Project Qualtiy Quizzlet7

8/11/2019 Project Qualtiy Quizzlet7

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9. 1. ,ro+ect :anagement ,lan). Quality :etrics-. Quality Chec2lists4. Wor2 ,erformance :easurements3. $((ro"ed Change Re*uests6. ;eli"era'les

9. Organi/ational ,rocess $ssets

INCORRECTINCORRECTINCORRECTINCORRECT !ou ga"e no ans#er

$N%WER$N%WER$N%WER$N%WER In(uts to ,erform Quality Control


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14. ,erformance information from (ro+ect acti"ities is routinely collected as the (ro+ect (rogresses.,erformance results #hich may su((ort the audit (rocess include 'ut are not limited to

Technical (erformance measures ,ro+ect deli"era'les status %chedule (rogress and Costs incurred.


$N%WER$N%WER$N%WER$N%WER Wor2 ,erformance Information >se in ,erform Quality $ssurance

13. (ossi'le root cause can 'e unco"ered 'y continuing to as2 ?#hy? or ?ho#? . ?Why8Why? and ?@o#8@o#? diagrams may 'e used in root cause analysis. Cause and effect diagrams are also used in ris2 analysis


$N%WER$N%WER$N%WER$N%WER Characteristics of Cause and Effect ;iagrams

16. Quality control is (erformed throughout the (ro+ect Quality control is often (erformed 'y a *uality control de(artment or similarly titled

organi/ational unit. Quality control acti"ities identify causes of (oor (rocess or (roduct *uality and recommend

andAor ta2e action to eliminate them The (ro+ect management team should ha"e a #or2ing 2no#ledge of statistical *uality control

es(ecially sam(ling and (ro'a'ility to hel( e"aluate *uality control out(uts.


$N%WER$N%WER$N%WER$N%WER Characteristics of ,erform Quality Control

19. costs to re#or2 (roducts com(onents or (rocesses that are non8com(liantB costs of #arranty #or2 and #asteB and costs due to loss of re(utation


$N%WER$N%WER$N%WER$N%WER ailure Costs include

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)0. $llo#s the *uality team to study and identify the (ossi'le relationshi( 'et#een changeso'ser"ed in t#o "aria'les.

;e(endent "aria'les "ersus inde(endent "aria'les are (lotted. The closer the (oints are to a diagonal line the more closely they are related


$N%WER$N%WER$N%WER$N%WER Characteristics of %catter ;iagrams

)1. Quality standards and (olicies %tandard #or2 guidelines Issue and defect re(orting (rocedures and communication (olicies


$N%WER$N%WER$N%WER$N%WER ,erform Quality Control Organi/ational ,rocess $ssets

)). The (rocess im(ro"ement (lan details the ste(s for analy/ing (rocesses to identify acti"ities

#hich enhance their "alue


$N%WER$N%WER$N%WER$N%WER ,rocess Im(ro"ement ,lan >se in ,erform Quality $ssurance

)-. Includes the (rocesses and acti"ities of the (erforming organi/ation that determine *uality(olicies o'+ecti"es and res(onsi'ilities so that the (ro+ect #ill satisfy the needs for #hich it #asunderta2en


$N%WER$N%WER$N%WER$N%WER ,ro+ect Quality :anagement

)4. $ goal of *uality control is to determine the correctness of deli"era'les. The results of the e ecution *uality control (rocesses are "alidated deli"era'les. &alidated deli"era'les are an in(ut to &erify %co(e for formali/ed acce(tance


$N%WER$N%WER$N%WER$N%WER &alidated ;eli"era'les

)3. In"ol"es mathematical techni*ues to forecast future outcomes 'ased on historical results


$N%WER$N%WER$N%WER$N%WER Trend $nalysis

)6. 1. Quality :anagement ,lan). Quality :etrics-. Quality Chec2lists4. ,rocess Im(ro"ement ,lan3. ,ro+ect ;ocument >(dates


$N%WER$N%WER$N%WER$N%WER Out(uts of ,lan Quality

Page 4 of 28Test: PMP 8: Project Quality Management | Quizlet

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)9. ,lanning ,rocess 7rou(


$N%WER$N%WER$N%WER$N%WER ,lan Quality ,rocess 7rou(

)se in ,erform Quality Control

-0. Ishi2a#a A Cause and Effect ;iagrams


$N%WER$N%WER$N%WER$N%WER ish'one diagrams

-1. %co(e statement. WD%. WD% ;ictionary.


$N%WER$N%WER$N%WER$N%WER Elements of %co(e Daseline >se in ,lan Quality

-). the "alues of re(eated measurements are clustered and ha"e little scatter


$N%WER$N%WER$N%WER$N%WER ,recision

--. ollo#s the ste(s outlined in the (rocess im(ro"ement (lan to identify needed im(ro"ements.This analysis also e amines (ro'lems e (erienced constraints e (erienced and non8"alue8added acti"ities identified during (rocess o(eration. ,rocess analysis includes root cause analysis


$N%WER$N%WER$N%WER$N%WER ,rocess $nalysis

-4. E ecuting ,rocess 7rou(


$N%WER$N%WER$N%WER$N%WER ,erform Quality $ssurance

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35. Costs of poor quality

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

AN !ER:AN !ER:AN !ER:AN !ER: "ailure Costs

3#. T$e pri%ary &enefits of %eeting quality require%ents 'an in'lu(e less rewor)* $ig$er pro(u'tivity*lower 'osts* an( in'rease( sta)e$ol(er satisfa'tion. A &usiness 'ase for ea'$ quality a'tivity'o%pares t$e 'ost of t$e quality step to t$e e+pe'te( &enefit


AN !ER:AN !ER:AN !ER:AN !ER: Cost ,enefit Analysis

3-. (efines t$e allowa&le variations on t$e %etri's. "or e+a%ple* a %etri' relate( to t$e qualityo& e'tive of staying wit$in t$e approve( &u(get &y / 012 'oul( &e to %easure t$e 'ost of every(elivera&le an( (eter%ine t$e per'ent varian'e fro% t$e approve( &u(get for t$at (elivera&le


AN !ER:AN !ER:AN !ER:AN !ER: Toleran'e

3 . 4uality planning s$oul( &e perfor%e( in parallel wit$ t$e ot$er pro e't planning pro'esses.


