Chapter 8: Project Quality Management Flashcards
Which knowledge area is responsible to ensure that the project requirements, including the product requirements, are met and validated:
A. Project Scope Management
B. Project Quality Management
C. Project Cost Management
D. Project Risk Management
B. Project Quality Management
Which of the following is not a probable result of rushed quality inspections:
A. Undetected errors
B. Decreased profits
C. Increased post-implementation risks
D. Employee attrition
D. Employee attrition
Which of the following is the most accurate distinction between quality and grade:
A. Quality is the absolute measure of whether the objectives for the project have been achieved while grade is the degree to which they have been achieved
B. Quality refers to the project deliverables while grade is related to the processes
C. Quality is the degree to which a set of inherent characteristics fulfill requirements while grade is a category assigned to deliverables having the same functional use but different technical characteristics
D. Quality is used more with product deliverables while grade is used more with service deliverables
C. Quality is the degree to which a set of inherent characteristics fulfill requirements while grade is a category assigned deliverables having the same functional use but different technical characteristics
The cycle that was developed by Shewhart and modified by Deming is known as:
A. Plan Do Check Act
B. Plan Act Check Do
C. Act Check Plan Do
D. Check Plan Act Do
A. Plan Do Check Act
Modern quality management approaches seek to minimize variation and to deliver results that meet defined requirements. One of the following is not consistent as part of this approach:
A. Customer satisfaction
B. Inspection over prevention
C. Continuous improvement
D. Cost of quality
B. Inspection over prevention
Company THB has been working on a project to set up a new production line for a car manufacturer. As work on the project has proceeded, questions have arisen about the approach that should be taken to quality in the project. The project manager has said that the project team needs to consider the impact of the quality of the work done, not just on the completion of the project itself, but also on the quality issues that might arise as cars are produced on the production line. This is known as:
A. Cost of quality
B. Continuous improvement
C. Effective use of project resources
D. Cost minimization
A. Cost of quality
The WBS is included in which information that is used to develop the quality management plan:
A. The scope baseline
B. The schedule baseline
C. The cost baseline
D. The quality baseline
A. The scope baseline
The technique which compares the cost of quality to the expected benefit is:
A. Cost of quality
B. Cause and effect diagrams
C. Pareto diagrams
D. Cost benefit analysis
D. Cost benefit analysis
Cause and effect diagrams are also known as:
A. Flow charts
B. Fishbone diagrams
C. Brainstorming
D. Scatter diagrams
B. Fishbone diagrams
This technique may be used during the Plan Quality Management process to determine the number and type of tests and their impact on cost of quality:
A. Design of experiments
B. Benchmarking
C. Statistical sampling
D. Meetings
A. Design of experiments
This technique is used to allow ideas to be brainstormed in small groups and then reviewed by a larger group:
A. Force field analysis
B. Design of experiments
C. Nominal group technique
D. Ishiwaka diagrams
C. Nominal group technique
Manage quality is also referred to as:
A. Quality control
B. Quality improvement
C. Total quality management
D. Quality assurance
D. Quality assurance
The technique that is used to generate ideas that can be linked to form organized patterns of thought about a problem are called:
A. Fishbone diagrams
B. Affinity diagrams
C. Interrelationship digraphs
D. Brainstorming
B. Affinity diagrams
Diagrams that show the strength of relationships among factors, causes, and objectives are called:
A. Flowcharts
B. Affinity diagrams
C. Scatter diagrams
D. Matrix diagrams
D. Matrix diagrams
Work done to correct deficiencies that have been found in a quality audit should result in:
A. A reduction in the cost of quality
B. An increase in the cost of quality
C. Customer dissatisfaction
D. A deterioration of the perception of the brand in the marketplace
A. A reduction in the cost of quality
What is the difference between prevention and inspection:
A. Prevention keeps errors out of the process while inspection keeps errors out of the hands of the customer
B. Inspection keeps errors out of the process while prevention keeps errors out of the hands of the customer
C. Prevention keeps errors out of the product while inspection keeps errors out of the hands of the customer
D. Prevention keeps errors out of the process while inspection keeps errors out of the product
A. Prevention keeps errors out of the process while inspection keeps errors out of the hands of the customer
What is the difference between attribute sampling and variables sampling:
A. In variables sampling the result either conforms or does not conform while in attribute sampling the result is rates on a continuous scale that measures the degree of conformity
B. In attribute sampling the result either conforms or does not conform while in variables sampling the result is rated on a continuous scale that measures the degree of conformity
C. In attribute sampling the result both conforms or does not conform while in variables sampling the result is rated on a continuous scale that measures the degree of non conformity
D. In attribute sampling the result either conforms or does not conform while in variables sampling the result is rated on a continuous scale that determines whether or not it conforms
B. In attribute sampling the result either conforms or does not conform while in variables sampling the result is rated on a continuous scale that measures the degree of conformity
