Project Qualtiy Quizzlet3

40 Written Questions 40 Written Questions 40 Written Questions 40 Written Questions
1. Pareto Chart
INCORRECT: 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 $an( #e"e'ts were generate# )( t(&e or 'ategor( o"
i#enti"ie# 'ause
+. Prevention an# A&&raisa! 'osts
ANWER: ANWER: ANWER: ANWER: ,'ost o" 'on"or$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$ents
0. Per"or$ Qua!it( Assuran'e: Pro1e't 2o'u$ent 3&#ates
ANWER: ANWER: ANWER: ANWER: 4 Qua!it( au#it re&orts
4 Training &!ans
4 Pro'ess #o'u$entation
5. Chara'teristi's o" Qua!it( Au#its
ANWER: ANWER: ANWER: ANWER: 4 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 &ro1e't6s &ro#u't.
4 Qua!it( au#its $a( )e s'he#u!e# or ran#o$ an# $a( )e 'on#u'te# )( interna! or e7terna!
au#itors.
4 Qua!it( au#its 'an 'on"ir$ 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 31 Test: 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$ent P!an
0. Pro1e't 2o'u$ent 3&#ates
:. Per"or$ Qua!it( Assuran'e: Organi;ationa! Pro'ess Assets 3&#ates
ANWER: ANWER: ANWER: ANWER: E!e$ents o" the organi;ationa! &ro'ess assets that $a( )e u&#ate# in'!u#e% )ut are not
!i$ite# to% the *ua!it( stan#ar#s
<. Cost an# 'he#u!e Per"or$an'e: Tren# Ana!(sis
ANWER: ANWER: ANWER: ANWER: =ow $an( a'tivities &er &erio# were 'o$&!ete# with signi"i'ant varian'es
10. >ra#e
ANWER: ANWER: ANWER: ANWER: a 'ategor( assigne# to &ro#u'ts or servi'es having the sa$e "un'tiona! use )ut
#i""erent te'hni'a! 'hara'teristi's
11. ?a!i#ate# Changes
ANWER: ANWER: ANWER: ANWER: An( 'hange or re&aire# ite$s are ins&e'te# an# wi!! )e either a''e&te# or re1e'te#
)e"ore noti"i'ation o" the #e'ision is &rovi#e#. Re1e't ite$s $a( re*uire rewor9
1+. A&&rove# Change Re*uests Reviews
ANWER: ANWER: ANWER: ANWER: A!! a&&rove# 'hange re*uests shou!# )e reviewe# to veri"( that the( were i$&!e$ente#
as a&&rove#
1.. Qua!it( Po!i'( 3se in P!an Qua!it(
ANWER: ANWER: ANWER: ANWER: 4 The *ua!it( &o!i'( o" the &er"or$ing organi;ation "or their &ro#u'ts o"ten 'an )e
a#o&te# @as is@ "or use )( the &ro1e't.
4 I" the &er"or$ing organi;ation !a'9s a "or$a! *ua!it( &o!i'(% or i" the &ro1e't invo!ves $u!ti&!e
&er"or$ing organi;ations ,as with a 1oint venture-% the &ro1e't $anage$ent tea$ wi!! nee# to
#eve!o& a *ua!it( &o!i'( "or the &ro1e't.
4 Regar#!ess o" the origin o" the *ua!it( &o!i'(% the &ro1e't $anage$ent tea$ $ust ensure that
the &ro1e't sta9eho!#ers are "u!!( aware o" the &o!i'( use# "or the &ro1e't through the
a&&ro&riate #istri)ution o" in"or$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#
10. 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 &ro1e'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 &ro1e'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$ents
+. ?a!i#ate# Changes
.. ?a!i#ate# 2e!ivera)!es
4. Organi;ationa! Pro'ess Assets 3&#ates
0. Change Re*uests
5. Pro1e't /anage$ent P!an 3&#ates
8. Pro1e't 2o'u$ent 3&#ates
1<. Chara'teristi's o" 2OE
ANWER: ANWER: ANWER: ANWER: 4 2OE shou!# )e use# #uring the P!an Qua!it( &ro'ess to #eter$ine the nu$)er an#
t(&e o" tests an# their i$&a't on 'ost o" *ua!it(.
4 2OE a!so &!a(s a ro!e in the o&ti$i;ation o" &ro#u'ts or &ro'esses.
4 2OE 'an )e use# to re#u'e the sensitivit( o" &ro#u't &er"or$an'e to sour'es o" variations
'ause# )( environ$enta! or $anu"a'turing #i""eren'es.
4 One i$&ortant as&e't o" this te'hni*ue is that it &rovi#es a statisti'a! "ra$ewor9 "or
s(ste$ati'a!!( 'hanging a!! o" the i$&ortant "a'tors% rather than 'hanging the "a'tors one at a
ti$e.
4 Ana!(sis o" the e7&eri$enta! #ata shou!# &rovi#e the o&ti$a! 'on#itions "or the &ro#u't or
&ro'ess% high!ight the "a'tors that in"!uen'e the resu!ts% an# revea! the &resen'e o" intera'tions
an# s(nerg( a$ong the "a'tors
+0. Per"or$ Qua!it( Contro!
POIABE POIABE POIABE POIABE ANWER: ANWER: ANWER: ANWER: /onitoring an# Contro!!ing Pro'ess >rou& 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$$en#
ne'essar( 'hanges
+1. Curan
ANWER: ANWER: ANWER: ANWER: 4 Pareto Prin'i&!e
4 Curan Tri!og(: P!anning% Contro! an# I$&rove$ent
4 2e"ines *ua!it( as "itness "or use
++. Per"or$ Qua!it( Contro!: Pro1e't /anage$ent P!an 3&#ates
ANWER: ANWER: ANWER: ANWER: 4 Qua!it( $anage$ent &!an
4 Pro'ess i$&rove$ent &!an
+.. Ins&e'tion
POIABE ANWER: POIABE ANWER: POIABE ANWER: POIABE ANWER: Is the e7a$ination o" a wor9 &ro#u't to #eter$ine whether it 'on"or$s to
#o'u$ente# stan#ar#s. or 9ee&ing errors out o" the han#s o" the 'usto$er
+4. P!an Qua!it(: Pro1e't 2o'u$ent 3&#ates
ANWER: ANWER: ANWER: ANWER: 4 Pro1e't #o'u$ents that $a( )e u&#ate# in'!u#e% )ut are not !i$ite# to:
4 ta9eho!#er register% an#
4 Res&onsi)i!it( Assign$ent /atri7
+0. Per"or$ Qua!it( Assuran'e: Change Re*uests
ANWER: ANWER: ANWER: ANWER: 4 Qua!it( i$&rove$ent in'!u#es ta9ing a'tion to in'rease the e""e'tiveness an#Dor
e""i'ien'( o" the &o!i'ies% &ro'esses% an# &ro'e#ures o" the &er"or$ing organi;ation.
4 Change re*uests are 'reate# an# use# as in&ut into the Per"or$ Integrate# Change Contro!
&ro'ess to a!!ow "u!! 'onsi#eration o" the re'o$$en#e# i$&rove$ents.
4 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 &ro1e't #es'ri&tion% $a1or &ro1e't #e!ivera)!es% an# a''e&tan'e 'riteria.
The &ro#u't s'o&e #es'ri&tion wi!! o"ten 'ontain #etai!s o" te'hni'a! issues an# other 'on'erns
that 'an a""e't *ua!it( &!anning. The #e"inition o" a''e&tan'e 'riteria 'an signi"i'ant!( in'rease or
#e'rease &ro1e't 'osts an# *ua!it( 'osts. atis"(ing a!! a''e&tan'e 'riteria i$&!ies the nee#s o"
the 'usto$er have )een $et.
+8. Chara'teristi's o" E!ow'harting
ANWER: ANWER: ANWER: ANWER: 4 There are $an( st(!es% )ut a!! &ro'ess "!ow'harts show a'tivities% #e'ision &oints% an#
the or#er o" &ro'essing.
4 2uring *ua!it( &!anning% "!ow'harting 'an he!& the &ro1e't tea$ anti'i&ate *ua!it( &ro)!e$s
that $ight o''ur.