AN !ER:AN !ER:AN !ER:AN !ER: !$en s$oul( 4uality lanning &e perfor%e(6

37. 0. Cause an( Effe't 8iagra%s9. Control C$arts3. "low'$arting

. ;istogra%5. areto C$art#. Run C$art-. 'atter 8iagra%

. tatisti'al a%pling7. Inspe'tion01. Approve( C$ange Requests Review


AN !ER:AN !ER:AN !ER:AN !ER: Tools an( Te'$niques for erfor% 4uality Control

1. < Contains t$e quality %anage%ent plan* w$i'$ is use( to 'ontrol quality< T$e quality %anage%ent plan (es'ri&es $ow quality 'ontrol will &e perfor%e( wit$in t$e pro e't


AN !ER:AN !ER:AN !ER:AN !ER: ro e't =anage%ent lan >se in erfor% 4uality Control




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. Tools an( Te'$niques for lanTools an( Te'$niques for lanTools an( Te'$niques for lanTools an( Te'$niques for lan 4uality 4uality4uality4uality

INCORRECT:INCORRECT:INCORRECT:INCORRECT: No answer given

AN !ER:AN !ER:AN !ER:AN !ER: 0. Cost ,enefit Analysis9. Cost of 4uality CO4D

3. Control C$arts

. ,en'$%ar)ing5. 8esign of E+peri%ents#. tatisti'al a%pling-. "low'$arting

. roprietary 4uality =anage%ent=et$o(ologies7. A((itional 4uality lanning Tools

7. erfor% 4uality Controlerfor% 4uality Controlerfor% 4uality Controlerfor% 4uality Control


AN !ER:AN !ER:AN !ER:AN !ER: T$e pro'ess of%onitoring an( re'or(ing results of

e+e'uting t$e quality a'tivities to assessperfor%an'e an( re'o%%en( ne'essary'$anges

01. Ris)Ris)Ris)Ris) Register >se in lan 4ualityRegister >se in lan 4ualityRegister >se in lan 4ualityRegister >se in lan 4uality


AN !ER:AN !ER:AN !ER:AN !ER: Contains infor%ation ont$reats an( opportunities t$at %ay

i%pa't quality require%ents

00. C$ara'teristi's of "low'$artingC$ara'teristi's of "low'$artingC$ara'teristi's of "low'$artingC$ara'teristi's of "low'$arting


AN !ER:AN !ER:AN !ER:AN !ER: < T$ere are %any styles*&ut all pro'ess flow'$arts s$ow

a'tivities* (e'ision points* an( t$e or(erof pro'essing.< 8uring quality planning* flow'$arting'an $elp t$e pro e't tea% anti'ipatequality pro&le%s t$at %ig$t o''ur.< An awareness of potential pro&le%s'an result in t$e (evelop%ent of testpro'e(ures or approa'$es for (ealingwit$ t$e%

09. Control C$arts >se in erfor%Control C$arts >se in erfor%Control C$arts >se in erfor%Control C$arts >se in erfor% 4uality4uality4uality4ualityControlControlControlControl


T$ese in'lu(e i+ ig%a* ean i+ ig%a*4uality "un'tion 8eploy%ent* C==IF* et'.=any ot$er %et$o(ologies e+ist

i t$e result eit$er 'onfor%s or (oes not'onfor%

j Cost of quality in'lu(es all 'osts in'urre(over t$e life of t$e pro(u't &y invest%entin preventing non'onfor%an'e torequire%ents* appraising t$e pro(u't orservi'e for 'onfor%an'e to require%ents*an( failing to %eet require%ents rewor)D

k < 8OE s$oul( &e use( (uring t$e lan4uality pro'ess to (eter%ine t$e nu%&eran( type of tests an( t$eir i%pa't on 'ostof quality.

< 8OE also plays a role in t$e opti%i@ationof pro(u'ts or pro'esses.< 8OE 'an &e use( to re(u'e t$e sensitivityof pro(u't perfor%an'e to sour'es ofvariations 'ause( &y environ%ental or%anufa'turing (ifferen'es.< One i%portant aspe't of t$is te'$nique ist$at it provi(es a statisti'al fra%ewor) forsyste%ati'ally '$anging all of t$ei%portant fa'tors* rat$er t$an '$anging t$e

fa'tors one at a ti%e.< Analysis of t$e e+peri%ental (ata s$oul(provi(e t$e opti%al 'on(itions for t$epro(u't or pro'ess* $ig$lig$t t$e fa'torst$at influen'e t$e results* an( reveal t$epresen'e of intera'tions an( synergya%ong t$e fa'tors

l (eter%ining pro'ess i%prove%ents

m 0. Cost ,enefit Analysis9. Cost of 4uality CO4D3. Control C$arts

. ,en'$%ar)ing5. 8esign of E+peri%ents#. tatisti'al a%pling-. "low'$arting

. roprietary 4uality =anage%ent=et$o(ologies7. A((itional 4uality lanning Tools

n One of t$e fun(a%ental tenets of %o(ern

quality %anage%ent states t$at quality isplanne(* (esigne(* an( &uilt inGnotinspe'te( in. T$e 'ost of preventing




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AN !ER:AN !ER:AN !ER:AN !ER: Illustrate $ow a pro'ess&e$aves over ti%e an( w$en a

pro'ess is su& e't to spe'ial 'ausevariation* resulting in an outHofH'ontrol'on(ition

03. 4uality4uality4uality4uality =etri's=etri's=etri's=etri's


AN !ER:AN !ER:AN !ER:AN !ER: Is an operational(efinition t$at (es'ri&es* in very

spe'ifi' ter%s* a pro e't or pro(u'tattri&ute an( $ow t$e quality 'ontrolpro'ess will %easure it

0 . >pper>pper>pper>pper an( ower Control i%itsan( ower Control i%itsan( ower Control i%itsan( ower Control i%its


AN !ER:AN !ER:AN !ER:AN !ER: T$ey refle't t$e %a+i%u%an( %ini%u% values allowe(. T$ere

