause Ana!(sis


ANWER:ANWER:ANWER:ANWER: a s&e'i"i' te'hni*ue to i#enti"( a &ro)!e$% #is'over the un#er!(ing 'auses that !ea# to

it% an# #eve!o& &reventive a'tions

18. Custo$er atis"a'tion


ANWER:ANWER:ANWER:ANWER: 3n#erstan#ing% eva!uating% #e"ining% an# $anaging e7&e'tations so that 'usto$er

re*uire$ents are $et. This re*uires a 'o$)ination o" 'on"or$an'e to re*uire$ents ,to ensure

the &roe't &ro#u'es what it was 'reate# to &ro#u'e- an# "itness "or use ,the &ro#u't or servi'e

$ust satis"( rea! nee#s-

1. Out&uts o" Per"or$ Qua!it( Contro!


ANWER:ANWER:ANWER:ANWER: 1. Qua!it( Contro! /easure$ents

+. ?a!i#ate# Changes

. ?a!i#ate# 2e!ivera)!es

4. Organi;ationa! Pro'ess Assets 3ates

. Change Re*uests

5. Proe't /anage$ent P!an 3ates

8. Proe't 2o'u$ent 3ates




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1rou&or The &ro'ess o" $onitoring an#

re'or#ing resu!ts o" e7e'uting the *ua!it( a'tivities to assess &er"or$an'e an# re'o$$en#

ne'essar( 'hanges

+1. uran


ANWER:ANWER:ANWER:ANWER: Pareto Prin'i&!e

uran Tri!og(: P!anning% Contro! an# I$&rove$ent 2e"ines *ua!it( as "itness "or use

++. Per"or$ Qua!it( Contro!: Proe't /anage$ent P!an 3ates


ANWER:ANWER:ANWER:ANWER: Qua!it( $anage$ent &!an

Pro'ess i$&rove$ent &!an

+. Ins&e'tion


POIBE ANWER:POIBE ANWER:POIBE ANWER:POIBE ANWER: Is the e7a$ination o" a wor9 &ro#u't to #eter$ine whether it 'on"or$s to

#o'u$ente# stan#ar#s. or 9ee&ing errors out o" the han#s o" the 'usto$er

+4. P!an Qua!it(: Proe't 2o'u$ent 3ates


ANWER:ANWER:ANWER:ANWER: Proe't #o'u$ents that $a( )e uate# in'!u#e% )ut are not !i$ite# to:

ta9eho!#er register% an#

Res&onsi)i!it( Assign$ent /atri7




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+. Per"or$ Qua!it( Assuran'e: Change Re*uests


ANWER:ANWER:ANWER:ANWER: Qua!it( i$&rove$ent in'!u#es ta9ing a'tion to in'rease the e""e'tiveness an#Dor

e""i'ien'( o" the &o!i'ies% &ro'esses% an# &ro'e#ures o" the &er"or$ing organi;ation.

Change re*uests are 'reate# an# use# as in&ut into the Per"or$ Integrate# Change Contro!

&ro'ess to a!!ow "u!! 'onsi#eration o" the re'o$$en#e# i$&rove$ents.

Change re*uests 'an )e use# to ta9e 'orre'tive a'tion or &reventive a'tion or to &er"or$

#e"e't re&air

+5. 'o&e tate$ent 3se in P!an Qua!it(


ANWER:ANWER:ANWER:ANWER: Contains the &roe't #es'ri&tion% $aor &roe't #e!ivera)!es% an# a''e&tan'e 'riteria.

The &ro#u't s'o&e #es'ri&tion wi!! o"ten 'ontain #etai!s o" te'hni'a! issues an# other 'on'erns

that 'an a""e't *ua!it( &!anning. The #e"inition o" a''e&tan'e 'riteria 'an signi"i'ant!( in'rease or

#e'rease &roe't 'osts an# *ua!it( 'osts. atis"(ing a!! a''e&tan'e 'riteria i$&!ies the nee#s o"

the 'usto$er have )een $et.

+8. Chara'teristi's o" !ow'harting


ANWER:ANWER:ANWER:ANWER: There are $an( st(!es% )ut a!! &ro'ess "!ow'harts show a'tivities% #e'ision &oints% an#

the or#er o" &ro'essing.

2uring *ua!it( &!anning% "!ow'harting 'an he!& the &roe't tea$ anti'i&ate *ua!it( &ro)!e$s

that $ight o''ur.

An awareness o" &otentia! &ro)!e$s 'an resu!t in the #eve!o&$ent o" test &ro'e#ures ora&&roa'hes "or #ea!ing with the$

+. Per"or$ Qua!it( Assuran'e


POIBE ANWER:POIBE ANWER:POIBE ANWER:POIBE ANWER: The &ro'ess o" i#enti"(ing *ua!it( re*uire$ents an#Dor stan#ar#s "or the

&ro1e't% &ro#u't an# #o'u$enting how the &ro1e't wi!! #e$onstrate 'o$&!ian'eor E7e'uting

Pro'ess >rou&

+


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31. Control Charts Use in Perform Quality Control

INCORRECT:INCORRECT:INCORRECT:INCORRECT: You gae no ans!er

"N#$ER:"N#$ER:"N#$ER:"N#$ER: Illustrate ho! a %ro&ess 'ehaes oer time an( !hen a %ro&ess is su')e&t to s%e&ial

&ause ariation* resulting in an out+of+&ontrol &on(ition

3,. Chara&teristi&s of Perform Quality Control


"N#$ER:"N#$ER:"N#$ER:"N#$ER: - Quality &ontrol is %erforme( throughout the %ro)e&t

- Quality &ontrol is often %erforme( 'y a uality &ontrol (e%artment or similarly title(

organi/ational unit.

- Quality &ontrol a&tiities i(entify &auses of %oor %ro&ess or %ro(u&t uality an( re&ommen(

an(0or tae a&tion to eliminate them

- The %ro)e&t management team shoul( hae a !oring no!le(ge of statisti&al uality &ontrol*

es%e&ially sam%ling an( %ro'a'ility* to hel% ealuate uality &ontrol out%uts.

33. Preention


"N#$ER:"N#$ER:"N#$ER:"N#$ER: ee%ing errors out of the %ro&ess

32. Tren( "nalysis


"N#$ER:"N#$ER:"N#$ER:"N#$ER: Inoles mathemati&al te&hniues to fore&ast future out&omes 'ase( on histori&al

results

3. $4# Use in Plan Quality


"N#$ER:"N#$ER:"N#$ER:"N#$ER: I(entifies the (eliera'les* the !or %a&ages an( the &ontrol a&&ounts use( to

measure %ro)e&t %erforman&e.

35. Perform Quality Control: Organi/ational Pro&ess "ssets U%(ates


"N#$ER:"N#$ER:"N#$ER:"N#$ER: - Com%lete( &he&lists.

The &om%lete( &he&lists 'e&ome %art of the %ro)e&t6s re&or(s

- 7essons learne( (o&umentation.

