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40 Written Questions40 Written Questions40 Written Questions40 Written Questions
1. 1. Organizational Process Assets Updates2. Change Requests
. Pro!ect "anage#ent Plan Updates
4. Pro!ect $ocu#ent Updates
%&CORR'C()%&CORR'C()%&CORR'C()%&CORR'C() *ou ga+e no ans,er
A&-W'R)A&-W'R)A&-W'R)A&-W'R) Outputs o Peror# Qualit/ Assurance
2. Also reerred to as a Pareto diagra# is a speciic t/pe o histogra# ordered / requenc/ o
occurrence. %t sho,s ho, #an/ deects ,ere generated / t/pe or categor/ o identiied cause
%&CORR'C()%&CORR'C()%&CORR'C()%&CORR'C() *ou ga+e no ans,er
A&-W'R)A&-W'R)A&-W'R)A&-W'R) Pareto Chart
. (he process i#pro+e#ent plan details the steps or anal/zing processes to identi/ acti+ities
,hich enhance their +alue
%&CORR'C()%&CORR'C()%&CORR'C()%&CORR'C() *ou ga+e no ans,er
A&-W'R)A&-W'R)A&-W'R)A&-W'R) Process %#pro+e#ent Plan Use in Peror# Qualit/ Assurance
4. ,hich include t,o three or our groups o inor#ation and sho, relationships et,een actorscauses and o!ecti+es. $ata in a #atri is organized in ro,s and colu#ns ,ith intersecting cells
that can e illed ,ith inor#ation that descries the de#onstrated relationship et,een the ite#s
located in the ro, and colu#n
%&CORR'C()%&CORR'C()%&CORR'C()%&CORR'C() *ou ga+e no ans,er
A&-W'R)A&-W'R)A&-W'R)A&-W'R) "atri $iagra#s
3. accurate data
%&CORR'C()%&CORR'C()%&CORR'C()%&CORR'C() *ou ga+e no ans,er
A&-W'R)A&-W'R)A&-W'R)A&-W'R) -ur+e/ o the entire population /ields
. ,hich pro+ide a ,a/ o ran5ing a di+erse set o prole#s and6or issues 7usuall/ generated
through rainstor#ing8 / their i#portance
%&CORR'C()%&CORR'C()%&CORR'C()%&CORR'C() *ou ga+e no ans,er
A&-W'R)A&-W'R)A&-W'R)A&-W'R) Prioritization "atrices
PMP 8: Project Quality Manageme... NAME: ________________________
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9. 1. Qualit/ Control "easure#ents
2. :alidated Changes
. :alidated $eli+erales
4. Organizational Process Assets Updates
3. Change Requests
. Pro!ect "anage#ent Plan Updates
9. Pro!ect $ocu#ent Updates
%&CORR'C()%&CORR'C()%&CORR'C()%&CORR'C() *ou ga+e no ans,er
A&-W'R)A&-W'R)A&-W'R)A&-W'R) Outputs o Peror# Qualit/ Control
;. 1. Pro!ect "anage#ent Plan
2. Qualit/ "etrics
. Qualit/ Chec5lists
4. Wor5 Peror#ance "easure#ents
3. Appro+ed Change Requests
. $eli+erales9. Organizational Process Assets
%&CORR'C()%&CORR'C()%&CORR'C()%&CORR'C() *ou ga+e no ans,er
A&-W'R)A&-W'R)A&-W'R)A&-W'R) %nputs to Peror# Qualit/ Control
o,er Control >i#its
11. a speciic technique to identi/ a prole# disco+er the underl/ing causes that lead to it and
de+elop pre+enti+e actions
%&CORR'C()%&CORR'C()%&CORR'C()%&CORR'C() *ou ga+e no ans,er
A&-W'R)A&-W'R)A&-W'R)A&-W'R) Root Cause Anal/sis
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12. Qualit/ planning should e peror#ed in parallel ,ith the other pro!ect planning processes.
%&CORR'C()%&CORR'C()%&CORR'C()%&CORR'C() *ou ga+e no ans,er
A&-W'R)A&-W'R)A&-W'R)A&-W'R) When should Qualit/ Planning e peror#ed?
1. -o#e ea#ples o qualit/ #etrics include on@ti#e peror#ance udget control deect requenc/
ailure rate a+ailailit/ reliailit/ and test co+erage
%&CORR'C()%&CORR'C()%&CORR'C()%&CORR'C() *ou ga+e no ans,er
A&-W'R)A&-W'R)A&-W'R)A&-W'R) 'a#ples o Qualit/ "etrics
14. %n+ol+es co#paring actual or planned pro!ect practices to those o co#parale pro!ects to identi/
est practices generate ideas or i#pro+e#ent and pro+ide a asis or #easuring peror#ance.
(hese other pro!ects can e ,ithin the peror#ing organization or outside o it and can e ,ithin
the sa#e or in another application area
%&CORR'C()%&CORR'C()%&CORR'C()%&CORR'C() *ou ga+e no ans,er
A&-W'R)A&-W'R)A&-W'R)A&-W'R) ench#ar5ing
13. = %denti/ all the good6est practices eing i#ple#ented
= %denti/ all the gaps6shortco#ings
= -hare the good practices introduced or i#ple#ented in si#ilar pro!ects in the organization
and6or industr/
= Proacti+el/ oer assistance in a positi+e #anner to i#pro+e i#ple#entation o processes to help
the tea# raise producti+it/ and
= Bighlight contriutions o each audit in the lessons learned repositor/ o the organization
%&CORR'C()%&CORR'C()%&CORR'C()%&CORR'C() *ou ga+e no ans,er
A&-W'R)A&-W'R)A&-W'R)A&-W'R) O!ecti+e o Qualit/ Audits
1. = %t i#ple#ents the qualit/ #anage#ent s/ste# through polic/ and procedures ,ith continuous
process i#pro+e#ent acti+ities conducted throughout as appropriate.
= Addresses the #anage#ent o the pro!ect and the product o the pro!ect.
= %t applies to all pro!ects regardless o the nature o their product.
%&CORR'C()%&CORR'C()%&CORR'C()%&CORR'C() *ou ga+e no ans,er
A&-W'R)A&-W'R)A&-W'R)A&-W'R) Characteristics o Pro!ect Qualit/ "anage#ent
19. costs incurred / an organization to create high qualit/ products in order to a+oid ailures. (he/
include cost o training cost o docu#enting processes cost o equip#ent etc.