%ay &e penalties asso'iate( wit$e+'ee(ing t$e spe'ifi'ation li%its

05. tatisti'altatisti'altatisti'altatisti'al a%plinga%plinga%plinga%pling


AN !ER:AN !ER:AN !ER:AN !ER: Involves '$oosing part ofa population of interest for

inspe'tion for e+a%ple* sele'ting tenengineering (rawings at ran(o% fro% alist of seventyHfiveD

0#. Cros&yCros&yCros&yCros&y


AN !ER:AN !ER:AN !ER:AN !ER: < 8oing It Rig$t "irstTi%e 8IR"TD< 4uality is Confor%an'e toRequire%ents< yste% of quality is revention< erfor%an'e stan(ar( is ero 8efe'ts< =easure%ent of quality is t$e pri'e ofnonH'onfor%an'e

0-. C$ara'terisiti's of Control C$artsC$ara'terisiti's of Control C$artsC$ara'terisiti's of Control C$artsC$ara'terisiti's of Control C$arts


%ista)es is generally %u'$ less t$an t$e'ost of 'orre'ting t$e% w$en t$ey arefoun( &y inspe'tion

o Illustrate $ow a pro'ess &e$aves over ti%ean( w$en a pro'ess is su& e't to spe'ial'ause variation* resulting in an outHofH'ontrol 'on(ition

p A grap$i' (epi'tion of pro'esses* wit$interfa'es i(entifie(* use( to fa'ilitateanalysis

q Is an operational (efinition t$at (es'ri&es*in very spe'ifi' ter%s* a pro e't or pro(u'tattri&ute an( $ow t$e quality 'ontrolpro'ess will %easure it

r Is a su&si(iary of t$e pro e't %anage%entplan. 8etails t$e steps for analy@ingpro'esses to i(entify a'tivities w$i'$en$an'e t$eir value

s Also referre( to as a areto (iagra%* is aspe'ifi' type of $istogra%* or(ere( &yfrequen'y of o''urren'e. It s$ows $ow%any (efe'ts were generate( &y type or'ategory of i(entifie( 'ause

t < 4uality stan(ar(s

u t$at t$e %easure( value is very 'lose to t$etrue value

v < T$e results of an inspe'tion generallyin'lu(e %easure%ents an( %ay &e'on(u'te( at any level.< In so%e appli'ation areas* t$ese ter%s$ave narrow an( spe'ifi' %eanings.< Inspe'tions are also use( to vali(ate(efe't repairs

w Involves '$oosing part of a population ofinterest for inspe'tion for e+a%ple*sele'ting ten engineering (rawings atran(o% fro% a list of seventyHfiveD

x T$ey refle't t$e %a+i%u% an( %ini%u%values allowe(. T$ere %ay &e penaltiesasso'iate( wit$ e+'ee(ing t$e spe'ifi'ationli%its

y < Te'$ni'al erfor%an'e

< Cost an( '$e(ule erfor%an'ez < T$ere are %any styles* &ut all pro'ess

flow'$arts s$ow a'tivities* (e'ision points*

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AN !ER:AN !ER:AN !ER:AN !ER: < T$e appropriate (ata is'olle'te( an( analy@e( to in(i'ate

t$e quality status of pro e't pro'essesan( pro(u'ts.< T$ey grap$i'ally answer t$e question:

Is t$is pro'ess varian'e wit$in

a''epta&le li%its6< T$e pattern of (ata points on a'ontrol '$art %ay reveal ran(o%flu'tuating values* su((en pro'ess

u%ps* or a gra(ual tren( in in'rease(variation.< ,y %onitoring t$e output of a pro'essover ti%e* a 'ontrol '$art 'an $elpassess w$et$er t$e appli'ation ofpro'ess '$anges resulte( in t$e (esire(

i%prove%ents.< !$en a pro'ess is wit$in a''epta&leli%its it is in 'ontrol an( (oes not nee(to &e a( uste(.< Conversely* w$en a pro'ess is outsi(ea''epta&le li%its* t$e pro'ess s$oul( &ea( uste(.< even 'onse'utive points a&ove or&elow t$e 'entral line in(i'ate a pro'esst$at is out of 'ontrol.< T$e upper 'ontrol li%it an( lower'ontrol li%it are usually set at /3B*w$ere 0B is one stan(ar( (eviation

0 . C$ara'teristi's of Inspe'tionC$ara'teristi's of Inspe'tionC$ara'teristi's of Inspe'tionC$ara'teristi's of Inspe'tion


AN !ER:AN !ER:AN !ER:AN !ER: < T$e results of aninspe'tion generally in'lu(e

%easure%ents an( %ay &e 'on(u'te( atany level.< In so%e appli'ation areas* t$ese ter%s$ave narrow an( spe'ifi' %eanings.< Inspe'tions are also use( to vali(ate(efe't repairs

07. 8e%ing8e%ing8e%ing8e%ing


AN !ER:AN !ER:AN !ER:AN !ER: < in'rease quality an(

re(u'e 'osts &y pra'ti'ing'ontinuous pro'ess i%prove%ent

1111 an( t$e or(er of pro'essing.< 8uring quality planning* flow'$arting 'an$elp t$e pro e't tea% anti'ipate qualitypro&le%s t$at %ig$t o''ur.< An awareness of potential pro&le%s 'anresult in t$e (evelop%ent of test

pro'e(ures or approa'$es for (ealing wit$t$e%

aa 0. ro e't =anage%ent lan9. 4uality =etri's3. !or) erfor%an'e Infor%ation

. 4uality Control =easure%ents

ab >se( in t$e 4uality Control ro'ess

ac Contains infor%ation on t$reats an(opportunities t$at %ay i%pa't quality

require%ents

ad t$res$ol(s* w$i'$ 'an in(i'ate w$et$er t$epro'ess is out of 'ontrol

ae T$e planH(oH'$e')Ha't 'y'le is t$e &asisfor quality i%prove%ent as (efine( &y

$ew$art an( %o(ifie( &y 8e%ing. Ina((ition* quality i%prove%ent initiativesun(erta)en &y t$e perfor%ingorgani@ation* su'$ as T4= an( i+ ig%a*

s$oul( i%prove t$e quality of t$e pro e'tJs%anage%ent as well as t$e quality of t$epro e'tJs pro(u't

af a'tual value

ag 'osts in'urre( &y an organi@ation to 'reate$ig$ quality pro(u'ts in or(er to avoi(failures. T$ey in'lu(e 'ost of training* 'ostof (o'u%enting pro'esses* 'ost ofequip%ent* et'.