The &auses of arian&es* the reasoning 'ehin( the &orre&tie a&tion &hosen* an( other ty%es of

lessons learne( from uality &ontrol are (o&umente( so they 'e&ome %art of the histori&al

(ata'ase for 'oth the %ro)e&t an( the %erforming organi/ation.

7essons learne( are (o&umente( throughout the %ro)e&t life &y&le* 'ut at a minimum* (uring

%ro)e&t &losure.


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38. Toleran&e


"N#$ER:"N#$ER:"N#$ER:"N#$ER: (efines the allo!a'le ariations on the metri&s. 9or eam%le* a metri& relate( to the

uality o')e&tie of staying !ithin the a%%roe( 'u(get 'y ; 1. 4en&hmaring


"N#$ER:"N#$ER:"N#$ER:"N#$ER: Inoles &om%aring a&tual or %lanne( %ro)e&t %ra&ti&es to those of &om%ara'le %ro)e&ts

to i(entify 'est %ra&ti&es* generate i(eas for im%roement* an( %roi(e a 'asis for measuring

%erforman&e. These other %ro)e&ts &an 'e !ithin the %erforming organi/ation or outsi(e of it an(

&an 'e !ithin the same or in another a%%li&ation area

3?. Plan Quality: Organi/ational Pro&ess "ssets


"N#$ER:"N#$ER:"N#$ER:"N#$ER: - Organi/ational uality %oli&ies* %ro&e(ures an( gui(elines

- @istori&al (ata'ases

- 7essons learne( from %reious %ro)e&ts

- Quality %oli&y* as en(orse( 'y senior management* !hi&h sets the inten(e( (ire&tion of a

%erforming organi/ation !ith regar( to uality.

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1. Bes&ri'es the %ur%ose of %ro&esses*Bes&ri'es the %ur%ose of %ro&esses*Bes&ri'es the %ur%ose of %ro&esses*Bes&ri'es the %ur%ose of %ro&esses*

their start an(their start an(their start an(their start an( en(* theiren(* theiren(* theiren(* their

in%uts0out%uts* the (ata reuire(* thein%uts0out%uts* the (ata reuire(* thein%uts0out%uts* the (ata reuire(* thein%uts0out%uts* the (ata reuire(* the

o!ner* an( theo!ner* an( theo!ner* an( theo!ner* an( the staehol(ersstaehol(ersstaehol(ersstaehol(ers

INCORRECT:INCORRECT:INCORRECT:INCORRECT: No ans!er gien

"N#$ER:"N#$ER:"N#$ER:"N#$ER: Pro&ess 4oun(aries

,. TheTheTheThe %lan%lan%lan%lan++++(o(o(o(o++++&he&&he&&he&&he&++++a&t &y&le is thea&t &y&le is thea&t &y&le is thea&t &y&le is the

'asis for uality im%roement as'asis for uality im%roement as'asis for uality im%roement as'asis for uality im%roement as

(efine( 'y(efine( 'y(efine( 'y(efine( 'y #he!hart an( mo(ifie( 'y#he!hart an( mo(ifie( 'y#he!hart an( mo(ifie( 'y#he!hart an( mo(ifie( 'y

Beming. In a((ition* ualityBeming. In a((ition* ualityBeming. In a((ition* ualityBeming. In a((ition* uality

im%roement initiatiesim%roement initiatiesim%roement initiatiesim%roement initiaties un(ertaen 'yun(ertaen 'yun(ertaen 'yun(ertaen 'y

the %erforming organi/ation* su&h asthe %erforming organi/ation* su&h asthe %erforming organi/ation* su&h asthe %erforming organi/ation* su&h as

TQ an( #i #igma* shoul(TQ an( #i #igma* shoul(TQ an( #i #igma* shoul(TQ an( #i #igma* shoul( im%roe theim%roe theim%roe theim%roe theuality of the %ro)e&t6s management asuality of the %ro)e&t6s management asuality of the %ro)e&t6s management asuality of the %ro)e&t6s management as

!ell as the uality of the!ell as the uality of the!ell as the uality of the!ell as the uality of the %ro)e&t6s%ro)e&t6s%ro)e&t6s%ro)e&t6s

%ro(u&t%ro(u&t%ro(u&t%ro(u&t


"N#$ER:"N#$ER:"N#$ER:"N#$ER: Continuous Im%roement

3. ---- Pro&ess 'oun(ariesPro&ess 'oun(ariesPro&ess 'oun(ariesPro&ess 'oun(aries

---- Pro&ess &onfigurationPro&ess &onfigurationPro&ess &onfigurationPro&ess &onfiguration

---- Pro&ess metri&sPro&ess metri&sPro&ess metri&sPro&ess metri&s

---- Targets for im%roe(Targets for im%roe(Targets for im%roe(Targets for im%roe( %erforman&e%erforman&e%erforman&e%erforman&e


"N#$ER:"N#$ER:"N#$ER:"N#$ER: "reas to Consi(er in the

Pro&ess Im%roement Plan

2. Is a (istan&e of measurement from theIs a (istan&e of measurement from theIs a (istan&e of measurement from theIs a (istan&e of measurement from the

mean or* themean or* themean or* themean or* the suare root of the aeragesuare root of the aeragesuare root of the aeragesuare root of the aerage

of the suares of (eiations Da'out theof the suares of (eiations Da'out theof the suares of (eiations Da'out theof the suares of (eiations Da'out the

mean of amean of amean of amean of a set of (ata. #tan(ar(set of (ata. #tan(ar(set of (ata. #tan(ar(set of (ata. #tan(ar(

(eiation is a statisti&al measure of(eiation is a statisti&al measure of(eiation is a statisti&al measure of(eiation is a statisti&al measure of

s%rea( ors%rea( ors%rea( ors%rea( or aria'ilityaria'ilityaria'ilityaria'ility


"N#$ER:"N#$ER:"N#$ER:"N#$ER: #tan(ar( (eiation

. &osts&osts&osts&osts in&urre( 'y an organi/ation toin&urre( 'y an organi/ation toin&urre( 'y an organi/ation toin&urre( 'y an organi/ation to

&reate high uality %ro(u&ts in or(er to&reate high uality %ro(u&ts in or(er to&reate high uality %ro(u&ts in or(er to&reate high uality %ro(u&ts in or(er to

aoi(aoi(aoi(aoi( failures. They in&lu(e &ost offailures. They in&lu(e &ost offailures. They in&lu(e &ost offailures. They in&lu(e &ost oftraining* &ost of (o&umentingtraining* &ost of (o&umentingtraining* &ost of (o&umentingtraining* &ost of (o&umenting

%ro&esses* &ost%ro&esses* &ost%ro&esses* &ost%ro&esses* &ost of eui%ment* et&.of eui%ment* et&.of eui%ment* et&.of eui%ment* et&.