4 An awareness o" &otentia! &ro)!e$s 'an resu!t in the #eve!o&$ent o" test &ro'e#ures or
a&&roa'hes "or #ea!ing with the$
+:. Per"or$ Qua!it( Assuran'e
POIABE ANWER: POIABE ANWER: POIABE ANWER: POIABE 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'e or E7e'uting
Pro'ess >rou&
+<. Eor'e Eie!# Ana!(sis
ANWER: ANWER: ANWER: ANWER: whi'h are #iagra$s o" the "or'es "or an# against 'hange
.0. Pro'ess I$&rove$ent P!an 3se in Per"or$ Qua!it( Assuran'e
ANWER: ANWER: ANWER: ANWER: The &ro'ess i$&rove$ent &!an #etai!s the ste&s "or ana!(;ing &ro'esses to i#enti"(
a'tivities whi'h enhan'e their va!ue
Page of 31 Test: PMP 8: Project Quality Management | Quizlet
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 ta1e a&tion to eliminate them
- The %ro)e&t management team shoul( hae a !or1ing 1no!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: 1ee%ing errors out of the %ro&ess
32. Tren( "nalysis
"N#$ER: "N#$ER: "N#$ER: "N#$ER: Inoles mathemati&al te&hni.ues to fore&ast future out&omes 'ase( on histori&al
results
33. $4# Use in Plan Quality
"N#$ER: "N#$ER: "N#$ER: "N#$ER: I(entifies the (eliera'les* the !or1 %a&1ages an( the &ontrol a&&ounts use( to
measure %ro)e&t %erforman&e.
35. Perform Quality Control: Organi/ational Pro&ess "ssets U%(ates
"N#$ER: "N#$ER: "N#$ER: "N#$ER: - Com%lete( &he&1lists.
The &om%lete( &he&1lists 'e&ome %art of the %ro)e&t6s re&or(s
- 7essons learne( (o&umentation.
The &auses of arian&es* the reasoning 'ehin( the &orre&tie a&tion &hosen* an( other ty%es of
lessons learne( from .uality &ontrol are (o&umente( so they 'e&ome %art of the histori&al
(ata'ase for 'oth the %ro)e&t an( the %erforming organi/ation.
7essons learne( are (o&umente( throughout the %ro)e&t life &y&le* 'ut at a minimum* (uring
%ro)e&t &losure.
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38. Toleran&e
"N#$ER: "N#$ER: "N#$ER: "N#$ER: (efines the allo!a'le ariations on the metri&s. 9or e:am%le* a metri& relate( to the
.uality o')e&tie of staying !ithin the a%%roe( 'u(get 'y ; 1<= &oul( 'e to measure the &ost of
eery (eliera'le an( (etermine the %er&ent arian&e from the a%%roe( 'u(get for that
(eliera'le
3>. 4en&hmar1ing
"N#$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#$ER: - Organi/ational .uality %oli&ies* %ro&e(ures an( gui(elines
- @istori&al (ata'ases
- 7essons learne( from %reious %ro)e&ts
- Quality %oli&y* as en(orse( 'y senior management* !hi&h sets the inten(e( (ire&tion of a
%erforming organi/ation !ith regar( to .uality.
2<. Nominal Arou% Te&hni.ues
"N#$ER: "N#$ER: "N#$ER: "N#$ER: to allo! i(eas to 'e 'rainstorme( in small grou%s an( then reie!e( 'y a larger grou%
Page ' of 31 Test: PMP 8: Project Quality Management | Quizlet
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1. Bes&ri'es the %ur%ose of %ro&esses* Bes&ri'es the %ur%ose of %ro&esses* Bes&ri'es the %ur%ose of %ro&esses* Bes&ri'es the %ur%ose of %ro&esses*
their start an( their start an( their start an( their start an( en(* their en(* their en(* their en(* their
in%uts0out%uts* the (ata re.uire(* the in%uts0out%uts* the (ata re.uire(* the in%uts0out%uts* the (ata re.uire(* the in%uts0out%uts* the (ata re.uire(* the
o!ner* an( the o!ner* an( the o!ner* an( the o!ner* an( the sta1ehol(ers sta1ehol(ers sta1ehol(ers sta1ehol(ers
INCORRECT: INCORRECT: INCORRECT: INCORRECT: No ans!er gien
"N#$ER: "N#$ER: "N#$ER: "N#$ER: Pro&ess 4oun(aries
,. The The The The %lan %lan %lan %lan+ ++ +(o (o (o (o+ ++ +&he&1 &he&1 &he&1 &he&1+ ++ +a&t &y&le is the a&t &y&le is the a&t &y&le is the a&t &y&le is the
'asis for .uality im%roement as 'asis for .uality im%roement as 'asis for .uality im%roement as 'asis for .uality im%roement as
(efine( 'y (efine( 'y (efine( 'y (efine( 'y #he!hart an( mo(ifie( 'y #he!hart an( mo(ifie( 'y #he!hart an( mo(ifie( 'y #he!hart an( mo(ifie( 'y
Beming. In a((ition* .uality Beming. In a((ition* .uality Beming. In a((ition* .uality Beming. In a((ition* .uality
im%roement initiaties im%roement initiaties im%roement initiaties im%roement initiaties un(erta1en 'y un(erta1en 'y un(erta1en 'y un(erta1en 'y
the %erforming organi/ation* su&h as the %erforming organi/ation* su&h as the %erforming organi/ation* su&h as the %erforming organi/ation* su&h as
TQC an( #i: #igma* shoul( TQC an( #i: #igma* shoul( TQC an( #i: #igma* shoul( TQC an( #i: #igma* shoul( im%roe the im%roe the im%roe the im%roe the
.uality of the %ro)e&t6s management as .uality of the %ro)e&t6s management as .uality of the %ro)e&t6s management as .uality of the %ro)e&t6s management as
!ell as the .uality of the !ell as the .uality of the !ell as the .uality of the !ell as the .uality of the %ro)e&t6s %ro)e&t6s %ro)e&t6s %ro)e&t6s
%ro(u&t %ro(u&t %ro(u&t %ro(u&t
"N#$ER: "N#$ER: "N#$ER: "N#$ER: Continuous Im%roement
3. - - - - Pro&ess 'oun(aries Pro&ess 'oun(aries Pro&ess 'oun(aries Pro&ess 'oun(aries
- - - - Pro&ess &onfiguration Pro&ess &onfiguration Pro&ess &onfiguration Pro&ess &onfiguration
- - - - Pro&ess metri&s Pro&ess metri&s Pro&ess metri&s Pro&ess metri&s
- - - - Targets for im%roe( Targets for im%roe( Targets for im%roe( Targets for im%roe( %erforman&e %erforman&e %erforman&e %erforman&e
"N#$ER: "N#$ER: "N#$ER: "N#$ER: "reas to Consi(er in the
Pro&ess Im%roement Plan
2. Is a (istan&e of measurement from the Is a (istan&e of measurement from the Is a (istan&e of measurement from the Is a (istan&e of measurement from the
mean or* the mean or* the mean or* the mean or* the s.uare root of the aerage s.uare root of the aerage s.uare root of the aerage s.uare root of the aerage
of the s.uares of (eiations Da'outE the of the s.uares of (eiations Da'outE the of the s.uares of (eiations Da'outE the of the s.uares of (eiations Da'outE the
mean of a mean of a mean of a mean of a set of (ata. #tan(ar( set of (ata. #tan(ar( set of (ata. #tan(ar( set of (ata. #tan(ar(
(eiation is a statisti&al measure of (eiation is a statisti&al measure of (eiation is a statisti&al measure of (eiation is a statisti&al measure of
s%rea( or s%rea( or s%rea( or s%rea( or aria'ility aria'ility aria'ility aria'ility
"N#$ER: "N#$ER: "N#$ER: "N#$ER: #tan(ar( (eiation
3. &osts &osts &osts &osts in&urre( 'y an organi/ation to in&urre( 'y an organi/ation to in&urre( 'y an organi/ation to in&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 of failures. They in&lu(e &ost of failures. They in&lu(e &ost of failures. They in&lu(e &ost of
training* &ost of (o&umenting training* &ost of (o&umenting training* &ost of (o&umenting training* &ost of (o&umenting
%ro&esses* &ost %ro&esses* &ost %ro&esses* &ost %ro&esses* &ost of e.ui%ment* et&. of e.ui%ment* et&. of e.ui%ment* et&. of e.ui%ment* et&.
