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CompTIA Project+ > 7 | Planning Human Resources and Quality Management > Flashcards

7 | Planning Human Resources and Quality Management Flashcards

In this lesson, you will: • Create a human resource plan. • Create a quality management plan.

1
Q

Project Interfaces?

A

Are the various reporting relationships that occur internally or externally to a
project.

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2
Q

What are the 5 types of project interfaces?

A
  1. Organizational
  2. Technical
  3. Interpersonal
  4. Logistical
  5. Political
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3
Q

Organizational Project Interface?

A

These are reporting relationships among different organizational units. They may be internal or external to the parent organization and include interfaces among the project team, upper management, other functional managers who support the team, and even the organization’s customers.

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4
Q

Technical Project Interface?

A

These are reporting relationships among technical disciplines on the project that occur during a phase or during the transition between phases. They reflect informal and formal relationships with people on the project team and outside of the team.

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5
Q

Interpersonal Project Interface?

A

These are formal and informal reporting relationships among individuals working on the project, whether internally or externally.

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6
Q

Logistical Project Interface?

A

These are relationships between project team members who are distributed across different buildings, countries, and time zones.

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7
Q

Political Interface?

A

These are relationships inside an organization. Different people have different interests in the organization and its projects. Depending upon interpersonal dynamics and individual aspirations, people will try to satisfy their disclosed or undisclosed interest.

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8
Q

RAM stands for?

A

Responsibility Assignment Matrix (RAM)

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9
Q

Responsibility Assignment Matrix (RAM)?

A

The Responsibility Assignment Matrix (RAM) chart links key project stakeholders to specific project deliverables or activities by assigning responsibilities to each stakeholder for each element of work. Some of the questions the RAM attempts to answer include:

  • Who is accountable for the completion of a specific deliverable or activity?
  • Who has sign-off authority on the deliverable or activity?
  • Who must be notified of the completion?
  • Who makes the acceptance or rejection decision?
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10
Q

The RACI Chart?

A

A RACI chart is a type of RAM that helps depict the level of responsibility for each project team member. The RACI matrix helps identify who is responsible for making decisions and how the people responsible are supported. RACI is generally used to provide clarity on the roles and responsibilities assigned to each project team member. The RACI chart is also called a RASI chart, where “S” stands for “Support.”

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11
Q

. RACI stands for?

A
  1. Responsible
  2. Accountable
  3. Consulted
  4. Informed
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12
Q

Ownership?

A

Refers to a condition where everyone in the project claims to understand the assigned roles and responsibilities. A sense of ownership in employees can be achieved by clearly defining their roles and responsibilities and making them accountable for the tasks they are expected to do.

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13
Q

Networking?

A

Is a technique that is used during human resource planning. It helps build an excellent rapport with the functional managers and other stakeholders, internal and external, to know their readiness, willingness, and bandwidth to provide resources. It also helps in understanding the interpersonal relationships among stakeholders. Efficient networking involves understanding the political and interpersonal factors in an organization that influence staffing management. Use of human resource network activities, such as proactive correspondence, informal conversations, luncheon meetings, and trade conferences, will help you obtain the best resources for the project team. Networking also enhances the professional project management practices of a project manager at different phases of a project

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14
Q

Staffing Management Plans?

A

Is part of the HR plan that forecasts what types of staff will work on a project, when they will be needed, how they will be recruited, and when they will be released from the project. Depending upon the project requirements, the staffing management plan may be formal or informal, exhaustive or brief. The plan is a subsidiary plan to the human resource plan and is an important input during the human resource planning process

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15
Q

Staffing Management Plan Components?

A
  1. Staff acquisition
  2. Resource calendars
  3. Staff release plan
  4. Training needs
  5. Recognition and rewards
  6. Compliance
  7. Safety
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16
Q

Staffing Management Plan Component | Staff acquisition?

A

When planning resources, consider whether you will use team members from within the organization or from external sources, the costs associated with the level of expertise required for the project, physical location of resources, and the amount of assistance that can be provided by other departments for the project management team.