2< at&hing Questions2< at&hing Questions2< at&hing Questions2< at&hing Questions

a In%uts to Perform Quality "ssuran&e

b International Organi/ation for

#tan(ar(i/ation DI#O

c Continuous Im%roement

d Quality anagement Plan Use in Perform

Quality "ssuran&e

e Pro&ess "nalysis

f $hen shoul( Quality Planning 'e

%erforme(F

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"N#$ER:"N#$ER:"N#$ER:"N#$ER: Preention Costs

5. One of the fun(amental tenetsOne of the fun(amental tenetsOne of the fun(amental tenetsOne of the fun(amental tenets ofofofof

mo(ern uality management states thatmo(ern uality management states thatmo(ern uality management states thatmo(ern uality management states that

uality is %lanne(* (esigne(* an(uality is %lanne(* (esigne(* an(uality is %lanne(* (esigne(* an(uality is %lanne(* (esigne(* an( 'uilt'uilt'uilt'uilt

ininininHHHHnot ins%e&te( in. The &ost ofnot ins%e&te( in. The &ost ofnot ins%e&te( in. The &ost ofnot ins%e&te( in. The &ost of

%reenting mistaes is generally mu&h%reenting mistaes is generally mu&h%reenting mistaes is generally mu&h%reenting mistaes is generally mu&h

less than the &ost of &orre&ting themless than the &ost of &orre&ting themless than the &ost of &orre&ting themless than the &ost of &orre&ting them

!hen they are foun( 'y!hen they are foun( 'y!hen they are foun( 'y!hen they are foun( 'y ins%e&tionins%e&tionins%e&tionins%e&tion


"N#$ER:"N#$ER:"N#$ER:"N#$ER: Preention Oer

Ins%e&tion

8. "lso"lso"lso"lso &alle( Ishia!a (iagrams or&alle( Ishia!a (iagrams or&alle( Ishia!a (iagrams or&alle( Ishia!a (iagrams or

fish'one (iagram. Illustrate ho!fish'one (iagram. Illustrate ho!fish'one (iagram. Illustrate ho!fish'one (iagram. Illustrate ho!

arious fa&torsarious fa&torsarious fa&torsarious fa&tors might 'e line( tomight 'e line( tomight 'e line( tomight 'e line( to

%otential %ro'lems or effe&ts%otential %ro'lems or effe&ts%otential %ro'lems or effe&ts%otential %ro'lems or effe&ts


"N#$ER:"N#$ER:"N#$ER:"N#$ER: Cause an( Effe&t

Biagrams

>. In&lu(e mo(ifi&ations su&h asIn&lu(e mo(ifi&ations su&h asIn&lu(e mo(ifi&ations su&h asIn&lu(e mo(ifi&ations su&h as (efe&t(efe&t(efe&t(efe&t

re%airs* reise( !or metho(s an(re%airs* reise( !or metho(s an(re%airs* reise( !or metho(s an(re%airs* reise( !or metho(s an(

reise( s&he(ule.reise( s&he(ule.reise( s&he(ule.reise( s&he(ule.


"N#$ER:"N#$ER:"N#$ER:"N#$ER: "%%roe( Change

Reuests

?. the result is rate( on a &ontinuous s&alethe result is rate( on a &ontinuous s&alethe result is rate( on a &ontinuous s&alethe result is rate( on a &ontinuous s&ale

that measuresthat measuresthat measuresthat measures the (egree of &onformitythe (egree of &onformitythe (egree of &onformitythe (egree of &onformity


"N#$ER:"N#$ER:"N#$ER:"N#$ER: Garia'le #am%ling

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15. Illustrates the most commonIllustrates the most commonIllustrates the most commonIllustrates the most common cause ofcause ofcause ofcause of

problems in a process by the numberproblems in a process by the numberproblems in a process by the numberproblems in a process by the number

and relative heights of theand relative heights of theand relative heights of theand relative heights of the barsbarsbarsbars

INCORRECTINCORRECTINCORRECTINCORRECT No ans!er given

"N#$ER"N#$ER"N#$ER"N#$ER %istogram

1&. The 'uality management plan describesThe 'uality management plan describesThe 'uality management plan describesThe 'uality management plan describes

ho! 'ualityho! 'ualityho! 'ualityho! 'uality assurance !ill beassurance !ill beassurance !ill beassurance !ill be

performed !ithin the pro(ectperformed !ithin the pro(ectperformed !ithin the pro(ectperformed !ithin the pro(ect


"N#$ER"N#$ER"N#$ER"N#$ER )uality *anagement +lan

,se in +erform )uality "ssurance

1-. !hich!hich!hich!hich provide a !ay of raning aprovide a !ay of raning aprovide a !ay of raning aprovide a !ay of raning adiverse set of problems and/or issuesdiverse set of problems and/or issuesdiverse set of problems and/or issuesdiverse set of problems and/or issues

0usually0usually0usually0usually generated throughgenerated throughgenerated throughgenerated through

brainstorming by their importancebrainstorming by their importancebrainstorming by their importancebrainstorming by their importance


"N#$ER"N#$ER"N#$ER"N#$ER +rioriti2ation *atrices

13. 4444 +recise measurements are not+recise measurements are not+recise measurements are not+recise measurements are not

necessarily accurate.necessarily accurate.necessarily accurate.necessarily accurate.

4444 " very accurate measurement is not" very accurate measurement is not" very accurate measurement is not" very accurate measurement is not

necessarilynecessarilynecessarilynecessarily precise.precise.precise.precise.

4444 The pro(ect management team mustThe pro(ect management team mustThe pro(ect management team mustThe pro(ect management team must

determine appropriate levels ofdetermine appropriate levels ofdetermine appropriate levels ofdetermine appropriate levels of

accuracy and precisionaccuracy and precisionaccuracy and precisionaccuracy and precision


"N#$ER"N#$ER"N#$ER"N#$ER +recision vs "ccuracy

1. 4444 Contains the 'ualityContains the 'ualityContains the 'ualityContains the 'uality managementmanagementmanagementmanagement

plan6 !hich is used to control 'ualityplan6 !hich is used to control 'ualityplan6 !hich is used to control 'ualityplan6 !hich is used to control 'uality

4444 The 'uality managementThe 'uality managementThe 'uality managementThe 'uality management planplanplanplan

describes ho! 'uality control !ill bedescribes ho! 'uality control !ill bedescribes ho! 'uality control !ill bedescribes ho! 'uality control !ill be

performed !ithin theperformed !ithin theperformed !ithin theperformed !ithin the pro(ectpro(ectpro(ectpro(ect


"N#$ER"N#$ER"N#$ER"N#$ER +ro(ect *anagement +lan

,se in +erform )uality Control

78. 9escribes ho! the pro(ect9escribes ho! the pro(ect9escribes ho! the pro(ect9escribes ho! the pro(ect managementmanagementmanagementmanagementteam !ill implement the performingteam !ill implement the performingteam !ill implement the performingteam !ill implement the performing

organi2ation:s 'uality policy.organi2ation:s 'uality policy.organi2ation:s 'uality policy.organi2ation:s 'uality policy. It is aIt is aIt is aIt is a

;.