ah< rovi(es an u%&rella for 'ontinuouspro'ess i%prove%ent* w$i'$ is an iterative%eans for i%proving t$e quality of allpro'esses.< Continuous pro'ess i%prove%entre(u'es waste an( eli%inates a'tivities t$at(o not a(( value.< T$is allows pro'esses to operate atin'rease( levels of effi'ien'y an(effe'tiveness

ai In'lu(e pro e't pro'esses an( pro(u'tgoals

aj




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Deming Cycle: Plan, Do, Check, Act,Analyze

20. ProcessProcessProcessProcess ConfigurationConfigurationConfigurationConfiguration

INC !!"C#:INC !!"C#:INC !!"C#:INC !!"C#: No ans$er gi%en

AN&'"!:AN&'"!:AN&'"!:AN&'"!: A gra(hic )e(iction of(rocesses, $ith interfaces

i)entifie), use) to facilitate analysis

2*. Pre%entionPre%entionPre%entionPre%ention %er Ins(ection%er Ins(ection%er Ins(ection%er Ins(ection


AN&'"!:AN&'"!:AN&'"!:AN&'"!: ne of the fun)amentaltenets of mo)ern +uality

management states that +uality is(lanne), )esigne), an) uilt in-notins(ecte) in. #he cost of (re%entingmistakes is generally much less than thecost of correcting them $hen they arefoun) y ins(ection

22. uality /etric is not use) foruality /etric is not use) foruality /etric is not use) foruality /etric is not use) for


AN&'"!:AN&'"!:AN&'"!:AN&'"!: )etermining (rocessim(ro%ements

2 . ualityualityualityuality


AN&'"!:AN&'"!:AN&'"!:AN&'"!: the )egree to $hich a setof inherent characteristics fulfill

re+uirements

21. Process Im(ro%ement PlanProcess Im(ro%ement PlanProcess Im(ro%ement PlanProcess Im(ro%ement Plan


AN&'"!:AN&'"!:AN&'"!:AN&'"!: Is a su si)iary of the(ro ect management (lan. Details

the ste(s for analyzing (rocesses toi)entify acti%ities $hich enhance their%alue

23. AccuracyAccuracyAccuracyAccuracy


/ulti(le Choice uestions/ulti(le Choice uestions/ulti(le Choice uestions/ulti(le Choice uestions

*. Com(lete) checklists.#he com(lete) checklists ecome (art of the (ro ect4srecor)s

5essons learne) )ocumentation.#he causes of %ariances, the reasoning ehin) thecorrecti%e action chosen, an) other ty(es of lessonslearne) from +uality control are )ocumente) so they

ecome (art of the historical )ata ase for oth the(ro ect an) the (erforming organization.5essons learne) are )ocumente) throughout the (ro ectlife cycle, ut at a minimum, )uring (ro ect closure.

6No Ans$er7

a. Perform uality Assurance: Pro ect /anagement Plan8()ates

. Perform uality Control: rganizational Process Assets

c. Perform uality Control

). C !!"C#:C !!"C#:C !!"C#:C !!"C#: Perform uality Control: rganizationalProcess Assets 8()ates

the )egree to $hich a set of inherentcharacteristics fulfill re+uirements

ak Descri es the (ur(ose of (rocesses, theirstart an) en), their in(uts9out(uts, the)ata re+uire), the o$ner, an) thestakehol)ers

al &ome e am(les of +uality metrics inclu)eon;time (erformance, u)get control,)efect fre+uency, failure rate, a%aila ility,relia ility, an) test co%erage

am Doing It !ight


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AN&'"!:AN&'"!:AN&'"!:AN&'"!: that the measure) %alueis %ery close to the true %alue

2>. In(uts to Perform ualityIn(uts to Perform ualityIn(uts to Perform ualityIn(uts to Perform uality AssuranceAssuranceAssuranceAssurance


AN&'"!:AN&'"!:AN&'"!:AN&'"!: *. Pro ect /anagementPlan

2. uality /etrics. 'ork Performance Information

1. uality Control /easurements

2?. Control 5imitsControl 5imitsControl 5imitsControl 5imits


AN&'"!:AN&'"!:AN&'"!:AN&'"!: threshol)s, $hich canin)icate $hether the (rocess is out

of control

2@. ContinuousContinuousContinuousContinuous Im(ro%ementIm(ro%ementIm(ro%ementIm(ro%ement


AN&'"!:AN&'"!:AN&'"!:AN&'"!: #he (lan;)o;check;actcycle is the asis for +uality

im(ro%ement as )efine) y &he$hartan) mo)ifie) y Deming. In a))ition,+uality im(ro%ement initiati%esun)ertaken y the (erformingorganization, such as # / an) &i&igma, shoul) im(ro%e the +uality ofthe (ro ect4s management as $ell as the+uality of the (ro ect4s (ro)uct

2 . " am(les of uality /etrics" am(les of uality /etrics" am(les of uality /etrics" am(les of uality /etrics


AN&'"!:AN&'"!:AN&'"!:AN&'"!: &ome e am(les of +ualitymetrics inclu)e on;time

(erformance, u)get control, )efectfre+uency, failure rate, a%aila ility,relia ility, an) test co%erage

0. Nominal Brou( #echni+uesNominal Brou( #echni+uesNominal Brou( #echni+uesNominal Brou( #echni+ues


AN&'"!:AN&'"!:AN&'"!:AN&'"!: to allo$ i)eas to erainstorme) in small grou(s an)

then re%ie$e) y a larger grou(

2. uality au)it re(orts #raining (lans Process )ocumentation

6No Ans$er7 a. Perform uality Assurance

. Perform uality Control: Pro ect /anagement Plan8()ates

c. C !!"C#:C !!"C#:C !!"C#:C !!"C#: Perform uality Assurance: Pro ectDocument 8()ates

). Perform uality Assurance: Change !e+uests

. /alcolm al)ri)ge rganizational Pro ect /anagement /aturity /o)el6 P/ 7 Ca(a ility /aturity /o)el Integrate) 6C//I 7

6No Ans$er7 a. Process oun)aries

. C !!"C#:C !!"C#:C !!"C#:C !!"C#: Process Im(ro%ement /o)els

c. Process Im(ro%ement Plan

). Process /etrics

1. Any change or re(aire) items are ins(ecte) an) $ill eeither acce(te) or re ecte) efore notification of the)ecision is (ro%i)e). !e ect items may re+uire re$ork

6No Ans$er7 a. #olerances

. C !!"C#:C !!"C#:C !!"C#:C !!"C#: Eali)ate) Changes

c.