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17
Q

Staffing Management Plan Component | Resource calendars?

A

The staffing management plan details the time frame required for a project and for each project team member. Optimizing the use of resources on a project will help finish the project on time and within budget. Resource calendars identify the working days and times that each
resource is available; they also include vacations and other periods when the resources cannot work on the project. Use of human resource charting tools, such as resource histograms, can help illustrate the number of hours that a person, department, or entire project team will need for each week or month over the course of the project.

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18
Q

Staffing Management Plan Component | Staff release plan?

A

Developing a plan for releasing resources helps control project costs by using team members’ expertise or skills as and when they are needed. Planning for staff release also allows a smooth transition to other projects
and the mitigation of human resource risks that may occur during the final phases of the project

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19
Q

Staffing Management Plan Component | Training needs?

A

A training plan can be developed for team members who need to improve their competency levels or who may need to obtain certifications that will benefit the project.

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20
Q

Staffing Management Plan Component | Recognition and

rewards?

A

Creating incentives for meeting milestones or other project deliverables can have a positive effect on morale. An effective recognition plan rewards team members for meeting goals that are under their control.

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21
Q

Staffing Management Plan Component | Compliance?

A

If the contract requires compliance with government regulation or other standards, this should be stipulated in the staffing management plan.

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22
Q

Staffing Management Plan Component | Safety?

A

Projects where specific safety precautions must be taken, such as on construction sites or nuclear power plants, can have documented policies and procedures for the protection of team members. These procedures
should also be documented in the risk register.

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23
Q

Quality?

A

Is the “totality of features and characteristics of a product or service that bear on its ability to satisfy stated or implied needs.” It is the degree to which the characteristics of a project fulfill its requirements. Remember that quality is inside the project management triangle; quality represents what the stakeholders expect from the project. The stated and implied quality needs are inputs for devising project requirements. In business, quality should be feasible, modifiable, and measurable.
Quality is the key focus of project management.

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24
Q

Quality management includes three stages?

A
  1. Quality planning
  2. Quality assurance
  3. Quality control
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25
Q

Quality planning?

A

Identifying the standards which apply to the project and deciding how to meet these standards, with a focus on establishing sponsor or customer requirements, designing products and services to meet those requirements,
establishing quality goals, defining processes, and establishing controls to use in monitoring the processes

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26
Q

Quality assurance?

A

Evaluating overall project quality regularly and systematically during the execution process so that all stakeholders have confidence that the project will meet the identified quality standards and legal and regulatory
standards. Quality assurance is prevention oriented.

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27
Q

Quality control?

A

Evaluating specific quality results against quality standards and identifying ways to improve quality and eliminate causes of unsatisfactory quality. Quality assurance is conducted during the monitoring and controlling processes of the project.

28
Q

Variables Affecting Quality?

A

Throughout the life cycle of a project, there are a number of variables that could arise, affecting the quality of the deliverable. Some of those variables include:

  • Cost associated with a particular problem.
  • Time loss associated with a particular problem.
  • Degree of hazard associated with a particular problem, such as health or safety.
  • Pressure to get a product to market.
  • Poor design.
  • Unclear directions.
  • Issues with vendors.
  • Burned out team members.
29
Q

TQM stands for?

A

Total Quality Management

30
Q

Total Quality Management (TQM)?

A

is an approach to improve business results through an
emphasis on customer satisfaction, employee development, and processes rather than on functions.
TQM should be viewed as a long-term, ongoing process rather than a one-time event.

31
Q

What are the 5 TQM implementations by different quality theorists?

A
  1. W. Edwards Deming: The Deming Cycle
  2. Joseph M. Juran: The Juran trilogy
  3. Philip Crosby
  4. Genichi Taguchi: The Taguchi method
  5. William (Bill) Smith, Jr.: Six Sigma
32
Q

TQM Implementation | W. Edwards Deming: The Deming cycle?

A

The Deming cycle focuses on continuous process improvement in which quality must be continuously improved in order to meet customer needs.