%&CORR'C()%&CORR'C()%&CORR'C()%&CORR'C() *ou ga+e no ans,er
A&-W'R)A&-W'R)A&-W'R)A&-W'R) Pre+ention Costs
1;. $ocu#ents the accepted ti#e phase used to #easure cost peror#ance
%&CORR'C()%&CORR'C()%&CORR'C()%&CORR'C() *ou ga+e no ans,er
A&-W'R)A&-W'R)A&-W'R)A&-W'R) Cost Peror#ance aseline Use in Plan Qualit/
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2. (he results o qualit/ control acti+ities. (he/ are used to anal/ze and e+aluate the qualit/
standards and processes o the peror#ing organization
%&CORR'C()%&CORR'C()%&CORR'C()%&CORR'C() *ou ga+e no ans,er
A&-W'R)A&-W'R)A&-W'R)A&-W'R) Qualit/ Control "easure#ents Use in Peror# Qualit/ Assurance
29. (he process o identi/ing qualit/ require#ents and6or standards or the pro!ect product and
docu#enting ho, the pro!ect ,ill de#onstrate co#pliance
%&CORR'C()%&CORR'C()%&CORR'C()%&CORR'C() *ou ga+e no ans,er
A&-W'R)A&-W'R)A&-W'R)A&-W'R) Peror# Qualit/ Assurance
2;. 'ecuting Process roup
%&CORR'C()%&CORR'C()%&CORR'C()%&CORR'C() *ou ga+e no ans,er
A&-W'R)A&-W'R)A&-W'R)A&-W'R) Peror# Qualit/ Assurance
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34. Include project processes and product goals
INCORRECT:INCORRECT:INCORRECT:INCORRECT: You gave no answer
ANSER:ANSER:ANSER:ANSER: !ual"t# Standards
3$. % &overn'ental agenc# regulat"ons
% Rules( standards( and gu"del"nes spec")"c to t*e appl"cat"on area
% or+"ng,operat"ng cond"t"ons o) t*e project,product w*"c* 'a# a))ect project -ual"t#
INCORRECT:INCORRECT:INCORRECT:INCORRECT: You gave no answer
ANSER:ANSER:ANSER:ANSER: lan !ual"t#: Enterpr"se Env"ron'ental /actors
30. deter'"n"ng process "'prove'ents
INCORRECT:INCORRECT:INCORRECT:INCORRECT: You gave no answer
ANSER:ANSER:ANSER:ANSER: !ual"t# 1etr"c "s not used )or
32. % Custo'er sat"s)act"on.
% revent"on over "nspect"on
% Cont"nuous "'prove'ent
% 1anage'ent respons""l"t#
% Cost o) -ual"t# CO!5
INCORRECT:INCORRECT:INCORRECT:INCORRECT: You gave no answer
ANSER:ANSER:ANSER:ANSER: !ual"t# and roject 1anage'ent 6"sc"pl"nes ot* recogn"7e t*e "'portance o)...
38. % *"le a -ual"t# level t*at )a"ls to 'eet -ual"t# re-u"re'ents "s alwa#s a prole'( low grade 'a#
not e.
% T*e project 'anager and t*e project 'anage'ent tea' are respons"le )or 'anag"ng t*e
tradeo))s "nvolved to del"ver t*e re-u"red levels o) ot* -ual"t# and grade
INCORRECT:INCORRECT:INCORRECT:INCORRECT: You gave no answer
ANSER:ANSER:ANSER:ANSER: !ual"t# vs &rade
39. Also called Is*"+awa d"agra's or )"s*one d"agra'. Illustrate *ow var"ous )actors '"g*t e l"n+ed
to potent"al prole's or e))ects
INCORRECT:INCORRECT:INCORRECT:INCORRECT: You gave no answer
ANSER:ANSER:ANSER:ANSER: Cause and E))ect 6"agra's
4. Involves 'at*e'at"cal tec*n"-ues to )orecast )uture outco'es ased on *"stor"cal results
INCORRECT:INCORRECT:INCORRECT:INCORRECT: You gave no answer
ANSER:ANSER:ANSER:ANSER: Trend Anal#s"s
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p
f
am
;. lan !ual"t#: Organ"7at"onal rocesslan !ual"t#: Organ"7at"onal rocesslan !ual"t#: Organ"7at"onal rocesslan !ual"t#: Organ"7at"onal rocess
AssetsAssetsAssetsAssets
INCORRECT:INCORRECT:INCORRECT:INCORRECT: No answer g"ven
ANSER:ANSER:ANSER:ANSER: % Organ"7at"onal -ual"t#
pol"c"es( procedures and gu"del"nes
%
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q
y
i
INCORRECT:INCORRECT:INCORRECT:INCORRECT: No answer g"ven
ANSER:ANSER:ANSER:ANSER: % T*e -ual"t# pol"c# o) t*e
per)or'"ng organ"7at"on )or t*e"r
products o)ten can e adopted Das "sD
)or use # t*e project.
% I) t*e per)or'"ng organ"7at"on lac+s a
)or'al -ual"t# pol"c#( or ") t*e project
"nvolves 'ult"ple per)or'"ng
organ"7at"ons as w"t* a jo"nt venture5(
t*e project 'anage'ent tea' w"ll need
to develop a -ual"t# pol"c# )or t*e
project.
% Regardless o) t*e or"g"n o) t*e -ual"t#
pol"c#( t*e project 'anage'ent tea'
'ust ensure t*at t*e project
sta+e*olders are )ull# aware o) t*e
pol"c# used )or t*e project t*roug* t*e
appropr"ate d"str"ut"on o) "n)or'at"on
2. !ual"t#!ual"t#!ual"t#!ual"t#
INCORRECT:INCORRECT:INCORRECT:INCORRECT: No answer g"ven
ANSER:ANSER:ANSER:ANSER: t*e degree to w*"c* a set
o) "n*erent c*aracter"st"cs )ul)"ll
re-u"re'ents
8. !ual"t# 1etr"cs!ual"t# 1etr"cs!ual"t# 1etr"cs!ual"t# 1etr"cs
INCORRECT:INCORRECT:INCORRECT:INCORRECT: No answer g"ven
ANSER:ANSER:ANSER:ANSER: Is an operat"onal
de)"n"t"on t*at descr"es( "n ver#
spec")"c ter's( a project or product
attr"ute and *ow t*e -ual"t# control
process w"ll 'easure "t
9. al"datedal"datedal"datedal"dated 6el"verales6el"verales6el"verales6el"verales
INCORRECT:INCORRECT:INCORRECT:INCORRECT: No answer g"ven
ANSER:ANSER:ANSER:ANSER: % A goal o) -ual"t# control
"s to deter'"ne t*e correctness o)
del"verales.
% T*e results o) t*e eBecut"on -ual"t#
control processes are val"dated
del"verales.
% al"dated del"verales are an "nput to
er")# Scope )or )or'al"7ed acceptance
;. ?ses?ses?ses?ses )or Control C*arts)or Control C*arts)or Control C*arts)or Control C*arts
% Sc*edule progress( and
% Costs "ncurred.
k *olds t*at a relat"vel# s'all nu'er o)
causes w"ll t#p"call# produce a 'ajor"t# o)
t*e prole's or de)ects. T*"s "s co''onl#
re)erred to as t*e 8,> pr"nc"ple
l er)or' !ual"t# Assurance process
m T*e plandoc*ec+act c#cle "s t*e as"s
)or -ual"t# "'prove'ent as de)"ned #
S*ew*art and 'od")"ed # 6e'"ng. In
add"t"on( -ual"t# "'prove'ent "n"t"at"ves
underta+en # t*e per)or'"ng
organ"7at"on( suc* as T!1 and S"B S"g'a(
s*ould "'prove t*e -ual"t# o) t*e projectFs
'anage'ent as well as t*e -ual"t# o) t*e
projectFs product
n % T*ere are 'an# st#les( ut all process
)lowc*arts s*ow act"v"t"es( dec"s"on po"nts(
and t*e order o) process"ng.