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*. Characteristics of Perform ualityCharacteristics of Perform ualityCharacteristics of Perform ualityCharacteristics of Perform ualityAssuranceAssuranceAssuranceAssurance


AN&'"!:AN&'"!:AN&'"!:AN&'"!: Pro%i)es an um rellafor continuous (rocess

im(ro%ement, $hich is an iterati%emeans for im(ro%ing the +uality of all(rocesses. Continuous (rocess im(ro%ementre)uces $aste an) eliminates acti%itiesthat )o not a)) %alue. #his allo$s (rocesses to o(erate atincrease) le%els of efficiency an)effecti%eness

2. Pre%ention CostsPre%ention CostsPre%ention CostsPre%ention Costs


AN&'"!:AN&'"!:AN&'"!:AN&'"!: costs incurre) y anorganization to create high +uality

(ro)ucts in or)er to a%oi) failures. #heyinclu)e cost of training, cost of)ocumenting (rocesses, cost ofe+ui(ment, etc.

. uality Checklists 8seuality Checklists 8seuality Checklists 8seuality Checklists 8se


AN&'"!:AN&'"!:AN&'"!:AN&'"!: 8se) in the ualityControl Process

1. PerformPerformPerformPerform uality Assurance: Pro ectuality Assurance: Pro ectuality Assurance: Pro ectuality Assurance: Pro ect/anagement Plan 8()ates/anagement Plan 8()ates/anagement Plan 8()ates/anagement Plan 8()ates


AN&'"!:AN&'"!:AN&'"!:AN&'"!: uality management(lan

&che)ule management (lan Cost management (lan

3. Pro(rietary uality /anagementPro(rietary uality /anagementPro(rietary uality /anagementPro(rietary uality /anagement/etho)ologies/etho)ologies/etho)ologies/etho)ologies


AN&'"!:AN&'"!:AN&'"!:AN&'"!: #hese inclu)e &i &igma,5ean &i &igma, uality . use) to %isually i)entify logical grou(ings ase) onnatural relationshi(s

6No Ans$er7 a. Bra)e

. Fistogram

c.


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d

j

s

i

k

De(loyment, C//I , etc. /any othermetho)ologies e ist

>. asic Pro ect uality /anagementasic Pro ect uality /anagementasic Pro ect uality /anagementasic Pro ect uality /anagementa((roach is meanta((roach is meanta((roach is meanta((roach is meant to e com(ati leto e com(ati leto e com(ati leto e com(ati le$ith..$ith..$ith..$ith..


AN&'"!:AN&'"!:AN&'"!:AN&'"!: International rganizationfor &tan)ar)ization 6I& 7

?. CostCostCostCost of uality 6C 7of uality 6C 7of uality 6C 7of uality 6C 7


AN&'"!:AN&'"!:AN&'"!:AN&'"!: Cost of +uality inclu)esall costs incurre) o%er the life of

the (ro)uct y in%estment in (re%entingnonconformance to re+uirements,a((raising the (ro)uct or ser%ice forconformance to re+uirements, an)failing to meet re+uirements 6re$ork7

@. Pareto ChartPareto ChartPareto ChartPareto Chart


AN&'"!:AN&'"!:AN&'"!:AN&'"!: Also referre) to as aPareto )iagram, is a s(ecific ty(e of

histogram, or)ere) y fre+uency ofoccurrence. It sho$s ho$ many )efects$ere generate) y ty(e or category ofi)entifie) cause

. Attri uteAttri uteAttri uteAttri ute &am(ling&am(ling&am(ling&am(ling


AN&'"!:AN&'"!:AN&'"!:AN&'"!: the result either conformsor )oes not conform

10. Characteristics ofCharacteristics ofCharacteristics ofCharacteristics of D "D "D "D "


AN&'"!:AN&'"!:AN&'"!:AN&'"!: D " shoul) e use))uring the Plan uality (rocess to

)etermine the num er an) ty(e of testsan) their im(act on cost of +uality.

D " also (lays a role in theo(timization of (ro)ucts or (rocesses. D " can e use) to re)uce the

*0. *. Cause an) "ffect Diagrams2. Control Charts

. . !un Chart

?. &catter Diagram

6No Ans$er7 a. uality Policy 8se in Plan uality

. C !!"C#:C !!"C#:C !!"C#:C !!"C#: Ishika$a4s se%en asic tools of +uality

c. Cost Performance aseline 8se in Plan uality

). &che)ule aseline 8se in Plan uality

**. I)entify all the goo)9 est (ractices eingim(lemente),

I)entify all the ga(s9shortcomings, &hare the goo) (ractices intro)uce) or im(lemente)in similar (ro ects in the organization an)9or in)ustry, Proacti%ely offer assistance in a (ositi%e manner toim(ro%e im(lementation of (rocesses to hel( the teamraise (ro)ucti%ity, an) Fighlight contri utions of each au)it in the lessonslearne) re(ository of the organization

6No Ans$er7 a. Perform uality Control

. uality &tan)ar)s

c. C !!"C#:C !!"C#:C !!"C#:C !!"C#: ecti%e of uality Au)its

). uality Au)it

*2. Internal 6foun) y the (ro ect7 " ternal 6foun) y the customer7.