12/31

n

e

j

ag

am

component or a subsidiary plan of thecomponent or a subsidiary plan of thecomponent or a subsidiary plan of thecomponent or a subsidiary plan of the

pro(ect managementpro(ect managementpro(ect managementpro(ect management planplanplanplan


"N#$ER"N#$ER"N#$ER"N#$ER )uality *anagement +lan

71.


13/31

t

h

al

b

75. 4444 Ran ordering is used to focusRan ordering is used to focusRan ordering is used to focusRan ordering is used to focus

corrective action.corrective action.corrective action.corrective action.

4444 The pro(ect teamThe pro(ect teamThe pro(ect teamThe pro(ect team should address theshould address theshould address theshould address the

causes creating the greatest number ofcauses creating the greatest number ofcauses creating the greatest number ofcauses creating the greatest number of

defects first.defects first.defects first.defects first.

4444 +areto diagrams are conceptually+areto diagrams are conceptually+areto diagrams are conceptually+areto diagrams are conceptually

related to +areto:s a!related to +areto:s a!related to +areto:s a!related to +areto:s a!4444 +areto diagrams+areto diagrams+areto diagrams+areto diagrams can also be used tocan also be used tocan also be used tocan also be used to

summari2e various types of data forsummari2e various types of data forsummari2e various types of data forsummari2e various types of data for

38/7838/7838/7838/78 analyses.analyses.analyses.analyses.


"N#$ER"N#$ER"N#$ER"N#$ER Characteristics of +areto

Charts

7&. accurate dataaccurate dataaccurate dataaccurate data


"N#$ER"N#$ER"N#$ER"N#$ER #urvey of the entire

population yields

7-. 4444 It implements the 'ualityIt implements the 'ualityIt implements the 'ualityIt implements the 'uality

management systemmanagement systemmanagement systemmanagement system through policy andthrough policy andthrough policy andthrough policy and

procedures !ith continuous processprocedures !ith continuous processprocedures !ith continuous processprocedures !ith continuous process

improvement activitiesimprovement activitiesimprovement activitiesimprovement activities conductedconductedconductedconducted

throughout6 as appropriate.throughout6 as appropriate.throughout6 as appropriate.throughout6 as appropriate.

4444 "ddresses the management of the"ddresses the management of the"ddresses the management of the"ddresses the management of the

pro(ect and the product of the pro(ect.pro(ect and the product of the pro(ect.pro(ect and the product of the pro(ect.pro(ect and the product of the pro(ect.

4444 It applies to all pro(ects6It applies to all pro(ects6It applies to all pro(ects6It applies to all pro(ects6 regardless ofregardless ofregardless ofregardless of

the nature of their product.the nature of their product.the nature of their product.the nature of their product.


"N#$ER"N#$ER"N#$ER"N#$ER Characteristics of +ro(ect

)uality *anagement

73. compatiblecompatiblecompatiblecompatible !ith proprietary approaches!ith proprietary approaches!ith proprietary approaches!ith proprietary approaches

to 'uality management such as thoseto 'uality management such as thoseto 'uality management such as thoseto 'uality management such as those

recommended byrecommended byrecommended byrecommended by 9eming6 Duran69eming6 Duran69eming6 Duran69eming6 Duran6

Crosby6 and others6 and nonCrosby6 and others6 and nonCrosby6 and others6 and nonCrosby6 and others6 and nonAAAA

proprietary approaches such asproprietary approaches such asproprietary approaches such asproprietary approaches such as TotalTotalTotalTotal

)uality *anagement 0T)*6 #i= #igma6)uality *anagement 0T)*6 #i= #igma6)uality *anagement 0T)*6 #i= #igma6)uality *anagement 0T)*6 #i= #igma6

failure mode and effect analysisfailure mode and effect analysisfailure mode and effect analysisfailure mode and effect analysis 0


14/31

ak

af

ad

l

i

7. ContainsContainsContainsContains information on threats andinformation on threats andinformation on threats andinformation on threats and

opportunities that may impact 'ualityopportunities that may impact 'ualityopportunities that may impact 'ualityopportunities that may impact 'uality

re'uirementsre'uirementsre'uirementsre'uirements


"N#$ER"N#$ER"N#$ER"N#$ER Ris Register ,se in +lan)uality

;8. 4444 )uality management plan)uality management plan)uality management plan)uality management plan

4444 #chedule management#chedule management#chedule management#chedule management planplanplanplan

4444 Cost management planCost management planCost management planCost management plan


"N#$ER"N#$ER"N#$ER"N#$ER +erform )uality

"ssurance +ro(ect *anagement

+lan ,pdates

;1. 4444 )uality standards and)uality standards and)uality standards and)uality standards and policiespoliciespoliciespolicies

4444 #tandard !or guidelines#tandard !or guidelines#tandard !or guidelines#tandard !or guidelines

4444 Issue and defect reportingIssue and defect reportingIssue and defect reportingIssue and defect reporting proceduresproceduresproceduresprocedures

and communication policiesand communication policiesand communication policiesand communication policies


"N#$ER"N#$ER"N#$ER"N#$ER +erform )uality Control

Organi2ational +rocess "ssets

;7. If the recommended correctiveIf the recommended correctiveIf the recommended correctiveIf the recommended corrective orororor

preventive actions or a defect repairpreventive actions or a defect repairpreventive actions or a defect repairpreventive actions or a defect repair

re'uires a change to the pro(ectre'uires a change to the pro(ectre'uires a change to the pro(ectre'uires a change to the pro(ect

management plan6 a change re'uestmanagement plan6 a change re'uestmanagement plan6 a change re'uestmanagement plan6 a change re'uest

should be initiated in accordance !ithshould be initiated in accordance !ithshould be initiated in accordance !ithshould be initiated in accordance !ith

thethethethe defined +erform Integrated Changedefined +erform Integrated Changedefined +erform Integrated Changedefined +erform Integrated Change

Control processControl processControl processControl process


"N#$ER"N#$ER"N#$ER"N#$ER +erform )uality Control

Change Re'uests

;;. "long"long"long"long !ith control limits6 allo!s!ith control limits6 allo!s!ith control limits6 allo!s!ith control limits6 allo!s

analysis of process efficiencyanalysis of process efficiencyanalysis of process efficiencyanalysis of process efficiency


"N#$ER"N#$ER"N#$ER"N#$ER +rocess *etrics

;?. TheTheTheThe results of 'uality control activities.results of 'uality control activities.results of 'uality control activities.results of 'uality control activities.They are used to analy2e and evaluateThey are used to analy2e and evaluateThey are used to analy2e and evaluateThey are used to analy2e and evaluate

17. Characteristics of %istograms

0No "ns!er1

a. 4 " goal of 'uality control is to determine the

correctness of deliverables.