The causes of variance, the reasoning behind the corrective action chosen, and other types of information from control quality that are documented and become part of the historical database for both the project and the performing organization are:
A. Archives
B. Project journals
C. Lessons learned documentation
D. Quality standards
C. Lessons learned documentation
Identifying all good and best practices that are being implemented and sharing good practices introduced in similar projects in the organization and/or industry are objectives of:
A. Benchmarking
B. Quality audits
C. Inspection
D. Quality control
A. Benchmarking
The process that implements a set of planned and systematic acts and processes defined within the project’s quality management plan is:
A. Plan quality management
B. Control quality
C. Perform quality assurance
D. Manage quality
D. Manage quality
Description of Project Quality Management in PMBOK
“The processes and activities of the performing organization that determine quality policies, objectives, and responsibilities so that the project will satisfy the needs for which it was undertaken”
International Organization for Standardization (ISO)
Management of quality in many organizations today is based on standards that have been established by this body
Quality principles (ISO)
- Customer satisfaction
- Prevention over inspection
- Continuous improvement
- Management responsibility
- Relationships with suppliers
- Cost of quality
Customer satisfaction quality principle
Project quality activity should be designed to meet the needs of the customer
Prevention over inspection quality principle
Fixing problems after they have been created is almost always more expensive than preventing them in the first place
Continuous improvement quality principle
Improving project processes as the project proceeds, fixing problems and streamlining project activities
Management responsibility quality principle
The responsibility that managers have to provide the team with the support it needs to achieve the project objectives
Relationship with suppliers quality principle
Working closely with supplier to share knowledge about the project, developing ways to work more effectively together and ensuring that the quality of the deliverables from the supplier is well managed
Cost of quality principle
Often the full cost of quality is not understood and if it were then appropriate resources and attention would be allocated to doing work correctly the first time
Project Quality Management Knowledge Areas processes
- Plan Quality Management
- Manage Quality
- Control Quality
Plan Quality Management process
Process for incorporating quality management in activities across project areas
Plan Quality Management inputs
- Project charter
- Project management plan elements
- Requirements management plan
- Risk management plan and risk register
- Stakeholder engagement plan and stakeholder register
- Scope baseline and project scope statement
- Other project documents (assumption log, requirements documentation, traceability matrix)
- EEFs
- Organizational process assets
Plan Quality Management tools and techniques
- Expert judgement
- Benchmarking
- Brainstorming
- Interviews (with stakeholders)
- Analysis techniques (cost benefit and cost of quality)
- Quality tools that the organization has in place
- Data visualization (cause and effect diagrams, flowcharts, check sheets, Pareto diagrams, histograms, mind maps)
Benchmarking
In Plan Quality Management process, looking at how other organizations are managing quality in this type of project
Plan Quality Management outputs
- Frameworks and processes for managing quality in the project
- Metrics
- Checklists
- Other project document updates (stakeholder register, responsibility assignment matrix, WBS and WBS dictionary)
Manage Quality process
Monitor processes for managing quality carefully to ensure that those processes are actually resulting in the levels of quality that the project requires
Manage Quality inputs
- Quality management plan
- Process improvement opportunities used in the organization
- Lessons learned register
- Quality metrics
- Quality control measurements
Manage Quality tools and techniques
- Data gathering techniques (checklists)
- Data analysis techniques (alternatives, process and root cause analyses)
- Decision making and multi-criterion decision analysis
- Techniques to represent data (affinity, cause and effect or fishbone, flowcharts, histograms, and matrix diagrams)
- Quality audits
- Problem-solving techniques (plan do check act (PDCA))
- Organization process assets
Manage Quality outputs
- Quality reports
- Test and evaluation documents
- Change requests
- Other project document updates
- Project management plan updates
Control Quality process
Process for achieving the quality objectives of the project
Control Quality inputs
- Project management plan elements (quality management plan)
- Quality metrics
- Project schedule
- Technical and cost performance information
- Change requests
- Project deliverables
- Other project documents (contracts and agreements, audit reports and training plans)
- Organizational process assets
Control Quality tools and techniques
- Analysis of data sources
- Root cause analysis
Control Quality outputs
- Control quality measurements
- Work performance information
- Project management plan updates
- Other project document updates
- Work done to control quality (checklists and lessons learned)
Example EEFs that are inputs to Plan Quality Management process
- Safety regulations
- Data and data retention, data management and data reporting regulations
Example organizational process assets that are inputs to Plan Quality Management process
Organization’s processes and techniques used for quality management activity
Example organizational process assets that are inputs to Manage Quality process
- Organization’s process improvement activities
- Lessons learned
Example organization process assets that are inputs to Control Quality process
- Organization’s quality processes
- Organization’s standard work procedures
- Organization’s processes for reporting problems and issues