6No Ans$er7 a. C !!"C#:C !!"C#:C !!"C#:C !!"C#:


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sensiti%ity of (ro)uct (erformance tosources of %ariations cause) yen%ironmental or manufacturing)ifferences. ne im(ortant as(ect of thistechni+ue is that it (ro%i)es a statistical

frame$ork for systematically changingall of the im(ortant factors, rather thanchanging the factors one at a time. Analysis of the e (erimental )atashoul) (ro%i)e the o(timal con)itionsfor the (ro)uct or (rocess, highlight thefactors that influence the results, an)re%eal the (resence of interactions an)synergy among the factors

* . a category assigne) to (ro)ucts or ser%ices ha%ing thesame functional use ut )ifferent technicalcharacteristics

6No Ans$er7 a. C !!"C#:C !!"C#:C !!"C#:C !!"C#: Bra)e

. Guran

c. D "

). Cros y

*1. uality im(ro%ement inclu)es taking action toincrease the effecti%eness an)9or efficiency of the(olicies, (rocesses, an) (roce)ures of the (erformingorganization. Change re+uests are create) an) use) as in(ut intothe Perform Integrate) Change Control (rocess to allo$

full consi)eration of the recommen)e) im(ro%ements. Change re+uests can e use) to take correcti%e action or (re%enti%e action or to (erform )efectre(air

6No Ans$er7

a. Pro ect uality /anagement Processes

. C !!"C#:C !!"C#:C !!"C#:C !!"C#: Perform uality Assurance: Change !e+uests

c. uality /etrics are use) in

). Perform uality Assurance: Pro ect Document 8()ates

*3. Perform uality Assurance (rocess

6No Ans$er7 a. uality /anagement Plan

. uality Au)it

c. C !!"C#:C !!"C#:C !!"C#:C !!"C#: uality Au)it is #echni+ue use) in

). uality Checklists

*>. Inclu)e mo)ifications such as )efect re(airs, re%ise) $ork metho)s an) re%ise) sche)ule.

6No Ans$er7 a. !oot Cause Analysis

. C !!"C#:C !!"C#:C !!"C#:C !!"C#: A((ro%e) Change !e+uests

c.


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17. Identifies the deliverables, the work packages and the control accounts used to measure projectperformance.

(No Answer

a. !chedule "aseline #se in $lan %ualit&

b. $roduct %ualit&

c. ' ))*'+' ))*'+' ))*'+' ))*'+ -"! #se in $lan %ualit&d. )isk )egister #se in $lan %ualit&

1 . / $areto $rinciple/ 0uran +rilog& $lanning, 'ontrol and Improvement/ efines 2ualit& as fitness for use

(No Answer

a. )un 'hart

b. ' ))*'+' ))*'+' ))*'+' ))*'+ 0uran

c. $areto 'hartd. $revention

13. 'ontrol charts are used to determine whether or not a process is stable or has predictableperformance, using upper and lower specification limits, which are based on re2uirements of thecontract

(No Answer

a. +olerance

b. ' ))*'+' ))*'+' ))*'+' ))*'+ 'ontrol 'harts

c. $areto 'hartd. $revention 'osts

45. which provide a wa& of ranking a diverse set of problems and6or issues (usuall& generatedthrough brainstorming b& their importance

(No Answer

a. $erform %ualit& Assurance

b. 'ontrol 'harts

c. ' ))*'+' ))*'+' ))*'+' ))*'+ $rioriti ation 8atrices

d. $erform %ualit& 'ontrol

41. Is a distance of measurement from the mean or, the s2uare root of the average of the s2uares ofdeviations (about the mean of a set of data. !tandard deviation is a statistical measure of spreador variabilit&

(No Answer

a. ' ))*'+' ))*'+' ))*'+' ))*'+ !tandard deviation

b. Inspection

c. 9alidated eliverables

d. !catter iagram




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44. !amples are selected and tested as defined in the 2ualit& plan

(No Answer

a. "enchmarking

b. ' ))*'+' ))*'+' ))*'+' ))*'+ !tatistical !ampling

c. 8atri: iagrams

d. !tandard deviation

4;. ocuments the accepted schedule performance measures including start and finish dates

(No Answer

a. -"! #se in $lan %ualit&

b. !takeholder )egister #se in $lan %ualit&

c. ' ))*'+' ))*'+' ))*'+' ))*'+ !chedule "aseline #se in $lan %ualit&

d. )isk )egister #se in $lan %ualit&

4roup

(No Answer

a. %ualit& 8etrics

b. utputs of $erform %ualit& 'ontrol

c. ' ))*'+' ))*'+' ))*'+' ))*'+ $erform %ualit& 'ontrol

d. %ualit& Audit

Page 1& of 28Test: PMP 8: Project Quality Management | Quizlet



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4 . / +he 2ualit& polic& of the performing organi ation for their products often can be adopted @as is@for use b& the project./ If the performing organi ation lacks a formal 2ualit& polic&, or if the project involves multipleperforming organi ations (as with a joint venture , the project management team will need todevelop a 2ualit& polic& for the project./ )egardless of the origin of the 2ualit& polic&, the project management team must ensure that

the project stakeholders are full& aware of the polic& used for the project through the appropriatedistribution of information

(No Answer

a. !chedule "aseline #se in $lan %ualit&

b. Inputs to $lan %ualit&

c. -"! #se in $lan %ualit&

d. ' ))*'+' ))*'+' ))*'+' ))*'+ %ualit& $olic& #se in $lan %ualit&

43. escribes how the project management team will implement the performing organi ation s 2ualit&

polic&. It is a component or a subsidiar& plan of the project management plan

(No Answer

a. %ualit& 8etrics are used in

b. %ualit& !tandards

c. ' ))*'+' ))*'+' ))*'+' ))*'+ %ualit& 8anagement $lan

d. %ualit& 8etrics

;5. All approved change re2uests should be reviewed to verif& that the& were implemented asapproved

(No Answer

a. $rocess Improvement 8odels

b. 9alidated 'hanges

c. $rocess 8etrics

d. ' ))*'+' ))*'+' ))*'+' ))*'+ Approved 'hange )e2uests )eviews

;1. monitor cost and schedule variances, volume, and fre2uenc& of scope changes, or othermanagement results to help determine if the project management processes are in control

(No Answer

a. 'ontrol Bimits

b. ' ))*'+' ))*'+' ))*'+' ))*'+ #ses for 'ontrol 'harts

c. Cailure 'osts

d. $erform %ualit& 'ontrol




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;4. Illustrates the most common cause of problems in a process b& the number and relative heights ofthe bars

(No Answer

a. *

b. $revention

c. Inspectiond. ' ))*'+' ))*'+' ))*'+' ))*'+ Distogram

;;. 'ontains the project description, major project deliverables, and acceptance criteria. +he productscope description will often contain details of technical issues and other concerns that can affect2ualit& planning. +he definition of acceptance criteria can significantl& increase or decreaseproject costs and 2ualit& costs. !atisf&ing all acceptance criteria implies the needs of the customerhave been met.