4 The results of the e=ecution 'uality control processes

are validated deliverables.

4 alidated deliverables are an input to erify #cope for

formali2ed acceptance

b. 4 +ro(ect documents that may be updated include6 but

are not limited to

4 #taeholder register6 and

4 Responsibility "ssignment *atri=

c. 4 costs to re!or products6 components6 or processes

that are nonAcompliantF

4 costs of !arranty !or and !asteF and

4 costs due to loss of reputation

d. CORRECTCORRECTCORRECTCORRECT 4 " vertical bar chart sho!ing ho! often a

particular variable state occurred.

4 Each column represents an attribute or characteristic

of a problem/situation.

4 The height of each column represents the relative

fre'uency of the characteristic.

1;. +recision

0No "ns!er1

a. #amples are selected and tested as defined in the

'uality plan

b. !here 38G of the problems are due to 78G of the

causes

c. that the measured value is very close to the true value

d. CORRECTCORRECTCORRECTCORRECT the values of repeated measurements are

clustered and have little scatter

1?. Control imits

0No "ns!er1

a. CORRECTCORRECTCORRECTCORRECT thresholds6 !hich can indicate !hether the

process is out of control

b. !here 38G of the problems are due to 78G of the

causes

c. determining process improvements

d. eeping errors out of the process




15/31

p

k

a

r

o

f

the 'uality standards and processes ofthe 'uality standards and processes ofthe 'uality standards and processes ofthe 'uality standards and processes of

the performingthe performingthe performingthe performing organi2ationorgani2ationorgani2ationorgani2ation


"N#$ER"N#$ER"N#$ER"N#$ER )uality Control

*easurements ,se in +erform

)uality "ssurance

;5. specified range of acceptablespecified range of acceptablespecified range of acceptablespecified range of acceptable resultsresultsresultsresults


"N#$ER"N#$ER"N#$ER"N#$ER Tolerances

;&. 1. +ro(ect *anagement +lan1. +ro(ect *anagement +lan1. +ro(ect *anagement +lan1. +ro(ect *anagement +lan

7. )uality7. )uality7. )uality7. )uality *etrics*etrics*etrics*etrics

;. $or +erformance Information;. $or +erformance Information;. $or +erformance Information;. $or +erformance Information?. )uality Control?. )uality Control?. )uality Control?. )uality Control *easurements*easurements*easurements*easurements


"N#$ER"N#$ER"N#$ER"N#$ER Inputs to +erform )uality

"ssurance

;-. 3.1 +lan )uality3.1 +lan )uality3.1 +lan )uality3.1 +lan )uality

3.7 +erform )uality "ssurance3.7 +erform )uality "ssurance3.7 +erform )uality "ssurance3.7 +erform )uality "ssurance

3.;3.;3.;3.; +erform )uality Control+erform )uality Control+erform )uality Control+erform )uality Control


"N#$ER"N#$ER"N#$ER"N#$ER +ro(ect )uality

*anagement +rocesses

;3. 4444 possible root cause can be uncoveredpossible root cause can be uncoveredpossible root cause can be uncoveredpossible root cause can be uncovered

by continuing to as H!hyH or Hho!H .by continuing to as H!hyH or Hho!H .by continuing to as H!hyH or Hho!H .by continuing to as H!hyH or Hho!H .

4444 HHHH$hy$hy$hy$hyAAAA$hyH and H%o!$hyH and H%o!$hyH and H%o!$hyH and H%o!AAAA%o!H diagrams%o!H diagrams%o!H diagrams%o!H diagrams

may be used in root cause analysis.may be used in root cause analysis.may be used in root cause analysis.may be used in root cause analysis.

4444 Cause and effect diagrams are alsoCause and effect diagrams are alsoCause and effect diagrams are alsoCause and effect diagrams are also

used in ris analysisused in ris analysisused in ris analysisused in ris analysis


"N#$ER"N#$ER"N#$ER"N#$ER Characteristics of Cause

and Effect 9iagrams

;. )uality)uality)uality)uality planning should be performedplanning should be performedplanning should be performedplanning should be performed

in parallel !ith the other pro(ectin parallel !ith the other pro(ectin parallel !ith the other pro(ectin parallel !ith the other pro(ect

planningplanningplanningplanning processes.processes.processes.processes.


"N#$ER"N#$ER"N#$ER"N#$ER $hen should )uality

+lanning be performed

15. +roprietary )uality *anagement *ethodologies

0No "ns!er1

a. The 'uality management plan describes ho! 'uality

assurance !ill be performed !ithin the pro(ect

b. CORRECTCORRECTCORRECTCORRECT These include #i= #igma6 ean #i= #igma6

)uality


16/31

y

40. Success requires the participation of allSuccess requires the participation of allSuccess requires the participation of allSuccess requires the participation of all

membersmembersmembersmembers of the project team, butof the project team, butof the project team, butof the project team, but

remains the responsibility ofremains the responsibility ofremains the responsibility ofremains the responsibility of

management to providemanagement to providemanagement to providemanagement to provide the resourcesthe resourcesthe resourcesthe resources

needed to succeedneeded to succeedneeded to succeedneeded to succeed

INC!!"C#$INC!!"C#$INC!!"C#$INC!!"C#$ No ans%er given

&NS'"!$&NS'"!$&NS'"!$&NS'"!$ (anagement

!esponsibility

)*. Characterisitics of Control Charts

+No &ns%er,

a. C!!"C#$C!!"C#$C!!"C#$C!!"C#$ - #he appropriate data is collected and

analyed to indicate the quality status of project

processes and products.

- #hey graphically ans%er the question$ /Is this process

variance %ithin acceptable limits/

- #he pattern of data points on a control chart may

reveal random fluctuating values, sudden process

jumps, or a gradual trend in increased variation.

- 1y monitoring the output of a process over time, a

control chart can help assess %hether the application of

process changes resulted in the desired improvements.

- 'hen a process is %ithin acceptable limits it is in control and does not need to be adjusted.

- Conversely, %hen a process is outside acceptable limits, the process should be adjusted.

- Seven consecutive points above or belo% the central line indicate a process that is out of

control.

- #he upper control limit and lo%er control limit are usually set at 23, %here ) is one

standard deviation

b. #he process of monitoring and recording results of e5ecuting the quality activities to assess

performance and recommend necessary changes

c. the 6erform 7uality &ssurance and 6erform 7uality Control processes

d. 8sed in the quality assurance and quality control processes.

)9. 6roject 7uality (anagement

+No &ns%er,

a. - #he quality policy of the performing organiation for their products often can be adopted

/as is/ for use by the project.

- If the performing organiation lac:s a formal quality policy, or if the project involves

multiple performing organiations +as %ith a joint venture, the project management team %ill

need to develop a quality policy for the project.