2< Cat&hing Questions 2< Cat&hing Questions 2< Cat&hing Questions 2< Cat&hing Questions
a
In%uts to Perform Quality "ssuran&e
b
International Organi/ation for
#tan(ar(i/ation DI#OE
c
Continuous Im%roement
d
Quality Canagement Plan Use in Perform
Quality "ssuran&e
e
Pro&ess "nalysis
f
$hen shoul( Quality Planning 'e
%erforme(F
g
><0,< Prin&i%le
h
#urey of the entire %o%ulation yiel(s
i
Pro&ess Cetri&s
j
"ttri'ute #am%ling
k
Toleran&es
l
Perform Quality Control: Change Re.uests
m
Garia'le #am%ling
n
Quality Canagement Plan
o
Chara&teristi&s of Cause an( Effe&t
Biagrams
p
Quality Control Ceasurements Use in
Perform Quality "ssuran&e
q
Preention Costs
r
Pro)e&t Quality Canagement Pro&esses
s
Chara&teristi&s of #tatisti&al #am%ling
t
Chara&teristi&s of Pareto Charts
u
"reas to Consi(er in the Pro&ess
Im%roement Plan
v
Pro)e&t Canagement Plan Use in Perform
Quality Control
w
Pro&ess 4oun(aries
x
"%%roe( Change Re.uests
y
Canagement Res%onsi'ility
z
@istogram
aa
#tan(ar( (eiation
ab
Quality Che&1lists
ac
Preention Oer Ins%e&tion
q
ac
an
x
m
ai
"N#$ER: "N#$ER: "N#$ER: "N#$ER: Preention Costs
5. One of the fun(amental tenets One of the fun(amental tenets One of the fun(amental tenets One of the fun(amental tenets of of of of
mo(ern .uality management states that mo(ern .uality management states that mo(ern .uality management states that mo(ern .uality management states that
.uality is %lanne(* (esigne(* an( .uality is %lanne(* (esigne(* an( .uality is %lanne(* (esigne(* an( .uality is %lanne(* (esigne(* an( 'uilt 'uilt 'uilt 'uilt
in in in inH HH Hnot ins%e&te( in. The &ost of not ins%e&te( in. The &ost of not ins%e&te( in. The &ost of not ins%e&te( in. The &ost of
%reenting mista1es is generally mu&h %reenting mista1es is generally mu&h %reenting mista1es is generally mu&h %reenting mista1es is generally mu&h
less than the &ost of &orre&ting them less than the &ost of &orre&ting them less than the &ost of &orre&ting them less than the &ost of &orre&ting them
!hen they are foun( 'y !hen they are foun( 'y !hen they are foun( 'y !hen they are foun( 'y ins%e&tion ins%e&tion ins%e&tion ins%e&tion
"N#$ER: "N#$ER: "N#$ER: "N#$ER: Preention Oer
Ins%e&tion
8. "lso "lso "lso "lso &alle( Ishi1a!a (iagrams or &alle( Ishi1a!a (iagrams or &alle( Ishi1a!a (iagrams or &alle( Ishi1a!a (iagrams or
fish'one (iagram. Illustrate ho! fish'one (iagram. Illustrate ho! fish'one (iagram. Illustrate ho! fish'one (iagram. Illustrate ho!
arious fa&tors arious fa&tors arious fa&tors arious fa&tors might 'e lin1e( to might 'e lin1e( to might 'e lin1e( to might 'e lin1e( to
%otential %ro'lems or effe&ts %otential %ro'lems or effe&ts %otential %ro'lems or effe&ts %otential %ro'lems or effe&ts
"N#$ER: "N#$ER: "N#$ER: "N#$ER: Cause an( Effe&t
Biagrams
>. In&lu(e mo(ifi&ations su&h as In&lu(e mo(ifi&ations su&h as In&lu(e mo(ifi&ations su&h as In&lu(e mo(ifi&ations su&h as (efe&t (efe&t (efe&t (efe&t
re%airs* reise( !or1 metho(s an( re%airs* reise( !or1 metho(s an( re%airs* reise( !or1 metho(s an( re%airs* reise( !or1 metho(s an(
reise( s&he(ule. reise( s&he(ule. reise( s&he(ule. reise( s&he(ule.
"N#$ER: "N#$ER: "N#$ER: "N#$ER: "%%roe( Change
Re.uests
?. the result is rate( on a &ontinuous s&ale the result is rate( on a &ontinuous s&ale the result is rate( on a &ontinuous s&ale the result is rate( on a &ontinuous s&ale
that measures that measures that measures that measures the (egree of &onformity the (egree of &onformity the (egree of &onformity the (egree of &onformity
"N#$ER: "N#$ER: "N#$ER: "N#$ER: Garia'le #am%ling
1<. Planning Pro&ess Planning Pro&ess Planning Pro&ess Planning Pro&ess Arou% Arou% Arou% Arou%
"N#$ER: "N#$ER: "N#$ER: "N#$ER: Plan Quality Pro&ess
Arou%
11. !here ><= of the %ro'lems are (ue to !here ><= of the %ro'lems are (ue to !here ><= of the %ro'lems are (ue to !here ><= of the %ro'lems are (ue to
,<= of the ,<= of the ,<= of the ,<= of the &auses &auses &auses &auses
ad
Perform Quality Control: Organi/ational
Pro&ess "ssets
ae
Pre&ision s "&&ura&y
af
Perform Quality "ssuran&e: Pro)e&t
Canagement Plan U%(ates
ag
Catri: Biagrams
ah
Prioriti/ation Catri&es
ai
Plan Quality Pro&ess Arou%
aj
Chara&teristi&s of Perform Quality
"ssuran&e
ak
Ris1 Register Use in Plan Quality
al
Chara&teristi&s of Pro)e&t Quality
Canagement
am
Tools an( Te&hni.ues for Perform Quality
"ssuran&e
an
Cause an( Effe&t Biagrams
Page " of 31 Test: PMP 8: Project Quality Management | Quizlet
g
ab
s
aj
"N#$ER: "N#$ER: "N#$ER: "N#$ER: ><0,< Prin&i%le
1,. " " " " &he&1list is a stru&ture( tool* usually &he&1list is a stru&ture( tool* usually &he&1list is a stru&ture( tool* usually &he&1list is a stru&ture( tool* usually
&om%onent &om%onent &om%onent &om%onent+ ++ +s%e&ifi&* use( to erify s%e&ifi&* use( to erify s%e&ifi&* use( to erify s%e&ifi&* use( to erify that that that that
a set of re.uire( ste%s has 'een a set of re.uire( ste%s has 'een a set of re.uire( ste%s has 'een a set of re.uire( ste%s has 'een
%erforme(.Che&1lists range from %erforme(.Che&1lists range from %erforme(.Che&1lists range from %erforme(.Che&1lists range from
sim%le sim%le sim%le sim%le to &om%le: 'ase( on %ro)e&t to &om%le: 'ase( on %ro)e&t to &om%le: 'ase( on %ro)e&t to &om%le: 'ase( on %ro)e&t
re.uirements an( %ra&ti&es re.uirements an( %ra&ti&es re.uirements an( %ra&ti&es re.uirements an( %ra&ti&es
"N#$ER: "N#$ER: "N#$ER: "N#$ER: Quality Che&1lists
13. - - - - #am%le fre.uen&y an( si/es #am%le fre.uen&y an( si/es #am%le fre.uen&y an( si/es #am%le fre.uen&y an( si/es shoul( 'e shoul( 'e shoul( 'e shoul( 'e
(etermine( (uring the Plan Quality (etermine( (uring the Plan Quality (etermine( (uring the Plan Quality (etermine( (uring the Plan Quality
%ro&ess so the &ost of .uality %ro&ess so the &ost of .uality %ro&ess so the &ost of .uality %ro&ess so the &ost of .uality !ill !ill !ill !ill
in&lu(e the num'er of tests* e:%e&te( in&lu(e the num'er of tests* e:%e&te( in&lu(e the num'er of tests* e:%e&te( in&lu(e the num'er of tests* e:%e&te(
s&ra%* et&. s&ra%* et&. s&ra%* et&. s&ra%* et&.
- - - - There is a There is a There is a There is a su'stantial 'o(y of su'stantial 'o(y of su'stantial 'o(y of su'stantial 'o(y of
1no!le(ge on statisti&al sam%ling. In 1no!le(ge on statisti&al sam%ling. In 1no!le(ge on statisti&al sam%ling. In 1no!le(ge on statisti&al sam%ling. In
some a%%li&ation some a%%li&ation some a%%li&ation some a%%li&ation areas it may 'e areas it may 'e areas it may 'e areas it may 'e
ne&essary for the %ro)e&t management ne&essary for the %ro)e&t management ne&essary for the %ro)e&t management ne&essary for the %ro)e&t management
team to 'e familiar !ith team to 'e familiar !ith team to 'e familiar !ith team to 'e familiar !ith a ariety of a ariety of a ariety of a ariety of
sam%ling te&hni.ues to assure the sam%ling te&hni.ues to assure the sam%ling te&hni.ues to assure the sam%ling te&hni.ues to assure the
sam%le sele&te( a&tually sam%le sele&te( a&tually sam%le sele&te( a&tually sam%le sele&te( a&tually re%resents the re%resents the re%resents the re%resents the
%o%ulation of interest %o%ulation of interest %o%ulation of interest %o%ulation of interest
"N#$ER: "N#$ER: "N#$ER: "N#$ER: Chara&teristi&s of
#tatisti&al #am%ling
12. - - - - Proi(es an um'rella for &ontinuous Proi(es an um'rella for &ontinuous Proi(es an um'rella for &ontinuous Proi(es an um'rella for &ontinuous
%ro&ess im%roement* !hi&h is an %ro&ess im%roement* !hi&h is an %ro&ess im%roement* !hi&h is an %ro&ess im%roement* !hi&h is an
iteratie iteratie iteratie iteratie means for im%roing the means for im%roing the means for im%roing the means for im%roing the
.uality of all %ro&esses. .uality of all %ro&esses. .uality of all %ro&esses. .uality of all %ro&esses.