% 6ur"ng -ual"t# plann"ng( )lowc*art"ng can
*elp t*e project tea' ant"c"pate -ual"t#
prole's t*at '"g*t occur.
% An awareness o) potent"al prole's can
result "n t*e develop'ent o) test
procedures or approac*es )or deal"ng w"t*
t*e'
o % poss"le root cause can e uncovered #
cont"nu"ng to as+ Dw*#D or D*owD .
% D*#*#D and D
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al
a
aj
ab
w
INCORRECT:INCORRECT:INCORRECT:INCORRECT: No answer g"ven
ANSER:ANSER:ANSER:ANSER: 'on"tor cost and
sc*edule var"ances( volu'e( and
)re-uenc# o) scope c*anges( or ot*er
'anage'ent results to *elp deter'"ne
") t*e project 'anage'ent processes
are "n control
;;. /"s*one/"s*one/"s*one/"s*one d"agra'sd"agra'sd"agra'sd"agra's
INCORRECT:INCORRECT:INCORRECT:INCORRECT: No answer g"ven
ANSER:ANSER:ANSER:ANSER: Is*"+awa , Cause and
E))ect 6"agra's
;>. Sta+e*older Reg"ster ?se "n lanSta+e*older Reg"ster ?se "n lanSta+e*older Reg"ster ?se "n lanSta+e*older Reg"ster ?se "n lan !ual"t#!ual"t#!ual"t#!ual"t#
INCORRECT:INCORRECT:INCORRECT:INCORRECT: No answer g"ven
ANSER:ANSER:ANSER:ANSER: Ident")"es sta+e*olders
w"t* a part"cular "nterest "n ( or
"'pact on( -ual"t#
;3. er)or'er)or'er)or'er)or' !ual"t# Control: Organ"7at"onal!ual"t# Control: Organ"7at"onal!ual"t# Control: Organ"7at"onal!ual"t# Control: Organ"7at"onal
rocess Assets ?pdatesrocess Assets ?pdatesrocess Assets ?pdatesrocess Assets ?pdates
INCORRECT:INCORRECT:INCORRECT:INCORRECT: No answer g"ven
ANSER:ANSER:ANSER:ANSER: % Co'pleted c*ec+l"sts.
T*e co'pleted c*ec+l"sts eco'e
part o) t*e projectFs records
% =essons learned docu'entat"on.
T*e causes o) var"ances( t*e reason"ng
e*"nd t*e correct"ve act"on c*osen(
and ot*er t#pes o) lessons learned )ro'
-ual"t# control are docu'ented so t*e#
eco'e part o) t*e *"stor"cal dataase
)or ot* t*e project and t*e per)or'"ngorgan"7at"on.
=essons learned are docu'ented
t*roug*out t*e project l")e c#cle( ut at
a '"n"'u'( dur"ng project closure.
;4. !ual"t#!ual"t#!ual"t#!ual"t# C*ec+l"stsC*ec+l"stsC*ec+l"stsC*ec+l"sts
INCORRECT:INCORRECT:INCORRECT:INCORRECT: No answer g"ven
ANSER:ANSER:ANSER:ANSER: A c*ec+l"st "s a structured
tool( usuall# co'ponentspec")"c(used to ver")# t*at a set o) re-u"red
steps *as een per)or'ed.C*ec+l"sts
t de)"nes t*e allowale var"at"ons on t*e
'etr"cs. /or eBa'ple( a 'etr"c related to
t*e -ual"t# oject"ve o) sta#"ng w"t*"n t*e
approved udget # G ;H could e to
'easure t*e cost o) ever# del"verale and
deter'"ne t*e percent var"ance )ro' t*e
approved udget )or t*at del"verale
u &u"des t*e process "'prove'ent act"v"t"es
v % Conta"ns t*e -ual"t# 'anage'ent plan(
w*"c* "s used to control -ual"t#
% T*e -ual"t# 'anage'ent plan descr"es
*ow -ual"t# control w"ll e per)or'ed
w"t*"n t*e project
w A c*ec+l"st "s a structured tool( usuall#
co'ponentspec")"c( used to ver")# t*at a
set o) re-u"red steps *as eenper)or'ed.C*ec+l"sts range )ro' s"'ple to
co'pleB ased on project re-u"re'ents
and pract"ces
x % !ual"t# "'prove'ent "ncludes ta+"ng
act"on to "ncrease t*e e))ect"veness and,or
e))"c"enc# o) t*e pol"c"es( processes( and
procedures o) t*e per)or'"ng organ"7at"on.
% C*ange re-uests are created and used as
"nput "nto t*e er)or' Integrated C*ange
Control process to allow )ull cons"derat"on
o) t*e reco''ended "'prove'ents.
% C*ange re-uests can e used to ta+e
correct"ve act"on or prevent"ve act"on or to
per)or' de)ect repa"r
y Is an operat"onal de)"n"t"on t*at descr"es(
"n ver# spec")"c ter's( a project or product
attr"ute and *ow t*e -ual"t# control
process w"ll 'easure "t
z 1on"tor"ng and Controll"ng rocess &roup
aa S*ows t*e relat"ons*"p etween two
var"ales
ab % Co'pleted c*ec+l"sts.
T*e co'pleted c*ec+l"sts eco'e part o)
t*e projectFs records
% =essons learned docu'entat"on.
T*e causes o) var"ances( t*e reason"ng
e*"nd t*e correct"ve act"on c*osen( and
ot*er t#pes o) lessons learned )ro' -ual"t#
control are docu'ented so t*e# eco'e
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u
t
j
o
range )ro' s"'ple to co'pleB ased on
project re-u"re'ents and pract"ces
;$. Targets )or I'provedTargets )or I'provedTargets )or I'provedTargets )or I'proved er)or'anceer)or'anceer)or'anceer)or'ance
INCORRECT:INCORRECT:INCORRECT:INCORRECT: No answer g"ven
ANSER:ANSER:ANSER:ANSER: &u"des t*e process
"'prove'ent act"v"t"es
;0. ToleranceToleranceToleranceTolerance
INCORRECT:INCORRECT:INCORRECT:INCORRECT: No answer g"ven
ANSER:ANSER:ANSER:ANSER: de)"nes t*e allowale
var"at"ons on t*e 'etr"cs. /or
eBa'ple( a 'etr"c related to t*e -ual"t#
oject"ve o) sta#"ng w"t*"n t*e approved
udget # G ;H could e to 'easure
t*e cost o) ever# del"verale and
deter'"ne t*e percent var"ance )ro' t*e
approved udget )or t*at del"verale
;2. or+ er)or'ance In)or'at"onor+ er)or'ance In)or'at"onor+ er)or'ance In)or'at"onor+ er)or'ance In)or'at"on ?se "n?se "n?se "n?se "n
er)or' !ual"t# Assuranceer)or' !ual"t# Assuranceer)or' !ual"t# Assuranceer)or' !ual"t# Assurance
INCORRECT:INCORRECT:INCORRECT:INCORRECT: No answer g"ven
ANSER:ANSER:ANSER:ANSER: er)or'ance "n)or'at"on
)ro' project act"v"t"es "s rout"nel#
collected as t*e project progresses.
er)or'ance results w*"c* 'a# support
t*e aud"t process "nclude( ut are not
l"'"ted to:
% Tec*n"cal per)or'ance 'easures(
% roject del"verales status(
% Sc*edule progress( and
% Costs "ncurred.