- !egardless of the origin of the quality policy, the project management team must ensure

that the project sta:eholders are fully a%are of the policy used for the project through the

appropriate distribution of information

b. defines the allo%able variations on the metrics. ;or e5ample, a metric related to the quality

objective of staying %ithin the approved budget by 2 )0< could be to measure the cost of

every deliverable and determine the percent variance from the approved budget for that

deliverable

c. C!!"C#$C!!"C#$C!!"C#$C!!"C#$ Includes the processes and activities of the performing organiation that determine

quality policies, objectives, and responsibilities so that the project %ill satisfy the needs for

%hich it %as underta:en

d. =uides the process improvement activities




17/31

)>. '1S ?ictionary 8se in 6lan 7uality

+No &ns%er,

a. %hich are diagrams of the forces for and against change

b. C!!"C#$C!!"C#$C!!"C#$C!!"C#$ #he '1S dictionary defines technical information for '1S elements.

c. the result either conforms or does not conform

d. Sho%s the relationship bet%een t%o variables

)@. #ools and #echniques for 6erform 7uality Control

+No &ns%er,

a. ). 6lan 7uality and 6erform 7uality Control #ools and #echniques

A. 7uality &udits

3. 6rocess &nalysis

b. - 7uality audit reports

- #raining plans

- 6rocess documentation

c. ). 7uality (anagement 6lan

A. 7uality (etrics

3. 7uality Chec:lists

4. 6rocess Improvement 6lan

B. 6roject ?ocument 8pdates

d. C!!"C#$C!!"C#$C!!"C#$C!!"C#$ ). Cause and "ffect ?iagrams

A. Control Charts

3. ;lo%charting

4. istogram

B. 6areto Chart*. !un Chart

9. Scatter ?iagram

>. Statistical Sampling

@. Inspection

)0. &pproved Change !equests !evie%

A0. 7uality &udit is #echnique used in

+No &ns%er,

a. Sho%s the relationship bet%een t%o variables

b. specified range of acceptable results

c. C!!"C#$C!!"C#$C!!"C#$C!!"C#$ 6erform 7uality &ssurance process

d. :eeping errors out of the hands of the customer

Page 1' of 31Test: PMP 8: Project Quality Management | Quizlet



18/31

A). bjective of 7uality &udits

+No &ns%er,

a. - 7uality audit reports

- #raining plans

- 6rocess documentation

b. o% many activities per period %ere completed %ith significant variances

c. - Internal +found by the project

- "5ternal +found by the customer.

d. C!!"C#$C!!"C#$C!!"C#$C!!"C#$ - Identify all the goodDbest practices being implemented,

- Identify all the gapsDshortcomings,

- Share the good practices introduced or implemented in similar projects in the organiation

andDor industry,

- 6roactively offer assistance in a positive manner to improve implementation of processes to

help the team raise productivity, and

- ighlight contributions of each audit in the lessons learned repository of the organiation

AA. Sta:eholder !egister 8se in 6lan 7uality

+No &ns%er,

a. the values of repeated measurements are clustered and have little scatter

b. specified range of acceptable results

c. Include project processes and product goals

d. C!!"C#$C!!"C#$C!!"C#$C!!"C#$ Identifies sta:eholders %ith a particular interest in , or impact on, quality

A3. "lements of Scope 1aseline 8se in 6lan 7uality

+No &ns%er,

a. - 7uality management plan

- 6rocess improvement plan

b. %hich are diagrams of the forces for and against change

c. C!!"C#$C!!"C#$C!!"C#$C!!"C#$ - Scope statement.

- '1S.

- '1S ?ictionary.

d. Include project processes and product goals




19/31

A4. 'or: 6erformance (easurements 8se in 6erform 7uality Control

+No &ns%er,

a. defines the allo%able variations on the metrics. ;or e5ample, a metric related to the quality

objective of staying %ithin the approved budget by 2 )0< could be to measure the cost of

every deliverable and determine the percent variance from the approved budget for that

deliverable

b. C!!"C#$C!!"C#$C!!"C#$C!!"C#$ 8sed to produce project activity metrics to evaluate actual progress as compared to

planned progress. #hese metrics include$

- 6lanned s. &ctual technical performance

- 6lanned s. &ctual schedule performance

- 6lanned s. &ctual cost performance

c. 8sed during 6erform 7uality Control to determine a failing process step+s and identify

potential process improvement opportunities. ;lo%charting is also used in ris: analysis

d. - 7uality management plan

- 6rocess improvement plan

AB. Cost 1enefit &nalysis

+No &ns%er,

a. C!!"C#$C!!"C#$C!!"C#$C!!"C#$ #he primary benefits of meeting quality requirements can include less re%or:,

higher productivity, lo%er costs, and increased sta:eholder satisfaction. & business case for

each quality activity compares the cost of the quality step to the e5pected benefit

b. the degree to %hich a set of inherent characteristics fulfill requirements

c. #he process of identifying quality requirements andDor standards for the project and product,

and documenting ho% the project %ill demonstrate compliance

d. #he quality management plan describes ho% quality assurance %ill be performed %ithin theproject

Page 1" of 31Test: PMP 8: Project Quality Management | Quizlet



20/31

A*. Inputs to 6lan 7uality

+No &ns%er,

a. - ?oing It !ight ;irst #ime +?I!;#

- 7uality is Conformance to !equirements

- System of quality is 6revention

- 6erformance standard is Eero ?efects

- (easurement of quality is the price of nonFconformance

b. C!!"C#$C!!"C#$C!!"C#$C!!"C#$ ). Scope 1aseline

A. Sta:eholder !egister

3. Cost 6erformance 1aseline

4. Schedule 1aseline

B. !is: !egister

*. "nterprise "nvironmental ;actors

9. rganiational 6rocess &ssets

c. - 6rocess boundaries

- 6rocess configuration

- 6rocess metrics

- #argets for improved performance

d. ). 6roject (anagement 6lan

A. 7uality (etrics

3. 7uality Chec:lists

4. 'or: 6erformance (easurements

B. &pproved Change !equests

*. ?eliverables

9. rganiational 6rocess &ssets

A9. 7uality &udit

+No &ns%er,

a. #he process of monitoring and recording results of e5ecuting the quality activities to assess

performance and recommend necessary changes

b. C!!"C#$C!!"C#$C!!"C#$C!!"C#$ Is a structured, independent revie% to determine %hether project activities comply

%ith organiational and project policies, processes, and procedures

c. that the measured value is very close to the true value

d. 8sed during 6erform 7uality Control to determine a failing process step+s and identify

potential process improvement opportunities. ;lo%charting is also used in ris: analysis




21/31

28. Validated Deliverables

(No Answer)

a. Is a distance of measurement from the mean or, the square root of the averae of the squares

of deviations (about) the mean of a set of data. !tandard deviation is a statistical measure of

s"read or variabilit#

b. $ %ualit# control is "erformed throuhout the "ro&ect

$ %ualit# control is often "erformed b# a qualit# control de"artment or similarl# titled

orani'ational unit.