- - - - Continuous %ro&ess Continuous %ro&ess Continuous %ro&ess Continuous %ro&ess im%roement im%roement im%roement im%roement
re(u&es !aste an( eliminates a&tiities re(u&es !aste an( eliminates a&tiities re(u&es !aste an( eliminates a&tiities re(u&es !aste an( eliminates a&tiities
that (o not a(( alue. that (o not a(( alue. that (o not a(( alue. that (o not a(( alue.
- - - - This allo!s %ro&esses to o%erate at This allo!s %ro&esses to o%erate at This allo!s %ro&esses to o%erate at This allo!s %ro&esses to o%erate at
in&rease( leels of effi&ien&y an( in&rease( leels of effi&ien&y an( in&rease( leels of effi&ien&y an( in&rease( leels of effi&ien&y an(
effe&tieness effe&tieness effe&tieness effe&tieness
"N#$ER: "N#$ER: "N#$ER: "N#$ER: Chara&teristi&s of Perform
Quality "ssuran&e
2< Culti%le Choi&e 2< Culti%le Choi&e 2< Culti%le Choi&e 2< Culti%le Choi&e Questions Questions Questions Questions
1. 9ailure Costs in&lu(e
DNo "ns!erE
a. - Pro)e&t (o&uments that may 'e u%(ate( in&lu(e* 'ut
are not limite( to:
- #ta1ehol(er register* an(
- Res%onsi'ility "ssignment Catri:
'. - Pareto Prin&i%le
- Iuran Trilogy: Planning* Control an( Im%roement
- Befines .uality as fitness for use
&. - BOE shoul( 'e use( (uring the Plan Quality %ro&ess
to (etermine the num'er an( ty%e of tests an( their
im%a&t on &ost of .uality.
- BOE also %lays a role in the o%timi/ation of %ro(u&ts
or %ro&esses.
- BOE &an 'e use( to re(u&e the sensitiity of %ro(u&t
%erforman&e to sour&es of ariations &ause( 'y
enironmental or manufa&turing (ifferen&es.
- One im%ortant as%e&t of this te&hni.ue is that it
%roi(es a statisti&al frame!or1 for systemati&ally
&hanging all of the im%ortant fa&tors* rather than
&hanging the fa&tors one at a time.
- "nalysis of the e:%erimental (ata shoul( %roi(e the
o%timal &on(itions for the %ro(u&t or %ro&ess* highlight
the fa&tors that influen&e the results* an( reeal the
%resen&e of intera&tions an( synergy among the fa&tors
(. CORRECT: CORRECT: CORRECT: CORRECT: - &osts to re!or1 %ro(u&ts* &om%onents* or
%ro&esses that are non+&om%liantJ
- &osts of !arranty !or1 an( !asteJ an(
- &osts (ue to loss of re%utation
,. Pro(u&t Quality
DNo "ns!erE
a. CORRECT: CORRECT: CORRECT: CORRECT: measures an( te&hni.ues that are s%e&ifi& to
the ty%e of %ro(u&t %ro(u&e( 'y the %ro)e&t
'. threshol(s* !hi&h &an in(i&ate !hether the %ro&ess is
out of &ontrol
&. !here ><= of the %ro'lems are (ue to ,<= of the
&auses
(. #am%les are sele&te( an( teste( as (efine( in the
.uality %lan
z
d
ah
ae
v
15. Illustrates the most common Illustrates the most common Illustrates the most common Illustrates the most common cause of cause of cause of cause of
problems in a process by the number problems in a process by the number problems in a process by the number problems in a process by the number
and relative heights of the and relative heights of the and relative heights of the and relative heights of the bars bars bars bars
INCORRECT INCORRECT INCORRECT INCORRECT No ans!er given
"N#$ER "N#$ER "N#$ER "N#$ER %istogram
1&. The 'uality management plan describes The 'uality management plan describes The 'uality management plan describes The 'uality management plan describes
ho! 'uality ho! 'uality ho! 'uality ho! 'uality assurance !ill be assurance !ill be assurance !ill be assurance !ill be
performed !ithin the pro(ect performed !ithin the pro(ect performed !ithin the pro(ect performed !ithin the pro(ect
"N#$ER "N#$ER "N#$ER "N#$ER )uality *anagement +lan
,se in +erform )uality "ssurance
1-. !hich !hich !hich !hich provide a !ay of ran.ing a provide a !ay of ran.ing a provide a !ay of ran.ing a provide a !ay of ran.ing a
diverse set of problems and/or issues diverse set of problems and/or issues diverse set of problems and/or issues diverse set of problems and/or issues
0usually 0usually 0usually 0usually generated through generated through generated through generated through
brainstorming1 by their importance brainstorming1 by their importance brainstorming1 by their importance brainstorming1 by their importance
"N#$ER "N#$ER "N#$ER "N#$ER +rioriti2ation *atrices
13. 4 4 4 4 +recise measurements are not +recise measurements are not +recise measurements are not +recise measurements are not
necessarily accurate. necessarily accurate. necessarily accurate. necessarily accurate.
4 4 4 4 " very accurate measurement is not " very accurate measurement is not " very accurate measurement is not " very accurate measurement is not
necessarily necessarily necessarily necessarily precise. precise. precise. precise.
4 4 4 4 The pro(ect management team must The pro(ect management team must The pro(ect management team must The pro(ect management team must
determine appropriate levels of determine appropriate levels of determine appropriate levels of determine appropriate levels of
accuracy and precision accuracy and precision accuracy and precision accuracy and precision
"N#$ER "N#$ER "N#$ER "N#$ER +recision vs "ccuracy
15. 4 4 4 4 Contains the 'uality Contains the 'uality Contains the 'uality Contains the 'uality management management management management
plan6 !hich is used to control 'uality plan6 !hich is used to control 'uality plan6 !hich is used to control 'uality plan6 !hich is used to control 'uality
4 4 4 4 The 'uality management The 'uality management The 'uality management The 'uality management plan plan plan plan
describes ho! 'uality control !ill be describes ho! 'uality control !ill be describes ho! 'uality control !ill be describes ho! 'uality control !ill be
performed !ithin the performed !ithin the performed !ithin the performed !ithin the pro(ect pro(ect pro(ect pro(ect
"N#$ER "N#$ER "N#$ER "N#$ER +ro(ect *anagement +lan
,se in +erform )uality Control
78. 9escribes ho! the pro(ect 9escribes ho! the pro(ect 9escribes ho! the pro(ect 9escribes ho! the pro(ect management management management management
team !ill implement the performing team !ill implement the performing team !ill implement the performing team !ill implement the performing
organi2ation:s 'uality policy. organi2ation:s 'uality policy. organi2ation:s 'uality policy. organi2ation:s 'uality policy. It is a It is a It is a It is a
;. <ailure Costs Categories
0No "ns!er1
a. CORRECT CORRECT CORRECT CORRECT 4 Internal 0found by the pro(ect1
4 E=ternal 0found by the customer1.
b. .eeping errors out of the hands of the customer
c. 4 )uality management plan
4 +rocess improvement plan
d. 4 #cope statement.
4 $>#.
4 $># 9ictionary.
?. #chedule >aseline ,se in +lan )uality
0No "ns!er1
a. that the measured value is very close to the true value
b. the values of repeated measurements are clustered and
have little scatter
c. 9ocuments the accepted time phase used to measure
cost performance
d. CORRECT CORRECT CORRECT CORRECT 9ocuments the accepted schedule
performance measures including start and finish dates
5. <ishbone diagrams
0No "ns!er1
a. @uides the process improvement activities
b. CORRECT CORRECT CORRECT CORRECT Ishi.a!a / Cause and Effect 9iagrams
c. ,sed in the )uality Control +rocess
d. 9ocuments the accepted time phase used to measure
cost performance
&. #tatistical #ampling
0No "ns!er1
a. Include pro(ect processes and product goals
b. that the measured value is very close to the true value
c. #ho!s the relationship bet!een t!o variables
d. CORRECT CORRECT CORRECT CORRECT #amples are selected and tested as defined
in the 'uality plan
n
e
j
ag
am
component or a subsidiary plan of the component or a subsidiary plan of the component or a subsidiary plan of the component or a subsidiary plan of the
pro(ect management pro(ect management pro(ect management pro(ect management plan plan plan plan
"N#$ER "N#$ER "N#$ER "N#$ER )uality *anagement +lan
71. <ollo!s the steps outlined in the <ollo!s the steps outlined in the <ollo!s the steps outlined in the <ollo!s the steps outlined in the
process improvement process improvement process improvement process improvement plan to identify plan to identify plan to identify plan to identify
needed improvements. This analysis needed improvements. This analysis needed improvements. This analysis needed improvements. This analysis
also e=amines problems also e=amines problems also e=amines problems also e=amines problems e=perienced6 e=perienced6 e=perienced6 e=perienced6
constraints e=perienced6 and non constraints e=perienced6 and non constraints e=perienced6 and non constraints e=perienced6 and nonA AA Avalue value value value
A AA Aadded activities added activities added activities added activities identified during identified during identified during identified during
process operation. +rocess analysis process operation. +rocess analysis process operation. +rocess analysis process operation. +rocess analysis
includes root cause includes root cause includes root cause includes root cause analysis analysis analysis analysis
"N#$ER "N#$ER "N#$ER "N#$ER +rocess "nalysis
77. the the the the result either conforms or does not result either conforms or does not result either conforms or does not result either conforms or does not
conform conform conform conform
"N#$ER "N#$ER "N#$ER "N#$ER "ttribute #ampling
7;. !hich !hich !hich !hich include t!o6 three6 or four include t!o6 three6 or four include t!o6 three6 or four include t!o6 three6 or four
groups of information and sho! groups of information and sho! groups of information and sho! groups of information and sho!