;8. C*aracter"st"csC*aracter"st"csC*aracter"st"csC*aracter"st"cs o) Cause and E))ecto) Cause and E))ecto) Cause and E))ecto) Cause and E))ect
6"agra's6"agra's6"agra's6"agra's
INCORRECT:INCORRECT:INCORRECT:INCORRECT: No answer g"ven
ANSER:ANSER:ANSER:ANSER: % poss"le root cause can
e uncovered # cont"nu"ng to as+
Dw*#D or D*owD .
% D*#*#D and D. Control C*arts
3. /lowc*art"ng
4.
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x
af
c
d
19. Perform Quality Assurance: ChangePerform Quality Assurance: ChangePerform Quality Assurance: ChangePerform Quality Assurance: Change
RequestsRequestsRequestsRequests
INCORREC:INCORREC:INCORREC:INCORREC: No ans!er gi"en
AN#$ER:AN#$ER:AN#$ER:AN#$ER: % Quality im&ro"ement
inclu'es ta(ing action to increase
the effecti"eness an')or efficiency ofthe &olicies* &rocesses* an' &roce'ures
of the &erforming organi+ation.
% Change requests are create' an' use'
as in&ut into the Perform Integrate'
Change Control &rocess to allo! full
consi'eration of the recommen'e'
im&ro"ements.
% Change requests can ,e use' to ta(e
correcti"e action or &re"enti"e action or
to &erform 'efect re&air
-. CustomerCustomerCustomerCustomer #atisfaction#atisfaction#atisfaction#atisfaction
INCORREC:INCORREC:INCORREC:INCORREC: No ans!er gi"en
AN#$ER:AN#$ER:AN#$ER:AN#$ER: /n'erstan'ing*
e"aluating* 'efining* an' managing
e0&ectations so that customer
requirements are met. his requires a
com,ination of conformance to
requirements to ensure the &ro2ect&ro'uces !hat it !as create' to
&ro'uce3 an' fitness for use the
&ro'uct or ser"ice must satisfy real
nee's3
-1. Elements of #co&e 4aseline /seElements of #co&e 4aseline /seElements of #co&e 4aseline /seElements of #co&e 4aseline /se in Planin Planin Planin Plan
QualityQualityQualityQuality
INCORREC:INCORREC:INCORREC:INCORREC: No ans!er gi"en
AN#$ER:AN#$ER:AN#$ER:AN#$ER: % #co&e statement.% $4#.
% $4# 5ictionary.
--. Pre"ention O"er Ins&ectionPre"ention O"er Ins&ectionPre"ention O"er Ins&ectionPre"ention O"er Ins&ection
INCORREC:INCORREC:INCORREC:INCORREC: No ans!er gi"en
AN#$ER:AN#$ER:AN#$ER:AN#$ER: One of the fun'amental
tenets of mo'ern quality
management states that quality is
&lanne'* 'esigne'* an' ,uilt in6not
ins&ecte' in. he cost of &re"enting
mista(es is generally much less than the
7ulti&le Choice7ulti&le Choice7ulti&le Choice7ulti&le Choice QuestionsQuestionsQuestionsQuestions
1. % he a&&ro&riate 'ata is collecte' an' analy+e' to
in'icate the quality status of &ro2ect &rocesses an'
&ro'ucts.
% hey gra&hically ans!er the question: 8Is this &rocess
"ariance !ithin acce&ta,le limits8
% he &attern of 'ata &oints on a control chart may
re"eal ran'om fluctuating "alues* su''en &rocess
2um&s* or a gra'ual tren' in increase' "ariation.
% 4y monitoring the out&ut of a &rocess o"er time* a
control chart can hel& assess !hether the a&&lication of
&rocess changes resulte' in the 'esire' im&ro"ements.
% $hen a &rocess is !ithin acce&ta,le limits it is in
control an' 'oes not nee' to ,e a'2uste'.
% Con"ersely* !hen a &rocess is outsi'e acce&ta,le
limits* the &rocess shoul' ,e a'2uste'.
% #e"en consecuti"e &oints a,o"e or ,elo! the central
line in'icate a &rocess that is out of control.
% he u&&er control limit an' lo!er control limit are
usually set at ;
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8/11/2019 Project Qualtiy Quizzlet
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h
m
ai
g
z
cost of correcting them !hen they are
foun' ,y ins&ection
-;. Areas toAreas toAreas toAreas to Consi'er in the ProcessConsi'er in the ProcessConsi'er in the ProcessConsi'er in the Process
Im&ro"ement PlanIm&ro"ement PlanIm&ro"ement PlanIm&ro"ement Plan
INCORREC:INCORREC:INCORREC:INCORREC: No ans!er gi"en
AN#$ER:AN#$ER:AN#$ER:AN#$ER: % Process ,oun'aries
% Process configuration
% Process metrics
% argets for im&ro"e' &erformance
-?. Continuous Im&ro"ementContinuous Im&ro"ementContinuous Im&ro"ementContinuous Im&ro"ement
INCORREC:INCORREC:INCORREC:INCORREC: No ans!er gi"en
AN#$ER:AN#$ER:AN#$ER:AN#$ER: he &lan>'o>chec(>act
cycle is the ,asis for quality
im&ro"ement as 'efine' ,y #he!hart
an' mo'ifie' ,y 5eming. In a''ition*
quality im&ro"ement initiati"es
un'erta(en ,y the &erforming
organi+ation* such as Q7 an' #i0
#igma* shoul' im&ro"e the quality of
the &ro2ect@s management as !ell as the
quality of the &ro2ect@s &ro'uct
-. 4asic4asic4asic4asic Pro2ect Quality 7anagementPro2ect Quality 7anagementPro2ect Quality 7anagementPro2ect Quality 7anagement
a&&roach is meant to ,e com&ati,lea&&roach is meant to ,e com&ati,lea&&roach is meant to ,e com&ati,lea&&roach is meant to ,e com&ati,le
!ith..!ith..!ith..!ith..
