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150 Project Execution – PMP Question Bank Free On Project Quality Management

04/03/2015 Marie Hall 0 Comment

150 Project Execution – PMP Question Bank Free On Project Quality Management

Project quality management is specially important when it’s the determinant of quality policies, objectives as well as responsibilities for successful project implementation. And to master managing project quality, you need a firm grasp of its processes, characteristics, and such terms and concepts as quality, grade, precision, accuracy, customer satisfaction, prevention over inspection, continuous improvement, process improvement models, and others. The good grip of all the content will benefit you in the work implementation, productivity improvement, especially help better your PMP exam preparation. 150 project execution – PMP question bank free on project quality management is developed in ways geared towards such knowledge improvement of yours. Specially, this free PMP sample exam showcases friendly format with highly responsive answers and score. Then you won’t feel tired of facing such a large number of questions and irritated by too many advertisments, to say nothing about that checking answers will facilitate your figuring strengths and weaknesses and fulfilling missing knowledge. Hope you enjoy and benefit from practising it!

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150 Project Execution – PMP Question Bank Free On Project Quality Management - Page 1

compatible with proprietary approaches to quality management such as those recommended by Deming, Juran, Crosby, and others, and non-proprietary approaches such as Total Quality Management (TQM), Six Sigma, failure mode and effect analysis (FMEA), design reviews, voice of the customer, cost of quality (COQ), and continuous improvement
These tools are used to link and sequence the activities identified.
• A goal of quality control is to determine the correctness of deliverables. • The results of the execution quality control processes are validated deliverables. • Validated deliverables are an input to Verify Scope for formalized acceptance
Also called Costs of poor quality
• possible root cause can be uncovered by continuing to ask "why" or "how" . • "Why-Why" and "How-How" diagrams may be used in root cause analysis. • Cause and effect diagrams are also used in risk analysis
The project's quality assurance activities should be supportive of and consistent with the performing organization's process improvement plans.
• Quality standards and policies• Standard work guidelines• Issue and defect reporting procedures and communication policies
1 Seven basic quality tools2 Statistical sampling3 Inspection4 Approved change requests review
• The problem statement placed at the head of the fishbone is used as a starting point to trace the problem's source back to its actionable root cause. The problem statement typically describes the problem as a gap to be closed or as an objective to be achieved. The causes are found by looking at the problem statement and asking "why" until the actionable root cause has been identified or until the reasonable possibilities on each fishbone have been exhausted. • Fishbone diagrams often prove useful in linking the undesirable effects seen as special variation to the assignable cause upon which project teams should implement corrective actions to eliminate the special variation detected in a control chart.
Identify the key issues and the suitable alternatives to be prioritized as a set of decisions for implementation. Criteria are prioritized and weighted before being applied to all available alternatives to obtain a mathematical score that ranks the options.
1. Plan Quality Management2. Perform Quality Assurance3. Control Quality
• Process boundaries• Process configuration• Process metrics• Targets for improved performance
actual value
• The subsequent effort to correct any deficiencies should result in a reduced cost of quality and an increase in sponsor or customer acceptance of the project's product. • Quality audits may be scheduled or random and may be conducted by internal or external auditors.• Quality audits can confirm the implementation of approved change requests including corrective actions, defect repairs, and preventive actions
- The causes of variances, the reasoning behind the corrective action chosen, and other types of lessons learned from quality control are documented so they become part of the historical database for both the project and the performing organization.- Lessons learned are documented throughout the project life cycle, but at a minimum, during project closure.
The quality management plan describes the quality assurance and continuous process improvement approaches for the project.
keeping errors out of the hands of the customer
Identifies the deliverables, the work packages and the control accounts used to measure project performance.
Along with control limits, allows analysis of process efficiency
The values of repeated measurements are clustered and have little scatter.
That the measured value is very close to the true value.
The process of identifying quality requirements and/or standards for the project and its deliverables and documenting how the project will demonstrate compliance with quality requirements.The key benefit of this process is that it provides guidance and direction on how quality will be managed and validated throughout the project.
The results of quality control activities. They are used to analyze and evaluate the quality standards and processes of the performing organization
If the recommended corrective or preventive actions or a defect repair requires a change to the project management plan, a change request should be initiated in accordance with the defined Perform Integrated Change Control process
A statistical method for identifying which factors may influence specific variables of a product or process under development or in production
Is an operational definition that describes, in very specific terms, a project or product attribute and how the quality control process will measure it
• Organizational quality policies, procedures, and guidelines. The performing organization's quality policy, as endorsed by senior management, sets the organization's intended direction on implementing its quality management approach;• Historical databases; and• Lessons learned from previous phases or projects.
Documents the accepted time phase used to measure cost performance.
- The process of auditing the quality requirements and the results from quality control measurements to ensure that appropriate quality standards and operational definitions are used.- The key benefit of this process is that it facilitates the improvement of quality processes.
• Completed checklists• Lessons learned documentation
Guides the process improvement activities
Planning Process Group
The seven basic quality tools are illustrated conceptually in Figure 8-7.
Include:• Planned s. Actual technical performance• Planned s. Actual schedule performance• Planned s. Actual cost performance
Previously known as arrow diagrams. They include both the AOA (Activity on Arrow) and, most commonly used, AON (Activity on Node) formats of a network diagram. Activity network diagrams are used with project scheduling methodologies such as program evaluation and review technique (PERT), critical path method (CPM), and precedence diagramming method (PDM).