relationships relationships relationships relationships bet!een factors6 causes6 bet!een factors6 causes6 bet!een factors6 causes6 bet!een factors6 causes6
and ob(ectives. 9ata in a matri= is and ob(ectives. 9ata in a matri= is and ob(ectives. 9ata in a matri= is and ob(ectives. 9ata in a matri= is
organi2ed in ro!s organi2ed in ro!s organi2ed in ro!s organi2ed in ro!s and columns !ith and columns !ith and columns !ith and columns !ith
intersecting cells that can be filled !ith intersecting cells that can be filled !ith intersecting cells that can be filled !ith intersecting cells that can be filled !ith
information that information that information that information that describes the describes the describes the describes the
demonstrated relationship bet!een the demonstrated relationship bet!een the demonstrated relationship bet!een the demonstrated relationship bet!een the
items located in the ro! items located in the ro! items located in the ro! items located in the ro! and column and column and column and column
"N#$ER "N#$ER "N#$ER "N#$ER *atri= 9iagrams
7?. 1. 1. 1. 1. +lan )uality and +erform )uality +lan )uality and +erform )uality +lan )uality and +erform )uality +lan )uality and +erform )uality
Control Tools and Techni'ues Control Tools and Techni'ues Control Tools and Techni'ues Control Tools and Techni'ues
7. )uality 7. )uality 7. )uality 7. )uality "udits "udits "udits "udits
;. +rocess "nalysis ;. +rocess "nalysis ;. +rocess "nalysis ;. +rocess "nalysis
"N#$ER "N#$ER "N#$ER "N#$ER Tools and Techni'ues for
+erform )uality "ssurance
-. +lan )uality
0No "ns!er1
a. ,sed in the 'uality assurance and 'uality control
processes.
b. CORRECT CORRECT CORRECT CORRECT The process of identifying 'uality
re'uirements and/or standards for the pro(ect and
product6 and documenting ho! the pro(ect !ill
demonstrate compliance
c. the values of repeated measurements are clustered and
have little scatter
d. The process of identifying 'uality re'uirements and/or
standards for the pro(ect6 product and documenting
ho! the pro(ect !ill demonstrate compliance
3. Characteristics of #catter 9iagrams
0No "ns!er1
a. 9ocuments the accepted time phase used to measure
cost performance
b. CORRECT CORRECT CORRECT CORRECT 4 "llo!s the 'uality team to study and
identify the possible relationship bet!een changes
observed in t!o variables.
4 9ependent variables versus independent variables are
plotted.
4 The closer the points are to a diagonal line6 the more
closely they are related
c. 4 Contains the 'uality management plan6 !hich is used
to control 'uality
4 The 'uality management plan describes ho! 'uality
control !ill be performed !ithin the pro(ect
d. that the measured value is very close to the true value
5. +rocess Improvement *odels
0No "ns!er1
a. International Organi2ation for #tandardi2ation 0I#O1
b. 4 +rocess boundaries
4 +rocess configuration
4 +rocess metrics
4 Targets for improved performance
c. 4 Technical +erformance
4 Cost and #chedule +erformance
d. CORRECT CORRECT CORRECT CORRECT 4 *alcolm >aldridge
4 Organi2ational +ro(ect *anagement *aturity *odel
0O+*;B1
4 Capability *aturity *odel Integrated 0C**IB1
t
h
al
b
75. 4 4 4 4 Ran. ordering is used to focus Ran. ordering is used to focus Ran. ordering is used to focus Ran. ordering is used to focus
corrective action. corrective action. corrective action. corrective action.
4 4 4 4 The pro(ect team The pro(ect team The pro(ect team The pro(ect team should address the should address the should address the should address the
causes creating the greatest number of causes creating the greatest number of causes creating the greatest number of causes creating the greatest number of
defects first. defects first. defects first. defects first.
4 4 4 4 +areto diagrams are conceptually +areto diagrams are conceptually +areto diagrams are conceptually +areto diagrams are conceptually
related to +areto:s Ca! related to +areto:s Ca! related to +areto:s Ca! related to +areto:s Ca!
4 4 4 4 +areto diagrams +areto diagrams +areto diagrams +areto diagrams can also be used to can also be used to can also be used to can also be used to
summari2e various types of data for summari2e various types of data for summari2e various types of data for summari2e various types of data for
38/78 38/78 38/78 38/78 analyses. analyses. analyses. analyses.
"N#$ER "N#$ER "N#$ER "N#$ER Characteristics of +areto
Charts
7&. accurate data accurate data accurate data accurate data
"N#$ER "N#$ER "N#$ER "N#$ER #urvey of the entire
population yields
7-. 4 4 4 4 It implements the 'uality It implements the 'uality It implements the 'uality It implements the 'uality
management system management system management system management system through policy and through policy and through policy and through policy and
procedures !ith continuous process procedures !ith continuous process procedures !ith continuous process procedures !ith continuous process
improvement activities improvement activities improvement activities improvement activities conducted conducted conducted conducted
throughout6 as appropriate. throughout6 as appropriate. throughout6 as appropriate. throughout6 as appropriate.
4 4 4 4 "ddresses the management of the "ddresses the management of the "ddresses the management of the "ddresses the management of the
pro(ect and the product of the pro(ect. pro(ect and the product of the pro(ect. pro(ect and the product of the pro(ect. pro(ect and the product of the pro(ect.
4 4 4 4 It applies to all pro(ects6 It applies to all pro(ects6 It applies to all pro(ects6 It applies to all pro(ects6 regardless of regardless of regardless of regardless of
the nature of their product. the nature of their product. the nature of their product. the nature of their product.