(No Answer

a. *lements of !cope "aseline #se in $lan %ualit&

b. -"! ictionar& #se in $lan %ualit&

c. ' ))*'+' ))*'+' ))*'+' ))*'+ !cope !tatement #se in $lan %ualit&

d. A measurement is a

;


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21/28

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

(No Answer)

a. Standard deviation

b. CORR C!"CORR C!"CORR C!"CORR C!" Standard Normal #istribution

c. Scatter #iagram

d. Customer Satisfaction

40 !rue$%alse40 !rue$%alse40 !rue$%alse40 !rue$%alse &uestions&uestions&uestions&uestions

'. lan &ualit " ro*ect #ocument +,dates - ro*ect documents that ma be u,dated include/ butare not limited to"

Sta eholder register/ and Res,onsibilit Assignment 1atri2

!his is true . 3ou gave no answer.

. %lowcharting +se in erform &ualit Control - &ualit control is ,erformed throughout the,ro*ect

&ualit control is often ,erformed b a 5ualit control de,artment or similarl titledorgani6ational unit.

&ualit control activities identif causes of ,oor ,rocess or ,roduct 5ualit and recommendand$or ta e action to eliminate them

!he ,ro*ect management team should have a wor ing nowledge of statistical 5ualit control/es,eciall sam,ling and ,robabilit / to hel, evaluate 5ualit control out,uts.

!his is false . 3ou gave no answer.

7t should be %lowcharting +se in%lowcharting +se in%lowcharting +se in%lowcharting +se in erform &ualit Controlerform &ualit Controlerform &ualit Controlerform &ualit Control - +sed during erform &ualitControl to determine a failing ,rocess ste,(s) and identif ,otential ,rocess im,rovemento,,ortunities. %lowcharting is also used in ris anal sis.

8. %orce %ield Anal sis - 7nvolves mathematical techni5ues to forecast future outcomes based onhistorical results


7t should be %orce %ield%orce %ield%orce %ield%orce %ield Anal sisAnal sisAnal sisAnal sis - which are diagrams of the forces for and against change.

4. %lowcharting - A gra,hical re,resentation of a ,rocess showing the relationshi,s among ,rocessste,s



2014/05/1!tt"://#uizlet$com/2180521%/test&'ritten(on)matc!ing(on)mult*c!oice(on)tf(on$$$


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9. &ualit Control 1easurements +se in erform &ualit Assurance - erformance informationfrom ,ro*ect activities is routinel collected as the ,ro*ect ,rogresses. erformance results whichma su,,ort the audit ,rocess include/ but are not limited to"

!echnical ,erformance measures/ ro*ect deliverables status/ Schedule ,rogress/ and Costs incurred.


7t should be &ualit Control&ualit Control&ualit Control&ualit Control 1easurements +se in erform &ualit Assurance1easurements +se in erform &ualit Assurance1easurements +se in erform &ualit Assurance1easurements +se in erform &ualit Assurance - !he results of5ualit control activities. !he are used to anal 6e and evaluate the 5ualit standards and,rocesses of the ,erforming organi6ation.

:. Out,uts of erform &ualit Control - '. &ualit Control 1easurements. ;alidated Changes

8. ;alidated #eliverables4. Organi6ational rocess Assets +,dates9. Change Re5uests:. ro*ect 1anagement lan +,dates


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>. Characteristics of &ualit Audits - +,,er and lower control limits are set b the ,ro*ectmanager and a,,ro,riate sta eholders to reflect then ,oints at which corrective action will beta en to ,revent e2ceeding s,ecification limits.

%or re,etitive ,rocesses/ the control limits are generall ? 8@. A ,rocess is considered out of control when a data ,oint e2ceeds a control limit or if seven

consecutive ,oints are above or below the mean


7t should be Characteristics of &ualitCharacteristics of &ualitCharacteristics of &ualitCharacteristics of &ualit AuditsAuditsAuditsAudits - !he subse5uent effort to correct andeficiencies should result in a reduced cost of 5ualit and an increase in s,onsor or customeracce,tance of the ,ro*ect s ,roduct.

&ualit audits ma be scheduled or random and ma be conducted b internal or e2ternalauditors.

&ualit audits can confirm the im,lementation of a,,roved change re5uests includingcorrective actions/ defect re,airs/ and ,reventive actions.

B. Characteristics of a Run Chart - 7s a line gra,h that shows data ,oints ,lotted in the order inwhich the occur.

Show trends in a ,rocess over time/ variation over time/ or declines or im,rovements in a,rocess over time.

!rend anal sis is ,erformed using run charts and involves mathematical techni5ues to forecastfuture outcomes based on historical results


'0. 1anagement Res,onsibilit - Success re5uires the ,artici,ation of all members of the ,ro*ect

team/ but remains the res,onsibilit of management to ,rovide the resources needed to succeed


''. lan &ualit " Organi6ational rocess Assets - Organi6ational 5ualit ,olicies/ ,rocedures andguidelines

istorical databases Dessons learned from ,revious ,ro*ects &ualit ,olic / as endorsed b senior management/ which sets the intended direction of a

,erforming organi6ation with regard to 5ualit .