• Also known in the industry as 7QC Tools• Used within the context of the PDCACycle to solve quality-related problems.
• Provides input to the overall project management plan and includes quality control, quality assurance, and continuous process improvement approaches for the project.• May be formal or informal, highly detailed, or broadly framed. The style and detail is determined by the requirements of the project. • Should be reviewed early in the project to ensure that decisions are based on accurate information. • The benefits of this review can include reduction of cost and schedule overruns caused by rework
Elements of the organizational process assets that may be updated include, but are not limited to, the quality standards.
Samples are selected and tested as defined in the quality plan
• Project scope statement• Work breakdown structure (WBS)• WBS Dictionary
• Cause-and-effect diagrams• Flowcharts• Checksheets• Pareto diagrams• Histograms• Control charts• Scatter diagrams
• Malcolm Baldridge• Organizational Project Management Maturity Model (OPM3®)• Capability Maturity Model Integrated (CMMI®)
• Provides an umbrella for continuous process improvement, which is an iterative means for improving the quality of all processes. • Continuous process improvement reduces waste and eliminates activities that do not add value. • This allows processes to operate at increased levels of efficiency and effectiveness
Monitoring and Controlling Process Group
1 Quality management plan2 Process improvement plan3 Quality metrics4 Quality control measurements5 Project documents
the result is rated on a continuous scale that measures the degree of conformity
- Special form of bar chart and are used to describe the central tendency, dispersion, andshape of a statistical distribution. Unlike the control chart, the histogram does not consider the influence of time on the variation that exists within a distribution.- Illustrates the most common cause of problems in a process by the number and relative heights of the bars
Design of Experiments
lists that help to verify that the work of the projectand its deliverables fulfill a set of requirements.
• Customer satisfaction. • Prevention over inspection• Continuous improvement• Management responsibility• Cost of quality (COQ)
• Determine whether or not a process is stable or has predictable performance.• Upper and lower specification limits are based on requirements of the agreement. They reflectthe maximum and minimum values allowed.
• Affinity diagrams• Process decision program charts (PDPC)• Interrelationship digraphs• Tree diagrams• Prioritization matrices• Activity network diagrams• Matrix diagrams
An adaptation of relationship diagrams. The interrelationship digraphs provide a process for creative problem solving in moderately complex scenarios that possess intertwined logical relationships for up to 50 relevant items. The interrelationship digraph may be developed from data generated in other tools such as the affinity diagram, the tree diagram, or the fishbone diagram.
Contains information on threats and opportunities that may impact quality requirements.
• Upper and lower control limits are set by the project manager and appropriate stakeholders to reflect then points at which corrective action will be taken to prevent exceeding specification limits.• For repetitive processes, the control limits are generally ± 3σ. • A process is considered out of control when a data point exceeds a control limit or if seven consecutive points are above or below the mean
A category assigned to products or services having the same functional use but different technical characteristics
Refers to the total cost of all efforts related to quality throughout the product life cycle.Project decisions can impact operational costs of quality as a result of product returns, warranty claims, and recall campaigns. Therefore, due to the temporary nature of a project, the sponsoring organization may choose to invest in product quality improvement, especially defect prevention and appraisal, to reduce the external cost of quality.
1 Quality management and control tools2 Quality audits3 Process analysis
Follows the steps outlined in the process improvement plan to identify needed improvements. This analysis also examines problems experienced, constraints experienced, and non-value-added activities identified during process operation. Process analysis includes root cause analysis
• Identify all the good/best practices being implemented,• Identify all the gaps/shortcomings,• Share the good practices introduced or implemented in similar projects in the organization and/or industry,• Proactively offer assistance in a positive manner to improve implementation of processes to help the team raise productivity, and• Highlight contributions of each audit in the lessons learned repository of the organization
• Quality audit reports• Training plans• Process documentation
Illustrate how various factors might be linked to potential problems or effects
the result either conforms or does not conform
Involves choosing part of a population of interest for inspection (for example, selecting ten engineering drawings at random from a list of seventy-five)
The plan-do-check-act cycle is the basis for quality improvement as defined by Shewhart and modified by Deming. In addition, quality improvement initiatives undertaken by the performing organization, such as TQM and Six Sigma, should improve the quality of the project's management as well as the quality of the project's product
keeping errors out of the process
• Requirements documentation captures the requirements that the project shallmeet pertaining to stakeholder expectations. The components of the requirements documentation include, but are not limited to, project (including product) and quality requirements. • The requirements are used by the project teamto help plan how quality control will be implemented on the project.
Describes the purpose of processes, their start and end, their inputs/outputs, the data required, the owner, and the stakeholders
The quality metrics provide the attributes that should be measured and the allowable variations.
• Brainstorming• Force field analysis• Nominal group technique• Quality management and control tools
Project teams may hold planning meetings to develop the quality management plan. Attendees at these meetings may include the project manager; the project sponsor; selected project team members; selected stakeholders; anyone with responsibility for Project Quality Management activities namely Plan Quality Management, Perform Quality Assurance, or Control Quality; and others as needed.
• Agreements• Quality audit reports and change logs supported with corrective action plans• Training plans and assessments of effectiveness• Process documentation such as those obtained using either the seven basic quality tools or the quality management and control tools shown in Figures 8-7 and 8-10.
• Internal (found by the project) • External (found by the customer).
A quality metric describes a project or product attribute and how it will be measured.Some examples of quality metrics include: function points, mean time between failure (MTBF), and mean time to repair (MTTR).
The affinity diagram is similar to mind-mapping techniques in that they are used to generate ideas that can be linked to form organized patterns of thought about a problem. In project management, the creation of the WBS may be enhanced by using the affinity diagram to give structure to the decomposition of scope.

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