"N#$ER "N#$ER "N#$ER "N#$ER Characteristics of +ro(ect
)uality *anagement
73. compatible compatible compatible compatible !ith proprietary approaches !ith proprietary approaches !ith proprietary approaches !ith proprietary approaches
to 'uality management such as those to 'uality management such as those to 'uality management such as those to 'uality management such as those
recommended by recommended by recommended by recommended by 9eming6 Duran6 9eming6 Duran6 9eming6 Duran6 9eming6 Duran6
Crosby6 and others6 and non Crosby6 and others6 and non Crosby6 and others6 and non Crosby6 and others6 and nonA AA A
proprietary approaches such as proprietary approaches such as proprietary approaches such as proprietary approaches such as Total Total Total Total
)uality *anagement 0T)*16 #i= #igma6 )uality *anagement 0T)*16 #i= #igma6 )uality *anagement 0T)*16 #i= #igma6 )uality *anagement 0T)*16 #i= #igma6
failure mode and effect analysis failure mode and effect analysis failure mode and effect analysis failure mode and effect analysis 0<*E"16 0<*E"16 0<*E"16 0<*E"16
design revie!s6 voice of the customer6 design revie!s6 voice of the customer6 design revie!s6 voice of the customer6 design revie!s6 voice of the customer6
cost of 'uality 0CO)16 and cost of 'uality 0CO)16 and cost of 'uality 0CO)16 and cost of 'uality 0CO)16 and continuous continuous continuous continuous
improvement improvement improvement improvement
"N#$ER "N#$ER "N#$ER "N#$ER International Organi2ation
for #tandardi2ation 0I#O1
18. 9eming
0No "ns!er1
a. the +erform )uality "ssurance and +erform )uality
Control processes
b. 4 +rocess boundaries
4 +rocess configuration
4 +rocess metrics
4 Targets for improved performance
c. 4 +areto +rinciple
4 Duran Trilogy +lanning6 Control and Improvement
4 9efines 'uality as fitness for use
d. CORRECT CORRECT CORRECT CORRECT 4 increase 'uality and reduce costs by
practicing continuous process improvement
4 9eming Cycle +lan6 9o6 Chec.6 "ct6 "naly2e
11. Control Charts
0No "ns!er1
a. certain features are added to the deliverable !hich
!ere not as.ed for by the customer6 to earn customer
appreciation. It is not a recommended pro(ect
management practice
b. #amples are selected and tested as defined in the
'uality plan
c. Include pro(ect processes and product goals
d. CORRECT CORRECT CORRECT CORRECT Control charts are used to determine
!hether or not a process is stable or has predictable
performance6 using upper and lo!er specification
limits6 !hich are based on re'uirements of the contract
ak
af
ad
l
i
75. Contains Contains Contains Contains information on threats and information on threats and information on threats and information on threats and
opportunities that may impact 'uality opportunities that may impact 'uality opportunities that may impact 'uality opportunities that may impact 'uality
re'uirements re'uirements re'uirements re'uirements
"N#$ER "N#$ER "N#$ER "N#$ER Ris. Register ,se in +lan
)uality
;8. 4 4 4 4 )uality management plan )uality management plan )uality management plan )uality management plan
4 4 4 4 #chedule management #chedule management #chedule management #chedule management plan plan plan plan
4 4 4 4 Cost management plan Cost management plan Cost management plan Cost management plan
"N#$ER "N#$ER "N#$ER "N#$ER +erform )uality
"ssurance +ro(ect *anagement
+lan ,pdates
;1. 4 4 4 4 )uality standards and )uality standards and )uality standards and )uality standards and policies policies policies policies
4 4 4 4 #tandard !or. guidelines #tandard !or. guidelines #tandard !or. guidelines #tandard !or. guidelines
4 4 4 4 Issue and defect reporting Issue and defect reporting Issue and defect reporting Issue and defect reporting procedures procedures procedures procedures
and communication policies and communication policies and communication policies and communication policies
"N#$ER "N#$ER "N#$ER "N#$ER +erform )uality Control
Organi2ational +rocess "ssets
;7. If the recommended corrective If the recommended corrective If the recommended corrective If the recommended corrective or or or or
preventive actions or a defect repair preventive actions or a defect repair preventive actions or a defect repair preventive actions or a defect repair
re'uires a change to the pro(ect re'uires a change to the pro(ect re'uires a change to the pro(ect re'uires a change to the pro(ect
management plan6 a change re'uest management plan6 a change re'uest management plan6 a change re'uest management plan6 a change re'uest
should be initiated in accordance !ith should be initiated in accordance !ith should be initiated in accordance !ith should be initiated in accordance !ith
the the the the defined +erform Integrated Change defined +erform Integrated Change defined +erform Integrated Change defined +erform Integrated Change
Control process Control process Control process Control process
"N#$ER "N#$ER "N#$ER "N#$ER +erform )uality Control
Change Re'uests
;;. "long "long "long "long !ith control limits6 allo!s !ith control limits6 allo!s !ith control limits6 allo!s !ith control limits6 allo!s
analysis of process efficiency analysis of process efficiency analysis of process efficiency analysis of process efficiency
"N#$ER "N#$ER "N#$ER "N#$ER +rocess *etrics
;?. The The The The 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 evaluate They are used to analy2e and evaluate They are used to analy2e and evaluate They 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 Ealidated deliverables are an input to Eerify #cope for
formali2ed acceptance
b. 4 +ro(ect documents that may be updated include6 but
are not limited to
4 #ta.eholder 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. CORRECT CORRECT CORRECT CORRECT 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. CORRECT CORRECT CORRECT CORRECT the values of repeated measurements are
clustered and have little scatter
1?. Control Cimits
0No "ns!er1
a. CORRECT CORRECT CORRECT CORRECT 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
p
k
a
r
o
f
the 'uality standards and processes of the 'uality standards and processes of the 'uality standards and processes of the 'uality standards and processes of
the performing the performing the performing the performing organi2ation organi2ation organi2ation organi2ation
"N#$ER "N#$ER "N#$ER "N#$ER )uality Control
*easurements ,se in +erform
)uality "ssurance
;5. specified range of acceptable specified range of acceptable specified range of acceptable specified range of acceptable results results results results
"N#$ER "N#$ER "N#$ER "N#$ER Tolerances
;&. 1. +ro(ect *anagement +lan 1. +ro(ect *anagement +lan 1. +ro(ect *anagement +lan 1. +ro(ect *anagement +lan
7. )uality 7. )uality 7. )uality 7. )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#$ER Inputs to +erform )uality
"ssurance
;-. 3.1 +lan )uality 3.1 +lan )uality 3.1 +lan )uality 3.1 +lan )uality
3.7 +erform )uality "ssurance 3.7 +erform )uality "ssurance 3.7 +erform )uality "ssurance 3.7 +erform )uality "ssurance
3.; 3.; 3.; 3.; +erform )uality Control +erform )uality Control +erform )uality Control +erform )uality Control
"N#$ER "N#$ER "N#$ER "N#$ER +ro(ect )uality
*anagement +rocesses
;3. 4 4 4 4 possible root cause can be uncovered possible root cause can be uncovered possible root cause can be uncovered possible root cause can be uncovered
by continuing to as. H!hyH or Hho!H . by continuing to as. H!hyH or Hho!H . by continuing to as. H!hyH or Hho!H . by continuing to as. H!hyH or Hho!H .
4 4 4 4 H HH H$hy $hy $hy $hyA AA A$hyH and H%o! $hyH and H%o! $hyH and H%o! $hyH and H%o!A AA A%o!H diagrams %o!H diagrams %o!H diagrams %o!H diagrams
may be used in root cause analysis. may be used in root cause analysis. may be used in root cause analysis. may be used in root cause analysis.
4 4 4 4 Cause and effect diagrams are also Cause and effect diagrams are also Cause and effect diagrams are also Cause and effect diagrams are also
used in ris. analysis used in ris. analysis used in ris. analysis used in ris. analysis
"N#$ER "N#$ER "N#$ER "N#$ER Characteristics of Cause
and Effect 9iagrams
;5. )uality )uality )uality )uality planning should be performed planning should be performed planning should be performed planning should be performed
in parallel !ith the other pro(ect in parallel !ith the other pro(ect in parallel !ith the other pro(ect in parallel !ith the other pro(ect
planning planning planning planning processes. processes. processes. processes.
"N#$ER "N#$ER "N#$ER "N#$ER $hen should )uality
+lanning be performedI
15. +roprietary )uality *anagement *ethodologies
0No "ns!er1
a. The 'uality management plan describes ho! 'uality
assurance !ill be performed !ithin the pro(ect
b. CORRECT CORRECT CORRECT CORRECT These include #i= #igma6 Cean #i= #igma6
)uality <unction 9eployment6 C**IB6 etc. *any other
methodologies e=ist
c. thresholds6 !hich can indicate !hether the process is
out of control
d. 4 9OE should be used during the +lan )uality process
to determine the number and type of tests and their
impact on cost of 'uality.
4 9OE also plays a role in the optimi2ation of products
or processes.
4 9OE can be used to reduce the sensitivity of product
performance to sources of variations caused by
environmental or manufacturing differences.
4 One important aspect of this techni'ue is that it
provides a statistical frame!or. for systematically
changing all of the important factors6 rather than
changing the factors one at a time.
4 "nalysis of the e=perimental data should provide the
optimal conditions for the product or process6 highlight
the factors that influence the results6 and reveal the
presence of interactions and synergy among the factors
y
40. Success requires the participation of all Success requires the participation of all Success requires the participation of all Success requires the participation of all
members members members members of the project team, but of the project team, but of the project team, but of the project team, but
remains the responsibility of remains the responsibility of remains the responsibility of remains the responsibility of
management to provide management to provide management to provide management to provide the resources the resources the resources the resources
needed to succeed needed to succeed needed to succeed needed to succeed
INC!!"C#$ 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
analy.ed to indicate the quality status of project
processes and products.
- #hey graphically ans%er the question$ /Is this process
variance %ithin acceptable limits0/
- #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 234, %here )4 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 organi.ation for their products often can be adopted
/as is/ for use by the project.