INCORREC:INCORREC:INCORREC:INCORREC: No ans!er gi"en
AN#$ER:AN#$ER:AN#$ER:AN#$ER: International Organi+ation
for #tan'ar'i+ation I#O3
-B. Perform Quality Assurance:Perform Quality Assurance:Perform Quality Assurance:Perform Quality Assurance: Pro2ectPro2ectPro2ectPro2ect
7anagement Plan /&'ates7anagement Plan /&'ates7anagement Plan /&'ates7anagement Plan /&'ates
INCORREC:INCORREC:INCORREC:INCORREC: No ans!er gi"en
AN#$ER:AN#$ER:AN#$ER:AN#$ER: % Quality management
&lan
% #che'ule management &lan
% Cost management &lan
-. PerformPerformPerformPerform Quality ControlQuality ControlQuality ControlQuality Control
INCORREC:INCORREC:INCORREC:INCORREC: No ans!er gi"en
AN#$ER:AN#$ER:AN#$ER:AN#$ER: 7onitoring an'
Controlling Process Drou&
-. !hich are 'iagrams of the forces for an' against change
1No Ans!er3
a. Control =imits
,. ailure Costs
c. olerances
'. CORREC:CORREC:CORREC:CORREC: orce iel' Analysis
;. cost of conformance3 inclu'e costs for quality
&lanning* quality control QC3* an' quality assurance to
ensure com&liance to requirements i.e.* training* QC
systems* etc.3.
1No Ans!er3
a. orce iel' Analysis
,. CORREC:CORREC:CORREC:CORREC: Pre"ention an' A&&raisal costs
c. Process 4oun'aries
'. Pre"ention Costs
?. Contains the &ro2ect 'escri&tion* ma2or &ro2ect
'eli"era,les* an' acce&tance criteria. he &ro'uct sco&e
'escri&tion !ill often contain 'etails of technical issues
an' other concerns that can affect quality &lanning. he
'efinition of acce&tance criteria can significantly
increase or 'ecrease &ro2ect costs an' quality costs.
#atisfying all acce&tance criteria im&lies the nee's of
the customer ha"e ,een met.
1No Ans!er3
a. CORREC:CORREC:CORREC:CORREC: #co&e #tatement /se in Plan Quality
,. Root Cause Analysis
c. Elements of #co&e 4aseline /se in Plan Quality
'. Ris( Register /se in Plan Quality
. % Pro"i'es an um,rella for continuous &rocess
im&ro"ement* !hich is an iterati"e means for im&ro"ing
the quality of all &rocesses.
% Continuous &rocess im&ro"ement re'uces !aste an'
eliminates acti"ities that 'o not a'' "alue.
% his allo!s &rocesses to o&erate at increase' le"els of
efficiency an' effecti"eness
1No Ans!er3
a. Characterisitics of Control Charts
,. CORREC:CORREC:CORREC:CORREC: Characteristics of Perform Quality Assurance
c. Characteristics of Control =imits
'. Perform Quality Assurance
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e
ae
ak
k
n
-F. Pro2ect QualityPro2ect QualityPro2ect QualityPro2ect Quality 7anagement7anagement7anagement7anagement
INCORREC:INCORREC:INCORREC:INCORREC: No ans!er gi"en
AN#$ER:AN#$ER:AN#$ER:AN#$ER: Inclu'es the &rocesses
an' acti"ities of the &erforming
organi+ation that 'etermine quality
&olicies* o,2ecti"es* an' res&onsi,ilities
so that the &ro2ect !ill satisfy the nee's
for !hich it !as un'erta(en
-9. Run ChartRun ChartRun ChartRun Chart
INCORREC:INCORREC:INCORREC:INCORREC: No ans!er gi"en
AN#$ER:AN#$ER:AN#$ER:AN#$ER: #imilar to a control chart
!ithout 'is&laye' limits* a run chart
sho!s the history an' &attern of"ariation
;. Control Charts /se in Perform QualityControl Charts /se in Perform QualityControl Charts /se in Perform QualityControl Charts /se in Perform Quality
ControlControlControlControl
INCORREC:INCORREC:INCORREC:INCORREC: No ans!er gi"en
AN#$ER:AN#$ER:AN#$ER:AN#$ER: Illustrate ho! a &rocess
,eha"es o"er time an' !hen a
&rocess is su,2ect to s&ecial cause
"ariation* resulting in an out>of>controlcon'ition
;1. Pareto@s =a!Pareto@s =a!Pareto@s =a!Pareto@s =a!
INCORREC:INCORREC:INCORREC:INCORREC: No ans!er gi"en
AN#$ER:AN#$ER:AN#$ER:AN#$ER: hol's that a relati"ely
small num,er of causes !ill
ty&ically &ro'uce a ma2ority of the
&ro,lems or 'efects. his is commonly
referre' to as the F)- &rinci&le
;-. CharacteristicsCharacteristicsCharacteristicsCharacteristics of lo!chartingof lo!chartingof lo!chartingof lo!charting
INCORREC:INCORREC:INCORREC:INCORREC: No ans!er gi"en
AN#$ER:AN#$ER:AN#$ER:AN#$ER: % here are many styles*
,ut all &rocess flo!charts sho!
acti"ities* 'ecision &oints* an' the or'er
of &rocessing.
% 5uring quality &lanning* flo!charting
can hel& the &ro2ect team antici&atequality &ro,lems that might occur.
% An a!areness of &otential &ro,lems
B. % costs to re!or( &ro'ucts* com&onents* or &rocesses
that are non>com&liantG
% costs of !arranty !or( an' !asteG an'
% costs 'ue to loss of re&utation
1No Ans!er3
a. Quality #tan'ar's
,. ailure Costs
c. CORREC:CORREC:CORREC:CORREC: ailure Costs inclu'e
'. Process Analysis
. All a&&ro"e' change requests shoul' ,e re"ie!e' to
"erify that they !ere im&lemente' as a&&ro"e'
1No Ans!er3
a. A&&ro"e' Change Requests
,. CORREC:CORREC:CORREC:CORREC: A&&ro"e' Change Requests Re"ie!s
c. Process Configuration
'. Process Im&ro"ement 7o'els
F. 5escri,es ho! the &ro2ect management team !ill
im&lement the &erforming organi+ation@s quality &olicy.
It is a com&onent or a su,si'iary &lan of the &ro2ect
management &lan
1No Ans!er3
a. CORREC:CORREC:CORREC:CORREC: Quality 7anagement Plan
,. A measurement is a
c. Haria,le #am&ling
'. Quality #tan'ar's
9. threshol's* !hich can in'icate !hether the &rocess is
out of control
1No Ans!er3
a. istogram
,. CORREC:CORREC:CORREC:CORREC: Control =imitsc. Plan Quality
'. 7atri0 5iagrams
1. 5esign of E0&eriments
1No Ans!er3
a. Accuracy
,. istogram
c. Dra'e
'. CORREC:CORREC:CORREC:CORREC: 5OE
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ag
s
aa
l
ah
can result in the 'e"elo&ment of test
&roce'ures or a&&roaches for 'ealing
!ith them
;;. ools an' echniques for Performools an' echniques for Performools an' echniques for Performools an' echniques for Perform