33
Q

TQM Implementation | Joseph M. Juran: The Juran trilogy?

A

The Juran trilogy breaks quality management into quality planning, control, and improvement. Quality improvement leads to breakthrough improvement, meaning improvement that raises the quality bar to an unprecedented level.

34
Q

TQM Implementation | Philip Crosby?

A

This method focuses on four absolutes:

  • Quality is conformance to requirements rather than a measure of how good a product or service is.
  • Quality is achieved by prevention rather than inspection.
  • Everyone in the company must work to a standard of zero defects.
  • Quality can be measured by determining the cost of quality.
35
Q

TQM Implementation | Genichi Taguchi: The Taguchi method?

A

The Taguchi method emphasizes that quality should be designed into the product so that factors that cause variation can be identified and controlled.

36
Q

TQM Implementation | William (Bill) Smith, Jr. Six Sigma?

A

Six Sigma emphasizes responding to customer needs and improving processes by systematically removing defects. Originally developed by a Motorola, Inc. engineer named Bill Smith, Six Sigma is now closely associated with General Electric, Inc. and other major industrial
companies such as Eastman Kodak.

37
Q

Standards?

A

Are voluntary guidelines or characteristics that have been approved by a recognized body of experts such as the International Organization for Standardization (ISO). In some cases, the standards body will provide certification that suppliers conform to the requirements of their
standards. Often, the conformance to standards is a customer requirement.

38
Q

Regulations?

A

Are compliance-mandatory characteristics for specific products, services, or processes

39
Q

The ISO 9000 Series?

A

Is a quality system standard that is applicable to any product, service, or process in the world. It was developed by the ISO, which is a consortium of approximately 100 of
the world’s industrial nations. There are limits to the certification, which does not guarantee that an organization will produce quality products or services; it simply confirms that appropriate systems are in place. Subsections of the standard address particular industries or products.

40
Q

Cost of Quality?

A

Refers to the total cost of effort needed to achieve an acceptable level of quality in the project’s product or service. These costs include all the work necessary to ensure conformance and all the work performed as a result of non-conformance to requirements

41
Q

What are the 4 types of costs associated with quality?

A
  1. Prevention costs
  2. Appraisal costs
  3. Internal failure costs
  4. External failure costs
42
Q

Conformance costs?

A

Amounts spent to avoid failures.

43
Q

Non-conformance costs?

A

Amounts spent to rectify errors.

44
Q

Prevention and appraisal costs are called?

A

Conformance costs

45
Q

Internal and external failure costs are called?

A

Non-conformance costs.

46
Q

Prevention costs?

A

Upfront costs of programs or processes needed to meet customer requirements or design in quality.

Examples:
• Design plans
• Quality plans
• Employee and customer training
• Process evaluations and improvements
• Vendor surveys
• Other related preventive activities
47
Q

Appraisal costs?

A

Costs associated with evaluating
whether the programs or processes
meet requirements.

Example:
• Inspections
• Testing
• Design reviews
• Destructive testing loss
48
Q

Internal failure costs?

A

Costs associated with making the product or service acceptable to the customer after it fails internal
testing and before it is delivered to the customer.

Example:
• Scrap or rejects
• Design flaws
• Rework or repair
• Defect evaluation
49
Q

External failure costs?

A

Costs due to rejection of the product or service by the customer.

Example:
• Product returns
• Liabilities
• Evaluation of customer complaints
• Maintenance costs
• Corrective action
• Loss of contract
50
Q

Checklists?

A

Is a job aid that prompts employees to perform activities according to a consistent quality standard. Items on checklists are phrased as either imperatives, such as “Make sure that this file is saved correctly,” or questions, such as “Does this image match the description in the
database?” Checklists can be simple or complex and may range in detail, depending on the experience and skill level of the employees and the complexity of the situation.

51
Q

Flowcharts?

A

Is a diagram that shows the relationships of various elements in a system or process. Flowcharting techniques can assist the team’s efforts in identifying potential quality problems and the possible effects of those problems.