$ %ualit# control activities identif# causes of "oor "rocess or "roduct qualit# and recommend

andor tae action to eliminate them

$ *he "ro&ect manaement team should have a worin nowlede of statistical qualit#

control, es"eciall# sam"lin and "robabilit#, to hel" evaluate qualit# control out"uts.

c. +sed durin erform %ualit# -ontrol to determine a failin "rocess ste"(s) and identif#

"otential "rocess im"rovement o""ortunities. lowchartin is also used in ris anal#sis

d. -/001-*-/001-*-/001-*-/001-* $ A oal of qualit# control is to determine the correctness of deliverables.

$ *he results of the e3ecution qualit# control "rocesses are validated deliverables.$ Validated deliverables are an in"ut to Verif# !co"e for formali'ed acce"tance

24. ro&ect 0esults

(No Answer)

a. Include "ro&ect "rocesses and "roduct oals

b. -/001-*-/001-*-/001-*-/001-* Include deliverables and "ro&ect manaement results, such as cost and schedule

"erformance

c. 5ow man# errors or defects have been identified, and how man# remain uncorrected

d. that the measured value is ver# close to the true value

67. erform %ualit# Assurance

(No Answer)

a. actual value

b. determinin "rocess im"rovements

c. $ %ualit# standards

d. -/001-*-/001-*-/001-*-/001-* 13ecutin rocess rou"

69. A""roved -hane 0equests +se in erform %ualit# -ontrol

(No Answer)

a. thresholds, which can indicate whether the "rocess is out of control

b. +sed in the qualit# assurance and qualit# control "rocesses.

c. the erform %ualit# Assurance and erform %ualit# -ontrol "rocesses

d. -/001-*-/001-*-/001-*-/001-* $ As "art of the erform Interated -hane -ontrol "rocess a chane control

status u"date will indicate that some chanes are a""roved and some are not. *he timel#

im"lementation of a""roved chanes needs to be verified




22/31

62. /ut"uts of erform %ualit# Assurance

(No Answer)

a. -/001-*-/001-*-/001-*-/001-* 9. /rani'ational rocess Assets +"dates

2. -hane 0equests

6. ro&ect :anaement lan +"dates

;. ro&ect Document +"dates

b. $ %ualit# manaement "lan

$ !chedule manaement "lan

$ -ost manaement "lan

c. $ /rani'ational qualit# "olicies, "rocedures and uidelines

$ 5istorical databases

$


23/31

6>. -haracteristics of Ins"ection

(No Answer)

a. *he results of qualit# control activities. *he# are used to anal#'e and evaluate the qualit#

standards and "rocesses of the "erformin orani'ation

b. the result either conforms or does not conform

c. -/001-*-/001-*-/001-*-/001-* $ *he results of an ins"ection enerall# include measurements and ma# beconducted at an# level.

$ In some a""lication areas, these terms have narrow and s"ecific meanins.

$ Ins"ections are also used to validate defect re"airs

d. the result is rated on a continuous scale that measures the deree of conformit#

6?. ailure -osts

(No Answer)

a. actual value

b. s"ecified rane of acce"table results

c. +sed in the %ualit# -ontrol rocess

d. -/001-*-/001-*-/001-*-/001-* -osts of "oor qualit#




24/31

6@. In"uts to erform %ualit# -ontrol

(No Answer)

a. 9. %ualit# :anaement lan

2. %ualit# :etrics

6. %ualit# -heclists

;. rocess Im"rovement lan

>. ro&ect Document +"dates

b. 9. %ualit# -ontrol :easurements

2. Validated -hanes


;. /rani'ational rocess Assets +"dates

>. -hane 0equests

?. ro&ect :anaement lan +"dates

@. ro&ect Document +"dates

c. 9. -ost enefit Anal#sis

2. -ost of %ualit# (-/%)

6. -ontrol -harts

;. enchmarin

>. Desin of 13"eriments

?. !tatistical !am"lin

@. lowchartin

8. ro"rietar# %ualit# :anaement :ethodoloies

4. Additional %ualit# lannin *ools

d. -/001-*-/001-*-/001-*-/001-* 9. ro&ect :anaement lan

2. %ualit# :etrics

6. %ualit# -heclists;. =or erformance :easurements

>. A""roved -hane 0equests

?. Deliverables

@. /rani'ational rocess Assets

68. erform %ualit# -ontrol ro&ect Document +"dates

(No Answer)

a. -/001-*-/001-*-/001-*-/001-* $ %ualit# standards

b. erform %ualit# Assurance "rocess

c. accurate data

d. lannin rocess rou"




25/31

64. IshiawaBs seven basic tools of qualit#

(No Answer)

a. 9. %ualit# -ontrol :easurements

2. Validated -hanes


;. /rani'ational rocess Assets +"dates

>. -hane 0equests

?. ro&ect :anaement lan +"dates

@. ro&ect Document +"dates

b. -/001-*-/001-*-/001-*-/001-* 9. -ause and 1ffect Diarams

2. -ontrol -harts

6. lowchartin

;. 5istoram

>. areto -hart

?. 0un -hart

@. !catter Diaram

c. 9. /rani'ational rocess Assets +"dates

2. -hane 0equests

6. ro&ect :anaement lan +"dates

;. ro&ect Document +"dates

d. $ !co"e statement.

$ =!.

$ =! Dictionar#.

;7. %ualit# -heclists +se

(No Answer)

a. +sed in the qualit# assurance and qualit# control "rocesses.

b. -/001-*-/001-*-/001-*-/001-* +sed in the %ualit# -ontrol rocess

c. determinin "rocess im"rovements

d. actual value

;7 *ruealse %uestions;7 *ruealse %uestions;7 *ruealse %uestions;7 *ruealse %uestions

9. $ rainstormin

$ Affinit# Diarams$ orce ield Anal#sis

$ Nominal rou" *echniques

$ :atri3 Diarams

$ rioriti'ation :atrices C Additional %ualit# lannin *ools

*his is true. ou ave no answer.

2. that the measured value is ver# close to the true value C *olerances

*his is false. ou ave no answer.

It should be that the measured value is ver# close to the truethat the measured value is ver# close to the truethat the measured value is ver# close to the truethat the measured value is ver# close to the true valuevaluevaluevalue C Accurac#.




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3. the degree to which a set of inherent characteristics fulfill requirements Quality

This is true. You gave no answer.

4. (cost of non-conformance) include costs to rewor !roducts" com!onents" or !rocesses that are

non-com!liant" costs of warranty wor and waste" and loss of re!utation. #ost of Quality

(#$Q)

This is false. You gave no answer.