- If the performing organi.ation lac:s a formal quality policy, or if the project involves
multiple performing organi.ations +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 organi.ation 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
)>. '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. Cistogram
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 31 Test: PMP 8: Project Quality Management | Quizlet
A). bjective of 7uality &udits
+No &ns%er,
a. - 7uality audit reports
- #raining plans
- 6rocess documentation
b. Co% 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 organi.ation
andDor industry,
- 6roactively offer assistance in a positive manner to improve implementation of processes to
help the team raise productivity, and
- Cighlight contributions of each audit in the lessons learned repository of the organi.ation
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
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 the
project
Page 1" of 31 Test: PMP 8: Project Quality Management | Quizlet
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. rgani.ational 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. rgani.ational 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 organi.ational 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
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
and(or ta)e action to eliminate them
$ *he "ro&ect manaement team should have a wor)in )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-*2 -/001-*2 -/001-*2 -/001-*2 $ 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-*2 -/001-*2 -/001-*2 -/001-*2 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-*2 -/001-*2 -/001-*2 -/001-*2 13ecutin ,rocess 8rou"
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-*2 -/001-*2 -/001-*2 -/001-*2 $ 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
62. /ut"uts of ,erform %ualit# Assurance
(No Answer)
a. -/001-*2 -/001-*2 -/001-*2 -/001-*2 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
$ <essons learned from "revious "ro&ects
$ %ualit# "olic#, as endorsed b# senior manaement, which sets the intended direction of a
"erformin orani'ation with reard to qualit#.
d. 1lements of the orani'ational "rocess assets that ma# be u"dated include, but are not
limited to, the qualit# standards
66. ,lan %ualit#2 1nter"rise 1nvironmental .actors
(No Answer)
a. $ %ualit# standards and "olicies
$ !tandard wor) uidelines
$ Issue and defect re"ortin "rocedures and communication "olicies
b. $ Internal (found b# the "ro&ect)
$ 13ternal (found b# the customer).
c. International /rani'ation for !tandardi'ation (I!/)
d. -/001-*2 -/001-*2 -/001-*2 -/001-*2 $ 8overnmental aenc# reulations
$ 0ules, standards, and uidelines s"ecific to the a""lication area
$ =or)in(o"eratin conditions of the "ro&ect("roduct which ma# affect "ro&ect qualit#
6;. Desin of 13"eriments
(No Answer)
a. *he "rocess of identif#in qualit# requirements and(or standards for the "ro&ect and "roduct,
and documentin how the "ro&ect will demonstrate com"liance
b. 5ow man# activities "er "eriod were com"leted with sinificant variances
c. -/001-*2 -/001-*2 -/001-*2 -/001-*2 A statistical method for identif#in which factors ma# influence s"ecific variables of
a "roduct or "rocess under develo"ment or in "roduction
d. -ontrol charts are used to determine whether or not a "rocess is stable or has "redictable
"erformance, usin u""er and lower s"ecification limits, which are based on requirements of
the contract
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-*2 -/001-*2 -/001-*2 -/001-*2 $ *he results of an ins"ection enerall# include measurements and ma# be
conducted 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-*2 -/001-*2 -/001-*2 -/001-*2 -osts of "oor qualit#
6@. In"uts to ,erform %ualit# -ontrol
(No Answer)
a. 9. %ualit# :anaement ,lan
2. %ualit# :etrics
6. %ualit# -hec)lists
;. ,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 Aenefit Anal#sis
2. -ost of %ualit# (-/%)
6. -ontrol -harts
;. Aenchmar)in
>. Desin of 13"eriments
?. !tatistical !am"lin
@. .lowchartin
8. ,ro"rietar# %ualit# :anaement :ethodoloies
4. Additional %ualit# ,lannin *ools
d. -/001-*2 -/001-*2 -/001-*2 -/001-*2 9. ,ro&ect :anaement ,lan
2. %ualit# :etrics
6. %ualit# -hec)lists
;. =or) ,erformance :easurements
>. A""roved -hane 0equests
?. Deliverables
@. /rani'ational ,rocess Assets
68. ,erform %ualit# -ontrol2 ,ro&ect Document +"dates
(No Answer)
a. -/001-*2 -/001-*2 -/001-*2 -/001-*2 $ %ualit# standards
b. ,erform %ualit# Assurance "rocess
c. accurate data
d. ,lannin ,rocess 8rou"
64. Ishi)awaBs 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-*2 -/001-*2 -/001-*2 -/001-*2 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.
$ =A!.
$ =A! Dictionar#.
;7. %ualit# -hec)lists +se
(No Answer)
a. +sed in the qualit# assurance and qualit# control "rocesses.
b. -/001-*2 -/001-*2 -/001-*2 -/001-*2 +sed in the %ualit# -ontrol ,rocess
c. determinin "rocess im"rovements
d. actual value
;7 *rue(.alse %uestions ;7 *rue(.alse %uestions ;7 *rue(.alse %uestions ;7 *rue(.alse %uestions
9. $ Arainstormin
$ Affinit# Diarams
$ .orce .ield Anal#sis
$ Nominal 8rou" *echniques
$ :atri3 Diarams
$ ,rioriti'ation :atrices C Additional %ualit# ,lannin *ools
*his is true. Dou ave no answer.
2. that the measured value is ver# close to the true value C *olerances
*his is false. Dou ave no answer.
It should be that the measured value is ver# close to the true that the measured value is ver# close to the true that the measured value is ver# close to the true that the measured value is ver# close to the true value value value value C Accurac#.
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" or include costs to rewor !roducts" com!onents" or include costs to rewor !roducts" com!onents" or include costs to rewor !roducts" com!onents" or
!rocesses that are !rocesses that are !rocesses that are !rocesses that are non non non non- -- -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 e)am!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 deviation shows standard deviation shows standard deviation shows 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
value value value value *tandard 1ormal ,istri&ution.
2. They reflect the ma)imum and minimum values allowed. There may &e !enalties associated with
e)ceeding the s!ecification limits /!!er and 3ower #ontrol 3imits
4. 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
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<ect ,ocument /!dates
%t should &e 9 9 9 9 #ustomer satisfaction. #ustomer satisfaction. #ustomer satisfaction. #ustomer satisfaction.
9 9 9 9 -revention over ins!ection -revention over ins!ection -revention over ins!ection -revention over ins!ection
9 9 9 9 #ontinuous im!rovement #ontinuous im!rovement #ontinuous im!rovement #ontinuous im!rovement
9 9 9 9 :anagement :anagement :anagement :anagement res!onsi&ility res!onsi&ility res!onsi&ility res!onsi&ility
9 9 9 9 #ost of quality (#$Q) #ost of quality (#$Q) #ost of quality (#$Q) #ost of quality (#$Q) Quality and -ro<ect :anagement ,isci!lines &oth recogni=e the
im!ortance of....
63. *imilar to a control chart without dis!layed limits" a run chart shows the history and !attern of
variation *tatistical *am!ling
%t should &e *imilar to a control chart *imilar to a control chart *imilar to a control chart *imilar to a control chart without dis!layed limits" a run chart shows the history without dis!layed limits" a run chart shows the history without dis!layed limits" a run chart shows the history without dis!layed limits" a run chart shows the history
and !attern of and !attern of and !attern of and !attern of variation variation variation variation >un #hart.
64. 9 ?hile a quality level that fails to meet quality requirements is always a !ro&lem" low grade may
not &e.
9 The !ro<ect manager and the !ro<ect management team are res!onsi&le for managing the
tradeoffs involved to deliver the required levels of &oth quality and grade #ost .enefit 5nalysis
%t should &e 9 9 9 9 ?hile a quality level ?hile a quality level ?hile a quality level ?hile a quality level that fails to meet quality requirements is always a !ro&lem" that fails to meet quality requirements is always a !ro&lem" that fails to meet quality requirements is always a !ro&lem" that fails to meet quality requirements is always a !ro&lem"
low grade may not low grade may not low grade may not low grade may not &e. &e. &e. &e.
9 9 9 9 The !ro<ect manager and the !ro<ect management team are res!onsi&le The !ro<ect manager and the !ro<ect management team are res!onsi&le The !ro<ect manager and the !ro<ect management team are res!onsi&le The !ro<ect manager and the !ro<ect management team are res!onsi&le for managing the for managing the for managing the for managing the
tradeoffs involved to deliver the required levels of &oth tradeoffs involved to deliver the required levels of &oth tradeoffs involved to deliver the required levels of &oth tradeoffs involved to deliver the required levels of &oth quality and grade quality and grade quality and grade quality and grade Quality vs @rade.
6(. *hows the relationshi! &etween two varia&les *catter ,iagram
Page 2' of 31 Test: PMP 8: Project Quality Management | Quizlet
6+. refers to the total cost of all efforts related to quality throughout the !roduct life cycle
-ro<ect decisions can im!act o!erational costs of quality as a result of !roduct returns" warranty
claims" and recall cam!aigns. Therefore" due to the tem!orary nature of a !ro<ect" the
s!onsoring organi=ation may choose to invest in !roduct quality im!rovement" es!ecially defect
!revention and a!!raisal" to reduce the e)ternal cost of quality #ost of Quality (#$Q)
60. 9 /!!er and lower control limits are set &y the !ro<ect manager and a!!ro!riate staeholders to
reflect then !oints at which corrective action will &e taen to !revent e)ceeding s!ecification
limits.
9 'or re!etitive !rocesses" the control limits are generally A 3B.
9 5 !rocess is considered out of control when a data !oint e)ceeds a control limit or if seven
consecutive !oints are a&ove or &elow the mean -rocess :etrics
%t should &e 9 9 9 9 /!!er and /!!er and /!!er and /!!er and lower control limits are set &y the !ro<ect manager and a!!ro!riate lower control limits are set &y the !ro<ect manager and a!!ro!riate lower control limits are set &y the !ro<ect manager and a!!ro!riate lower control limits are set &y the !ro<ect manager and a!!ro!riate
staeholders to reflect then !oints at which corrective action will &e taen staeholders to reflect then !oints at which corrective action will &e taen staeholders to reflect then !oints at which corrective action will &e taen staeholders to reflect then !oints at which corrective action will &e taen to !revent to !revent to !revent to !revent
e)ceeding s!ecification limits. e)ceeding s!ecification limits. e)ceeding s!ecification limits. e)ceeding s!ecification limits.