52
Q

What are the two most widely used flowcharting techniques?

A
  1. Process (or system) flowcharts

2. Cause-and-effects diagrams

53
Q

Process Flowcharts?

A

A process flowchart, a process diagram, or system flowchart shows the sequence of events and the flow of inputs and outputs between elements in a process or system. There is a definite beginning and end along with decision points clearly called out with the actions to be taken, based on the result of each decision.

54
Q

Cause-and-Effect Diagrams?

A

Is a type of flowchart organized by category. The cause-and-effect diagram provides a structured method to identify and analyze potential causes of problems in a
process or system. This method organizes potential causes of problems into defined categories. Using these defined categories promotes the identification of potential causes.

Some common categories include, but are not limited to:
• Material
• Method
• Environment
• Personnel
• Measurement
• Energy
55
Q

Control Charts?

A

Are graphs that are used to analyze and communicate the variability of a process or project activity over time. Control charts help show the potential capability of the process and also suggest the range of variability in the process. This range of variability can assist a project manager in determining if the variance is caused by common or assignable sources. If the process variability
fluctuates around the average, or statistical mean, the process shows very little variability and is said to be stable.

Control charts have measurements that indicate instability because they each have measurements
that exceed the range between the UCL and LCL.

56
Q

What are the 3 components of a control chart include?

A
  1. The process mean
  2. The Upper Control Limit (UCL)
  3. The Lower Control Limit (LCL)
57
Q

Control chart process mean?

A

The process mean is determined by taking samples from the actual process and calculating the statistical mean. As additional samples are taken and tested, they are evaluated in terms of standard deviations from the process mean.

58
Q

Control chart Upper Control Limit (UCL)?

A

For most repetitive processes, the UCL will be three standard deviations above the mean.

59
Q

Control chart Lower Control Limit (LCL)?

A

The LCL will be three standard deviations below the mean.

60
Q

This seven-point variance is called?

A

The seven-run rule.

61
Q

Run rules are used to?

A

To indicate situations that are out-of-statistical control. When seven or more consecutive points lie on one side of the mean, it indicates that there should be a shift in the mean.

62
Q

Benchmarking?

A

Addresses the evaluation of a group’s business or project practices in comparison to those of other groups. It is used to identify the best practices in order to meet or exceed them. Benchmarking can be conducted between identical processes in a variety of ways: in similar or dissimilar industries and with internal or external organizational areas.

63
Q

Benchmarking is commonly used to determine?

A
  • The products or services to offer and the features that should be included.
  • The processes used by other groups to achieve customer satisfaction.
  • The metrics or goals used to measure the processes or products that achieve customer satisfaction.
64
Q

DOE stands for?

A

Design of Experiments

65
Q

Design of Experiments (DOE)?

A

Is a technique that is used to systematically identify varying levels of independent variables. DOE can determine:

  • Which variable has the greatest effect.
  • What the relationship is between each variable and the customer-focused quality specifications.
  • What the best value is for each variable, to ensure optimal quality or value.

When done properly, DOE can result in significant improvements to products and processes, including shorter development cycles, more robust products, and cost reductions.

66
Q

Quality Metrics?

A

Is an actual value that describes the measurements for the quality control process. It determines which elements of the project are going to be measured, how they will be measured, and how they are factored into the project. Some examples of quality metrics include timely performance, budget control, defect density, reliability, rate of failure, and test coverage

67
Q

Process Improvement Planning?

A

Is the process of analyzing and identifying areas of improvement in project processes and enumerating an action plan based on the project goals and identified issues.

The process involves:
• Describing operational theories and project roles and responsibilities.
• Identifying long- and short-term goals.
• Describing process improvement objectives and activities.
• Identifying risks and resource requirements.
• Determining process improvement activities.
• Creating a process improvement plan.
• Receiving approval from stakeholders and senior managers.
• Executing the process improvement plan.

CompTIA Project+ (18 decks)

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