%t should &e (cost of non(cost of non(cost of non(cost of non----conformance)conformance)conformance)conformance) include costs to rewor !roducts" com!onents" orinclude costs to rewor !roducts" com!onents" orinclude costs to rewor !roducts" com!onents" orinclude costs to rewor !roducts" com!onents" or

!rocesses that are!rocesses that are!rocesses that are!rocesses that are nonnonnonnon----com!liant" costs of warranty wor and waste" and loss of re!utation.com!liant" costs of warranty wor and waste" and loss of re!utation.com!liant" costs of warranty wor and waste" and loss of re!utation.com!liant" costs of warranty wor and waste" and loss of re!utation.

'ailure #osts.

. %nvolves choosing !art of a !o!ulation of interest for ins!ection (for eam!le" selecting ten

engineering drawings at random from a list of seventy-five) *tatistical *am!ling


+. ,ocuments the acce!ted time !hase used to measure cost !erformance Targets for %m!roved

erformance


%t should &e ,ocuments the acce!ted time !hase used to measure cost,ocuments the acce!ted time !hase used to measure cost,ocuments the acce!ted time !hase used to measure cost,ocuments the acce!ted time !hase used to measure cost !erformance!erformance!erformance!erformance #ost

erformance aseline /se in lan Quality.

0. shows standard deviation (sigma) as distance of the measurement from the mean value

*tatistical *am!ling


%t should &e shows standard deviationshows standard deviationshows standard deviationshows standard deviation (sigma) as distance of the measurement from the mean(sigma) as distance of the measurement from the mean(sigma) as distance of the measurement from the mean(sigma) as distance of the measurement from the mean

valuevaluevaluevalue *tandard 1ormal ,istri&ution.

2. They reflect the maimum and minimum values allowed. There may &e !enalties associated with

eceeding the s!ecification limits /!!er and ower #ontrol imits


. used to visually identify logical grou!ings &ased on natural relationshi!s 5ffinity ,iagrams


67. 5 gra!hic de!iction of !rocesses" with interfaces identified" used to facilitate analysis rocess

#onfiguration





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66. 5 gra!hical re!resentation of a !rocess showing the relationshi!s among !rocess ste!s

'lowcharting


68. 9 #ustomer satisfaction.

9 revention over ins!ection

9 #ontinuous im!rovement

9 :anagement res!onsi&ility

9 #ost of quality (#$Q) erform Quality 5ssurance; ro


28/31

6+. refers to the total cost of all efforts related to quality throughout the !roduct life cycle

ro


29/31

86. holds that a relatively small num&er of causes will ty!ically !roduce a ma


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82. ,esign of C!eriments ,$C


8. #ost of quality includes all costs incurred over the life of the !roduct &y investment in !reventing

nonconformance to requirements" a!!raising the !roduct or service for conformance to

requirements" and failing to meet requirements (rewor) %ns!ection


%t should &e #ost of#ost of#ost of#ost of quality includes all costs incurred over the life of the !roduct &yquality includes all costs incurred over the life of the !roduct &yquality includes all costs incurred over the life of the !roduct &yquality includes all costs incurred over the life of the !roduct &y

investmentinvestmentinvestmentinvestment in !reventing nonconformance to requirements" a!!raising the !roduct orin !reventing nonconformance to requirements" a!!raising the !roduct orin !reventing nonconformance to requirements" a!!raising the !roduct orin !reventing nonconformance to requirements" a!!raising the !roduct or serviceserviceserviceservice

for conformance to requirements" and failing to meet requirementsfor conformance to requirements" and failing to meet requirementsfor conformance to requirements" and failing to meet requirementsfor conformance to requirements" and failing to meet requirements (rewor)(rewor)(rewor)(rewor) #ost of Quality

(#$Q).

37. 9 %s a line gra!h that shows data !oints !lotted in the order in which they occur.

9 *how trends in a !rocess over time" variation over time" or declines or im!rovements in a

!rocess over time.

9 Trend analysis is !erformed using run charts and involves mathematical techniques to forecast

future outcomes &ased on historical results #haracteristics of a >un #hart


36. 9 Quality management !lan

9 rocess im!rovement !lan erform Quality #ontrol


%t should &e 9999 QualityQualityQualityQuality management !lanmanagement !lanmanagement !lanmanagement !lan

9999 rocess im!rovement !lanrocess im!rovement !lanrocess im!rovement !lanrocess im!rovement !lan ro


31/31

36. International Organization for Standardization (ISO) Quality Metric is not used for

This is false. You gae no ans!er.

It should "e International Organization for StandardizationInternational Organization for StandardizationInternational Organization for StandardizationInternational Organization for Standardization (ISO)(ISO)(ISO)(ISO) #asic $ro%ect Quality

Manage&ent a''roach is &eant to "e co&'ati"le !ith...

3. *oing It +ight ,irst Ti&e (*I+,T)

Quality is -onfor&ance to +euire&ents

Syste& of uality is $reention

$erfor&ance standard is /ero *efects

Measure&ent of uality is the 'rice of non0confor&ance ,ailure -osts -ategories


It should "e *oing It +ight ,irst Ti&e (*I+,T)*oing It +ight ,irst Ti&e (*I+,T)*oing It +ight ,irst Ti&e (*I+,T)*oing It +ight ,irst Ti&e (*I+,T)

Quality isQuality isQuality isQuality is -onfor&ance to +euire&ents-onfor&ance to +euire&ents-onfor&ance to +euire&ents-onfor&ance to +euire&ents

Syste& of uality is $reentionSyste& of uality is $reentionSyste& of uality is $reentionSyste& of uality is $reention $erfor&ance standard is /ero *efects$erfor&ance standard is /ero *efects$erfor&ance standard is /ero *efects$erfor&ance standard is /ero *efects

Measure&ent of uality is the 'riceMeasure&ent of uality is the 'riceMeasure&ent of uality is the 'riceMeasure&ent of uality is the 'rice of nonof nonof nonof non0000confor&anceconfor&anceconfor&anceconfor&ance -ros"y.

31. Technical $erfor&ance

-ost and Schedule $erfor&ance $ro%ect Manage&ent $lan 2se in $erfor& Quality ssurance


It should "e Technical $erfor&anceTechnical $erfor&anceTechnical $erfor&anceTechnical $erfor&ance

-ost and Schedule-ost and Schedule-ost and Schedule-ost and Schedule $erfor&ance$erfor&ance$erfor&ance$erfor&ance Trend nalysis is often used to &onitor.

34. the $erfor& Quality ssurance and $erfor& Quality -ontrol 'rocesses $ro%ect Quality

Manage&ent $rocesses


It should "e the $erfor& Qualitythe $erfor& Qualitythe $erfor& Qualitythe $erfor& Quality ssurance and $erfor& Quality -ontrol 'rocessesssurance and $erfor& Quality -ontrol 'rocessesssurance and $erfor& Quality -ontrol 'rocessesssurance and $erfor& Quality -ontrol 'rocesses Quality

Metrics are used in.

5. The 'rocess of &onitoring and recording results of e7ecuting the uality actiities to assess

'erfor&ance and reco&&end necessary changes $erfor& Quality -ontrol

This is true. You gae no ans!er.


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