QualityQualityQualityQuality ControlControlControlControl
INCORREC:INCORREC:INCORREC:INCORREC: No ans!er gi"en
AN#$ER:AN#$ER:AN#$ER:AN#$ER: 1. Cause an' Effect
5iagrams
-. Control Charts
;. lo!charting
?. istogram
. Pareto Chart
B. Run Chart
. #catter 5iagram
F. #tatistical #am&ling
9. Ins&ection
1. A&&ro"e' Change Requests Re"ie!
;?. QualityQualityQualityQuality 7anagement Plan /se in7anagement Plan /se in7anagement Plan /se in7anagement Plan /se in
Perform Quality AssurancePerform Quality AssurancePerform Quality AssurancePerform Quality Assurance
INCORREC:INCORREC:INCORREC:INCORREC: No ans!er gi"en
AN#$ER:AN#$ER:AN#$ER:AN#$ER: he quality management
&lan 'escri,es ho! quality
assurance !ill ,e &erforme' !ithin the
&ro2ect
;. #catter#catter#catter#catter 5iagram5iagram5iagram5iagram
INCORREC:INCORREC:INCORREC:INCORREC: No ans!er gi"en
AN#$ER:AN#$ER:AN#$ER:AN#$ER: #ho!s the relationshi&
,et!een t!o "aria,les
;B. Quality Au'it is echnique use' inQuality Au'it is echnique use' inQuality Au'it is echnique use' inQuality Au'it is echnique use' in
INCORREC:INCORREC:INCORREC:INCORREC: No ans!er gi"en
AN#$ER:AN#$ER:AN#$ER:AN#$ER: Perform Quality
Assurance &rocess
;. Pro2ect 7anagement Plan /se inPro2ect 7anagement Plan /se inPro2ect 7anagement Plan /se inPro2ect 7anagement Plan /se in
Perform Quality AssurancePerform Quality AssurancePerform Quality AssurancePerform Quality Assurance
INCORREC:INCORREC:INCORREC:INCORREC: No ans!er gi"en
AN#$ER:AN#$ER:AN#$ER:AN#$ER: % Quality management&lan
% Process im&ro"ement &lan
11. Is the e0amination of a !or( &ro'uct to 'etermine
!hether it conforms to 'ocumente' stan'ar's.
1No Ans!er3
a. CORREC:CORREC:CORREC:CORREC: Ins&ection
,. Precision
c. 5OE
'. olerance
1-. he $4# 'ictionary 'efines technical information for
$4# elements.
1No Ans!er3
a. Pro'uct Quality
,. Pre"ention O"er Ins&ection
c. CORREC:CORREC:CORREC:CORREC: $4# 5ictionary /se in Plan Quality
'. A''itional Quality Planning ools
1;. % he su,sequent effort to correct any 'eficiencies
shoul' result in a re'uce' cost of quality an' an
increase in s&onsor or customer acce&tance of the
&ro2ect@s &ro'uct.
% Quality au'its may ,e sche'ule' or ran'om an' may
,e con'ucte' ,y internal or e0ternal au'itors.
% Quality au'its can confirm the im&lementation of
a&&ro"e' change requests inclu'ing correcti"e actions*
'efect re&airs* an' &re"enti"e actions
1No Ans!er3
a. Characteristics of istograms
,. Characteristics of Pareto Charts
c. Characteristics of 5OE
'. CORREC:CORREC:CORREC:CORREC: Characteristics of Quality Au'its
1?. % 5oing It Right irst ime 5IR3
% Quality is Conformance to Requirements
% #ystem of quality is Pre"ention
% Performance stan'ar' is Jero 5efects
% 7easurement of quality is the &rice of non>
conformance
1No Ans!er3
a. CORREC:CORREC:CORREC:CORREC: Cros,y
,. Pareto Chart
c. 5OE
'. istogram
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b
ac
;F. istogramistogramistogramistogram
INCORREC:INCORREC:INCORREC:INCORREC: No ans!er gi"en
AN#$ER:AN#$ER:AN#$ER:AN#$ER: Illustrates the most
common cause of &ro,lems in a
&rocess ,y the num,er an' relati"e
heights of the ,ars
;9. 5esign of E0&eriments5esign of E0&eriments5esign of E0&eriments5esign of E0&eriments
INCORREC:INCORREC:INCORREC:INCORREC: No ans!er gi"en
AN#$ER:AN#$ER:AN#$ER:AN#$ER: A statistical metho' for
i'entifying !hich factors may
influence s&ecific "aria,les of a &ro'uct
or &rocess un'er 'e"elo&ment or in
&ro'uction
1. 5escri,es the &ur&ose of &rocesses* their start an' en'*
their in&uts)out&uts* the 'ata require'* the o!ner* an'
the sta(ehol'ers
1No Ans!er3
a. Pareto Chart
,. CORREC:CORREC:CORREC:CORREC: Process 4oun'aries
c. Process 7etrics
'. Plan Quality
1B. Contains information on threats an' o&&ortunities that
may im&act quality requirements
1No Ans!er3
a. ools an' echniques for Plan Quality
,. In&uts to Plan Quality
c. CORREC:CORREC:CORREC:CORREC: Ris( Register /se in Plan Quality
'. $4# 5ictionary /se in Plan Quality
1. o! many errors or 'efects ha"e ,een i'entifie'* an' ho! many remain uncorrecte'
1No Ans!er3
a. Cost an' #che'ule Performance: ren' Analysis
,. CORREC:CORREC:CORREC:CORREC: echnical Performance: ren' Analysis
c. Characteristics of Pareto Charts
'. /ses for Control Charts
1F. I'entifies the 'eli"era,les* the !or( &ac(ages an' the control accounts use' to measure &ro2ect
&erformance.
1No Ans!er3
a. CORREC:CORREC:CORREC:CORREC: $4# /se in Plan Quality
,. #co&e #tatement /se in Plan Quality
c. Out&uts of Plan Quality
'. Ris( Register /se in Plan Quality
19. % he results of an ins&ection generally inclu'e measurements an' may ,e con'ucte' at any le"el.
% In some a&&lication areas* these terms ha"e narro! an' s&ecific meanings.
% Ins&ections are also use' to "ali'ate 'efect re&airs
1No Ans!er3
a. Characteristics of 5OE
,. Characteristics of istograms
c. Characteristics of lo!charting
'. CORREC:CORREC:CORREC:CORREC: Characteristics of Ins&ection
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20. specified range of acceptable results
(No Answer)
a. DOE
b. Quality
c. COEC!"COEC!"COEC!"COEC!" !olerances
d. Accuracy
2#. Control c$arts are used to deter%ine w$et$er or not a process is stable or $as predictable
perfor%ance& using upper and lower specification li%its& w$ic$ are based on re'uire%ents of t$e
contract
(No Answer)
a. Crosby
b. COEC!"COEC!"COEC!"COEC!" Control C$arts
c. catter Diagra%
d. lan Quality
22. * +s a line grap$ t$at s$ows data points plotted in t$e order in w$ic$ t$ey occur.
* $ow trends in a process o,er ti%e& ,ariation o,er ti%e& or declines or i%pro,e%ents in a
process o,er ti%e.