9 9 9 9 'or re!etitive !rocesses" the 'or re!etitive !rocesses" the 'or re!etitive !rocesses" the 'or re!etitive !rocesses" the control limits are generally control limits are generally control limits are generally control limits are generally A AA A 3 33 3B BB B. . . .
9 9 9 9 5 !rocess is considered out of 5 !rocess is considered out of 5 !rocess is considered out of 5 !rocess is considered out of control when a data !oint e)ceeds a control limit or if seven control when a data !oint e)ceeds a control limit or if seven control when a data !oint e)ceeds a control limit or if seven control when a data !oint e)ceeds a control limit or if seven
consecutive consecutive consecutive consecutive !oints are a&ove or &elow the mean !oints are a&ove or &elow the mean !oints are a&ove or &elow the mean !oints are a&ove or &elow the mean #haracteristics of #ontrol 3imits.
62. -erformance information from !ro<ect activities is routinely collected as the !ro<ect !rogresses.
-erformance results which may su!!ort the audit !rocess include" &ut are not limited to;
9 Technical !erformance measures"
9 -ro<ect delivera&les status"
9 *chedule !rogress" and
9 #osts incurred. ?or -erformance %nformation /se in -erform Quality 5ssurance
64. %s a su&sidiary of the !ro<ect management !lan. ,etails the ste!s for analy=ing !rocesses to
identify activities which enhance their value -rocess %m!rovement -lan
87. 6. #ost .enefit 5nalysis
8. #ost of Quality (#$Q)
3. #ontrol #harts
4. .enchmaring
(. ,esign of C)!eriments
+. *tatistical *am!ling
0. 'lowcharting
2. -ro!rietary Quality :anagement :ethodologies
4. 5dditional Quality -lanning Tools Tools and Techniques for -lan Quality
86. holds that a relatively small num&er of causes will ty!ically !roduce a ma<ority of the !ro&lems or
defects. This is commonly referred to as the 27D87 !rinci!le *catter ,iagram
%t should &e holds that a relatively holds that a relatively holds that a relatively holds that a relatively small num&er of causes will ty!ically !roduce a ma<ority of small num&er of causes will ty!ically !roduce a ma<ority of small num&er of causes will ty!ically !roduce a ma<ority of small num&er of causes will ty!ically !roduce a ma<ority of
the !ro&lems or the !ro&lems or the !ro&lems or the !ro&lems or defects. This is commonly referred to as the 27D87 !rinci!le defects. This is commonly referred to as the 27D87 !rinci!le defects. This is commonly referred to as the 27D87 !rinci!le defects. This is commonly referred to as the 27D87 !rinci!le -aretoEs 3aw.
88. monitor cost and schedule variances" volume" and frequency of sco!e changes" or other
management results to hel! determine if the !ro<ect management !rocesses are in control
*tandard 1ormal ,istri&ution
%t should &e monitor cost and monitor cost and monitor cost and monitor cost and schedule variances" volume" and frequency of sco!e changes" or schedule variances" volume" and frequency of sco!e changes" or schedule variances" volume" and frequency of sco!e changes" or schedule variances" volume" and frequency of sco!e changes" or
other other other other management results to hel! determine if the !ro<ect management !rocesses are management results to hel! determine if the !ro<ect management !rocesses are management results to hel! determine if the !ro<ect management !rocesses are management results to hel! determine if the !ro<ect management !rocesses are in in in in
control control control control /ses for #ontrol #harts.
83. certain features are added to the delivera&le which were not ased for &y the customer" to earn
customer a!!reciation. %t is not a recommended !ro<ect management !ractice @old-!lating
84. 5re the documented results of quality control activities in the format s!ecified during quality
!lanning 5ccuracy
%t should &e 5re the documented results of quality control activities in 5re the documented results of quality control activities in 5re the documented results of quality control activities in 5re the documented results of quality control activities in the format s!ecified the format s!ecified the format s!ecified the format s!ecified
during quality !lanning during quality !lanning during quality !lanning during quality !lanning Quality #ontrol :easurements.
8(. @uides the !rocess im!rovement activities Targets for %m!roved -erformance
8+. 9 -rovides in!ut to the overall !ro<ect management !lan and includes quality control" quality
assurance" and continuous !rocess im!rovement a!!roaches for the !ro<ect.
9 :ay &e formal or informal" highly detailed" or &roadly framed. The style and detail is
determined &y the requirements of the !ro<ect.
9 *hould &e reviewed early in the !ro<ect to ensure that decisions are &ased on accurate
information.
9 The &enefits of this review can include reduction of cost and schedule overruns caused &y
rewor #haracteristics of the Quality :anagement -lan
80. /sed in the quality assurance and quality control !rocesses. Quality :etrics /se
Page 2" of 31 Test: PMP 8: Project Quality Management | Quizlet
82. ,esign of C)!eriments ,$C
84. #ost of quality includes all costs incurred over the life of the !roduct &y investment in !reventing
nonconformance to requirements" a!!raising the !roduct or service for conformance to
requirements" and failing to meet requirements (rewor) %ns!ection
%t should &e #ost of #ost of #ost of #ost of quality includes all costs incurred over the life of the !roduct &y quality includes all costs incurred over the life of the !roduct &y quality includes all costs incurred over the life of the !roduct &y quality includes all costs incurred over the life of the !roduct &y
investment investment investment investment in !reventing nonconformance to requirements" a!!raising the !roduct or in !reventing nonconformance to requirements" a!!raising the !roduct or in !reventing nonconformance to requirements" a!!raising the !roduct or in !reventing nonconformance to requirements" a!!raising the !roduct or service service service service
for conformance to requirements" and failing to meet requirements for conformance to requirements" and failing to meet requirements for conformance to requirements" and failing to meet requirements for conformance to requirements" and failing to meet requirements (rewor) (rewor) (rewor) (rewor) #ost of Quality
(#$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 9 9 9 9 Quality Quality Quality Quality management !lan management !lan management !lan management !lan
9 9 9 9 -rocess im!rovement !lan -rocess im!rovement !lan -rocess im!rovement !lan -rocess im!rovement !lan -ro<ect :anagement -lan /se in -erform Quality 5ssurance.
38. %nclude !ro<ect !rocesses and !roduct goals Quality :etric is not used for
%t should &e %nclude !ro<ect !rocesses and !roduct goals %nclude !ro<ect !rocesses and !roduct goals %nclude !ro<ect !rocesses and !roduct goals %nclude !ro<ect !rocesses and !roduct goals Quality *tandards.
33. ee!ing errors out of the hands of the customer %ns!ection
34. /sed during -erform Quality #ontrol to determine a failing !rocess ste!(s) and identify !otential
!rocess im!rovement o!!ortunities. 'lowcharting is also used in ris analysis 'lowcharting
/se in -erform Quality #ontrol
3(. *ome e)am!les of quality metrics include on-time !erformance" &udget control" defect
frequency" failure rate" availa&ility" relia&ility" and test coverage C)am!les of Quality :etrics
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 Standardization International Organization for Standardization International Organization for Standardization International 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 +e.uire&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 is Quality is Quality is Quality is -onfor&ance to +e.uire&ents -onfor&ance to +e.uire&ents -onfor&ance to +e.uire&ents -onfor&ance to +e.uire&ents
) ) ) ) Syste& of .uality is $reention Syste& of .uality is $reention Syste& of .uality is $reention Syste& 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 'rice Measure&ent of .uality is the 'rice Measure&ent of .uality is the 'rice Measure&ent of .uality is the 'rice of non of non of non of non0 00 0confor&ance confor&ance confor&ance confor&ance -ros"y.
31. ) Technical $erfor&ance
) -ost and Schedule $erfor&ance $ro%ect Manage&ent $lan 2se in $erfor& Quality 3ssurance
It should "e ) ) ) ) Technical $erfor&ance Technical $erfor&ance Technical $erfor&ance Technical $erfor&ance
) ) ) ) -ost and Schedule -ost and Schedule -ost and Schedule -ost and Schedule $erfor&ance $erfor&ance $erfor&ance $erfor&ance Trend 3nalysis is often used to &onitor.
34. the $erfor& Quality 3ssurance and $erfor& Quality -ontrol 'rocesses $ro%ect Quality
Manage&ent $rocesses
It should "e the $erfor& Quality the $erfor& Quality the $erfor& Quality the $erfor& Quality 3ssurance and $erfor& Quality -ontrol 'rocesses 3ssurance and $erfor& Quality -ontrol 'rocesses 3ssurance and $erfor& Quality -ontrol 'rocesses 3ssurance and $erfor& Quality -ontrol 'rocesses Quality
Metrics are used in.
56. 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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