' . Root Cause Anal sis - a s,ecific techni5ue to identif a ,roblem/ discover the underl ing causesthat lead to it/ and develo, ,reventive actions


'8. =enchmar ing - 7nvolves com,aring actual or ,lanned ,ro*ect ,ractices to those of com,arable,ro*ects to identif best ,ractices/ generate ideas for im,rovement/ and ,rovide a basis formeasuring ,erformance. !hese other ,ro*ects can be within the ,erforming organi6ation or

outside of it and can be within the same or in another a,,lication area





24/28

'4. &ualit 1anagement lan +se in erform &ualit Assurance - !he 5ualit management ,landescribes how 5ualit assurance will be ,erformed within the ,ro*ect


'9. E=S #ictionar +se in lan &ualit - !he 5ualit ,olic of the ,erforming organi6ation for their

,roducts often can be ado,ted Fas isF for use b the ,ro*ect. 7f the ,erforming organi6ation lac s a formal 5ualit ,olic / or if the ,ro*ect involves multi,le

,erforming organi6ations (as with a *oint venture)/ the ,ro*ect management team will need todevelo, a 5ualit ,olic for the ,ro*ect.

Regardless of the origin of the 5ualit ,olic / the ,ro*ect management team must ensure thatthe ,ro*ect sta eholders are full aware of the ,olic used for the ,ro*ect through thea,,ro,riate distribution of information


7t should be E=S #ictionarE=S #ictionarE=S #ictionarE=S #ictionar +se in lan &ualit+se in lan &ualit+se in lan &ualit+se in lan &ualit - !he E=S dictionar defines technical

information for E=S elements..

':. Surve of the entire ,o,ulation ields - accurate data


'.' lan &ualit>. erform &ualit Assurance>.8 erform &ualit Control


'>. Customer Satisfaction - +nderstanding/ evaluating/ defining/ and managing e2,ectations so thatcustomer re5uirements are met. !his re5uires a combination of conformance to re5uirements (toensure the ,ro*ect ,roduces what it was created to ,roduce) and fitness for use (the ,roduct orservice must satisf real needs)


'B. !echnical erformance" !rend Anal sis - ow man errors or defects have been identified/ andhow man remain uncorrected





25/28

0. Characteristics of areto Charts - 7s a line gra,h that shows data ,oints ,lotted in the order inwhich the occur.

Show trends in a ,rocess over time/ variation over time/ or declines or im,rovements in a,rocess over time.

!rend anal sis is ,erformed using run charts and involves mathematical techni5ues to forecastfuture outcomes based on historical results


7t should be Characteristics of areto ChartsCharacteristics of areto ChartsCharacteristics of areto ChartsCharacteristics of areto Charts - Ran ordering is used to focus correctiveaction.

!he ,ro*ect team should address the causes creating the greatest number of defects first. areto diagrams are conce,tuall related to areto s Daw areto diagrams can also be used to summari6e various t ,es of data for >0$ 0 anal ses..

'. Characteristics of istograms - A vertical bar chart showing how often a ,articular variablestate occurred.

ach column re,resents an attribute or characteristic of a ,roblem$situation. !he height of each column re,resents the relative fre5uenc of the characteristic.


. Run Chart - Similar to a control chart without dis,la ed limits/ a run chart shows the histor and,attern of variation


8. Scatter #iagram - Ehile a 5ualit level that fails to meet 5ualit re5uirements is alwa s a,roblem/ low grade ma not be.

!he ,ro*ect manager and the ,ro*ect management team are res,onsible for managing thetradeoffs involved to deliver the re5uired levels of both 5ualit and grade


7t should be Scatter #iagramScatter #iagramScatter #iagramScatter #iagram - Shows the relationshi, between two variables.

4. Eor erformance 1easurements +se in erform &ualit Control - +sed to ,roduce ,ro*ectactivit metrics to evaluate actual ,rogress as com,ared to ,lanned ,rogress. !hese metrics

include" lanned s. Actual technical ,erformance lanned s. Actual schedule ,erformance lanned s. Actual cost ,erformance





26/28

25. Perform Quality Control: Change Requests Include modifications such as defect repairs,re ised !or" methods and re ised schedule.

#his is false . $ou ga e no ans!er.

It should %e Perform Quality Control:Perform Quality Control:Perform Quality Control:Perform Quality Control: Change RequestsChange RequestsChange RequestsChange Requests If the recommended correcti e orpre enti e actions or a defect repair requires a change to the pro&ect management plan, a changerequest should %e initiated in accordance !ith the defined Perform Integrated Change Controlprocess.

2'. (utputs of Perform Quality )ssurance *. Pro&ect +anagement Plan2. Quality +etrics

. -or" Performance Information

. Quality Control +easurements


It should %e (utputs of Perform Quality )ssurance(utputs of Perform Quality )ssurance(utputs of Perform Quality )ssurance(utputs of Perform Quali ty )ssurance *. (rgani/ational Process )ssets 0pdates2. Change Requests

. Pro&ect +anagement Plan 0pdates

. Pro&ect 1ocument 0pdates.

2 . Quality Chec"lists ) chec"list is a structured tool, usually component3specific, used to erifythat a set of required steps has %een performed.Chec"lists range from simple to comple4 %asedon pro&ect requirements and practices

#his is true . $ou ga e no ans!er.

2 . 6726 Principle the alues of repeated measurements are clustered and ha e little scatter


It should %e 6726672667266726 PrinciplePrinciplePrinciplePrinciple !here 68 of the pro%lems are due to 268 of the causes.

29. Pro&ect +anagement Plan 0se in Perform Quality )ssurance #he quality management plandescri%es ho! quality assurance !ill %e performed !ithin the pro&ect


It should %e Pro&ect +anagement PlanPro&ect +anagement PlanPro&ect +anagement PlanPro&ect +anagement Plan 0se in Perform Quality )ssurance0se in Perform Quality )ssurance0se in Perform Quality )ssurance0se in Perform Quality )ssurance Qualitymanagement plan

Process impro ement plan.

6. Quality s ;rade -hile a quality le el that fails to meet quality requirements is al!ays apro%lem, lo! grade may not %e.

#he pro&ect manager and the pro&ect management team are responsi%le for managing thetradeoffs in ol ed to deli er the required le els of %oth quality and grade





27/28

*. Cost Performance


28/28

'. ?ailure Costs cost of non3conformanceD include costs to re!or" products, components, orprocesses that are non3compliant, costs of !arranty !or" and !aste, and loss of reputation.


. Quality Control +easurements )re the documented results of quality control acti ities in the

format specified during quality planning


. International (rgani/ation for =tandardi/ation I=(D

Documents

Project Qualtiy Quizzlet7