* !rend analysis is perfor%ed using run c$arts and in,ol,es %at$e%atical tec$ni'ues to forecast
future outco%es based on $istorical results
(No Answer)
a. C$aracteristics of Control -i%its
b. COEC!"COEC!"COEC!"COEC!" C$aracteristics of a un C$artc. C$aracteristics of Quality Audits
d. C$aracteristics of Cause and Effect Diagra%s
2. a category assigned to products or ser,ices $a,ing t$e sa%e functional use but different tec$nical
c$aracteristics
(No Answer)
a. COEC!"COEC!"COEC!"COEC!" /rade
b. DOE
c. Crosby
d. !olerance
2. !$e pri%ary benefits of %eeting 'uality re'uire%ents can include less rewor1& $ig$er producti,ity&
lower costs& and increased sta1e$older satisfaction. A business case for eac$ 'uality acti,ity
co%pares t$e cost of t$e 'uality step to t$e epected benefit
(No Answer)
a. Control C$arts
b. 3is$bone diagra%s
c. COEC!"COEC!"COEC!"COEC!" Cost 4enefit Analysis
d. oot Cause Analysis
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25. * a%ple fre'uency and si6es s$ould be deter%ined during t$e lan Quality process so t$e cost of
'uality will include t$e nu%ber of tests& epected scrap& etc.
* !$ere is a substantial body of 1nowledge on statistical sa%pling. +n so%e application areas it
%ay be necessary for t$e pro7ect %anage%ent tea% to be fa%iliar wit$ a ,ariety of sa%pling
tec$ni'ues to assure t$e sa%ple selected actually represents t$e population of interest
(No Answer)
a. COEC!"COEC!"COEC!"COEC!" C$aracteristics of tatistical a%pling
b. C$aracteristics of erfor% Quality Assurance
c. 8ariable a%pling
d. C$aracteristics of +nspection
29. !$e process of %onitoring and recording results of eecuting t$e 'uality acti,ities to assess
perfor%ance and reco%%end necessary c$anges
(No Answer)
a. erfor% Quality Assurance
b. Quality ,s /rade
c. ro7ect Quality :anage%ent
d. COEC!"COEC!"COEC!"COEC!" erfor% Quality Control
2;.
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0. * Quality control is perfor%ed t$roug$out t$e pro7ect
* Quality control is often perfor%ed by a 'uality control depart%ent or si%ilarly titled
organi6ational unit.
* Quality control acti,ities identify causes of poor process or product 'uality and reco%%end
and>or ta1e action to eli%inate t$e%
* !$e pro7ect %anage%ent tea% s$ould $a,e a wor1ing 1nowledge of statistical 'uality control&
especially sa%pling and probability& to $elp e,aluate 'uality control outputs.
(No Answer)
a. C$aracteristics of ro7ect Quality :anage%ent
b. COEC!"COEC!"COEC!"COEC!" C$aracteristics of erfor% Quality Control
c. !ools and !ec$ni'ues for erfor% Quality Control
d. 3lowc$arting ?se in erfor% Quality Control
#. w$ere
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5. 1eeping errors out of t$e process
(No Answer)
a. COEC!"COEC!"COEC!"COEC!" re,ention
b. !olerance
c. un C$art
d. re,ention Costs
9. #. Cost 4enefit Analysis
2. Cost of Quality (COQ)
. Control C$arts
. 4enc$%ar1ing
5. Design of Eperi%ents
9. tatistical a%pling
;. 3lowc$arting
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=. co%patible wit$ proprietary approac$es to 'uality %anage%ent suc$ as t$ose reco%%ended by
De%ing& uran& Crosby& and ot$ers& and nonproprietary approac$es suc$ as !otal Quality
:anage%ent (!Q:)& i ig%a& failure %ode and effect analysis (3:EA)& design re,iews& ,oice of
t$e custo%er& cost of 'uality (COQ)& and continuous i%pro,e%ent
(No Answer)
a. COEC!"COEC!"COEC!"COEC!" +nternational Organi6ation for tandardi6ation (+O)
b. C$aracteristics of catter Diagra%s
c. lan Quality" Organi6ational rocess Assets
d. Additional Quality lanning !ools
0. * ?pper and lower control li%its are set by t$e pro7ect %anager and appropriate sta1e$olders to
reflect t$en points at w$ic$ correcti,e action will be ta1en to pre,ent eceeding specification
li%its.
* 3or repetiti,e processes& t$e control li%its are generally F G.
* A process is considered out of control w$en a data point eceeds a control li%it or if se,en
consecuti,e points are abo,e or below t$e %ean
(No Answer)
a. ?pper and -ower Control -i%its
b. C$aracteristics of 3lowc$arting
c. ?ses for Control C$arts
d. COEC!"COEC!"COEC!"COEC!" C$aracteristics of Control -i%its
0 !rue>3alse0 !rue>3alse0 !rue>3alse0 !rue>3alse QuestionsQuestionsQuestionsQuestions
#. rocess +%pro,e%ent lan H +s a subsidiary of t$e pro7ect %anage%ent plan. Details t$e steps
for analy6ing processes to identify acti,ities w$ic$ en$ance t$eir ,alue
!$is is true. Iou ga,e no answer.
2. +nputs to lan Quality H #. cope 4aseline
2. ta1e$older egister
. Cost erfor%ance 4aseline
. c$edule 4aseline
5. is1 egister
9. Enterprise En,iron%ental 3actors;. Organi6ational rocess Assets
!$is is true. Iou ga,e no answer.
. erfor% Quality Control" C$ange e'uests H Are t$e docu%ented results of 'uality control
acti,ities in t$e for%at specified during 'uality planning
!$is is false. Iou ga,e no answer.
+t s$ould be erfor% Quality Control" C$ange e'uestserfor% Quality Control" C$ange e'uestserfor% Quality Control" C$ange e'uestserfor% Quality Control" C$ange e'uests H +f t$e reco%%ended correcti,e or
pre,enti,e actions or a defect repair re'uires a c$ange to t$e pro7ect %anage%ent plan& a c$ange
re'uest s$ould be initiated in accordance wit$ t$e defined erfor% +ntegrated C$ange Control
process.
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4. Standard deviation Is the examination of a work product to determine whether it conforms to
documented standards.
This is false. You gave no answer.
It should be StandardStandardStandardStandard deviationdeviationdeviationdeviation Is a distance of measurement from the mean or, the suare
root of the average of the suares of deviations !about" the mean of a set of data. Standard
deviation is a statistical measure of spread or variabilit#.
$. %erform &ualit# 'ssurance( %ro)ect *ocument +pdates &ualit# audit reports
Training plans
%rocess documentation
This is true. You gave no answer.
-. ominal /roup Techniues to allow ideas to be brainstormed in small groups and then
reviewed b# a larger group
This is true. You gave no answer.
0. 'ttribute Sampling measures and techniues that are specific to the t#pe of product produced
b# the pro)ect
This is false. You gave no answer.
It should be 'ttribute Sampling'ttribute Sampling'ttribute Sampling'ttribute Sampling the result either conforms or does not conform.
1. 2anagement 3esponsibilit# The process of identif#ing ualit# reuirements andor standards
for the pro)ect and product, and documenting how the pro)ect will demonstrate compliance
This is false. You gave no answer.
It should be 2anagement2anagement2anagement2anagement 3esponsibilit#3esponsibilit#3esponsibilit#3esponsibilit# Success reuires the participation of all members of
the pro)ect team, but remains the responsibilit# of management to provide the resources needed
to succeed.
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5. 'pproved 6hange 3euests +se in %erform &ualit# 6ontrol 7. 6ause and 8ffect *iagrams
9. 6ontrol 6harts
:. ;lowcharting
4. plating specified range of acceptable results
This is false. You gave no answer.
It should be /old/old/old/old>>>>platingplatingplatingplating certain features are added to the deliverable which were not asked
for b# the customer, to earn customer appreciation. It is not a recommended pro)ect
management practice.
77. 6haracteristics of the &ualit# 2anagement %lan %rovides input to the overall pro)ect
management plan and includes ualit# control, ualit# assurance, and continuous processimprovement approaches for the pro)ect.
2a# be formal or informal, highl# detailed, or broadl# framed. The st#le and detail is
determined b# the reuirements of the pro)ect.
Should be reviewed earl# in the pro)ect to ensure that decisions are based on accurate
information.
The benefits of this review can include reduction of cost and schedule overruns caused b#
rework
This is true. You gave no answer.
79. 'ccurac# that the measured value is ver# close to the true value
This is true. You gave no answer.
7:. %rocess 'nal#sis ;ollows the steps outlined in the process improvement plan to identif#
needed improvements. This anal#sis also examines problems experienced, constraints
experienced, and non>value>added activities identified during process operation. %rocess
anal#sis includes root cause anal#sis
This is true. You gave no answer.
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74. 6ost of &ualit# !6?&" refers to the total cost of all efforts related to ualit# throughout the
product life c#cle
%ro)ect decisions can impact operational costs of ualit# as a result of product returns, warrant#
claims, and recall campaigns. Therefore, due to the temporar# nature of a pro)ect, the
sponsoring organi@ation ma# choose to invest in product ualit# improvement, especiall# defect
prevention and appraisal, to reduce the external cost of ualit#
This is true. You gave no answer.
7$. ?utputs of %lan &ualit# 7. &ualit# 6ontrol 2easurements
9. Aalidated 6hanges
:. Aalidated *eliverables
4. ?rgani@ational %rocess 'ssets +pdates
$. 6hange 3euests
-. %ro)ect 2anagement %lan +pdates
0. %ro)ect *ocument +pdates
This is false. You gave no answer.
It should be ?utputs of %lan &ualit#?utputs of %lan &ualit#?utputs of %lan &ualit#?utputs of %lan &ualit# 7. &ualit# 2anagement %lan
9. &ualit# 2etrics
:. &ualit# 6hecklists
4. %rocess Improvement %lan
$. %ro)ect *ocument +pdates.
7-. 'dditional &ualit# %lanning Tools Brainstorming
'ffinit# *iagrams
;orce ;ield 'nal#sis
ominal /roup Techniues
2atrix *iagrams
%rioriti@ation 2atrices
This is true. You gave no answer.
70. %roprietar# &ualit# 2anagement 2ethodologies These include Six Sigma, Cean Six Sigma,
&ualit# ;unction *eplo#ment, 622ID, etc. 2an# other methodologies exist
This is true. You gave no answer.
71. 6ost of &ualit# !6?&" 6ost of ualit# includes all costs incurred over the life of the product b#
investment in preventing nonconformance to reuirements, appraising the product or service for
conformance to reuirements, and failing to meet reuirements !rework"
This is true. You gave no answer.
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75. %lan &ualit#( %ro)ect *ocument +pdates &ualit# standards
This is false. You gave no answer.
It should be %lan &ualit#(%lan &ualit#(%lan &ualit#(%lan &ualit#( %ro)ect *ocument +pdates%ro)ect *ocument +pdates%ro)ect *ocument +pdates%ro)ect *ocument +pdates %ro)ect documents that ma# be
updated include, but are not limited to(
Stakeholder register, and
3esponsibilit# 'ssignment 2atrix.
9=. %lan &ualit# the degree to which a set of inherent characteristics fulfill reuirements
This is false. You gave no answer.
It should be %lan &ualit#%lan &ualit#%lan &ualit#%lan &ualit# The process of identif#ing ualit# reuirements andor standards for
the pro)ect and product, and documenting how the pro)ect will demonstrate compliance.
97. ;ailure 6osts costs to rework products, components, or processes that are non>compliantE
costs of warrant# work and wasteE and costs due to loss of reputation
This is false. You gave no answer.
It should be ;ailure;ailure;ailure;ailure 6osts6osts6osts6osts !cost of non>conformance" include costs to rework products,
components, or processes that are non>compliant, costs of warrant# work and waste, and loss of
reputation..
99. ;ailure 6osts that the measured value is ver# close to the true value
This is false. You gave no answer.
It should be ;ailure 6osts;ailure 6osts;ailure 6osts;ailure 6osts 6osts of poor ualit#.
9:. &ualit# 6hecklists +se Is an operational definition that describes, in ver# specific terms, a
pro)ect or product attribute and how the ualit# control process will measure it
This is false. You gave no answer.
It should be &ualit# 6hecklists +se&ualit# 6hecklists +se&ualit# 6hecklists +se&ualit# 6hecklists +se +sed in the &ualit# 6ontrol %rocess.
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94. Tools and Techniues for %erform &ualit# 'ssurance 7. 6ause and 8ffect *iagrams
9. 6ontrol 6harts
:. ;lowcharting
4. five"
This is true. You gave no answer.
:=. 6haracteristics of Scatter *iagrams 'llows the ualit# team to stud# and identif# the
possible relationship between changes observed in two variables.
*ependent variables versus independent variables are plotted.
The closer the points are to a diagonal line, the more closel# the# are related
This is true. You gave no answer.
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31. Characteristics of Histograms A vertical bar chart showing how often a particular variable
state occurred.
Each column represents an attribute or characteristic of a problem/situation.
he height of each column represents the relative fre!uenc" of the characteristic.
his is true. #ou gave no answer.
3$. %tandard &ormal 'istribution shows standard deviation (sigma) as distance of the
measurement from the mean value
his is true. #ou gave no answer.
33. *uran +areto +rinciple
*uran rilog", +lanning- Control and mprovement
'efines !ualit" as fitness for use
his is true. #ou gave no answer.
3. +rocess mprovement 0odels 0alcolm aldridge
2rganiational +ro4ect 0anagement 0aturit" 0odel (2+035)
Capabilit" 0aturit" 0odel ntegrated (C005)
his is true. #ou gave no answer.
36. Characteristics of +areto Charts 7an8 ordering is used to focus corrective action.
he pro4ect team should address the causes creating the greatest number of defects first.
+areto diagrams are conceptuall" related to +areto9s :aw
+areto diagrams can also be used to summarie various t"pes of data for ;
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3. Bariable %ampling the result either conforms or does not conform
his is false. #ou gave no answer.
t should be BariableBariableBariableBariable %ampling%ampling%ampling%ampling the result is rated on a continuous scale that measures the
degree of conformit".