Cost Flashcards
One common way to compute estimate at completion is to take the budget at completion and:
A. Divided by SPI
B.Multiplied by SBI
C. Multiplied by CPI
D. Divide by CPI
Divide by CPI
The finance department requires that you keep them updated on the costs being spent on the capital project you are leading. You are required to submit a funding plan, and monthly forecast star necessary so that any changes to the funding plan can be requested in advance and evaluated. Exceeding the budget limit is unacceptable as it will impact the stock value. You have successfully implemented processes and practises to anticipate funding changes, and you evaluate them to minimize problems and increase the efficient use of funds. You have employed a variety of reporting and analysis techniques to meet the finance department requirements. One of them is EAC, which is a periodic evaluation of:
A. The cost of work completed.
B. The value of work performed.
C. They anticipated total cost at project completion
D. What it will cost to finish the project
The anticipated total cost at project complete
The customer responsible for overseeing your project asks you to provide a written cost estimate that is 30% higher than your estimate of the project cost. He explained that the budgeting process requires managers to estimate pessimistically to ensure enough money is allocated for projects. What is the best way to handle this?
A. Add to 30% as a lump sum contingency fund to handle project risks
B. Add to 30% to your cost estimate by spreading it evenly across all project activities
C. Create one cost baseline for budget allocation and a second one for the actual project management plan
D. Ask for information on risks that would cause your estimate to be too low
Ask for information on risks that would cause the estimate to be too low
You’ve recently been assigned to manage a marketing project to brand a sustainable development program. Even though you are just starting your efforts, the sponsors are concerned about the likelihood of recent planned milestones during the project. They are wondering how you will go about estimating. Analogous estimating:
A. Use bottom up estimating techniques
Be. Is used most frequently during project execution
C. Used top down estimating techniques
D. Calculate estimates using actual detailed historical costs
Uses top down estimating techniques
Management has asked you to update the projected cost of running your agile team through the end of the project based on the latest project data. What information will you need from the team to update this estimate?
A. Resource management plan
B. Release plans
C. Burndown graph
D. Product backlog
Burn down graph
You have been working with the subject matter expert‘s to estimate activity duration and costs on the project. All of the following are outputs of the estimate cost process except:
A. An understanding of the cost risk in the work that has been estimated.
B. The prevention of inappropriate changes from being included in the cost baseline
C. An indication of the range of possible costs for the project
D. Documentation off any assumption made during the estimate cost process
The prevention of inappropriate changes from being included in the cost baseline
You are managing a project to develop a new mobile application for the inventory tracking and control system of a restaurant franchise organization. Schedule is the highest priority constraint for the leader ship team, but the franchise owners are most concerned about cost and the quality of the application. If there are bugs and errors in the system, they will pay higher cost on waste or lost sales. But investing a lot of effort into delivering great functionality could be expensive. It was decided that an adaptive approach to the project lifecycle would likely be the best way to balance the competing priorities and deliver a working, cost-effective application. The franchise decision team has been meeting with the development team. The groups feel good about the projects progress, but they are hearing concerns from other stakeholders about what the impact will be to the bottom line and whether the system will be ready for launch. These concerns were anticipated in planning, and will be managed with cost performance measurement. Cost performance measurement is best done through which of the following?
A. Asking for a percent complete from each team member and reporting that in the monthly progress report
B. Calculating on value, and using index is and other calculations to report past performance and forecast future performance.
C. Using the 50-50 rule, and making sure the lifecycle cost is less than the project cost
D. Focussing on the amount expended last month and what will be expended the following month
Calculate an earned value, and using indexes and other calculations to report past performance and forecast future performance
A CPI of 0.89 means:
A. At this time, we expect the total project to cost 89% more than planned
B. When the project is completed, we will have spend 89% more than planned
C. The project is progressing at 89% of the red planned
D. The project is getting $.89 out of every dollar invested
The project is getting $.89 out of every dollar invested
Which of the following is an example of a parametric estimate:
A. Dollars per module
B. Learning bend
C. Bottom up
D. CPM
Dollars per module
A rough order of magnitude estimate is made during which project management process group?
A. Planning
B. Closing
C. Executing
D. Initiating 
Initiating
For each activity on your project, you have worked with designers, engineers, technical experts and Consultants to come up with details on the resources needed to complete the activity quote. For some of the activities the lists are quite long, as you need raw and finished materials, equipment, and people. You have a limited amount of warehousing available, so you have to coordinate the deliveries and work so that the materials and equipment are delivered as close to the start of inactivity as possible. You and the project management team have identified the amount of time and money needed for each of the activities, which you have done aggregated and analyzed with their help. These efforts will eventually result in the creation offer cost baseline for the project. A senior manager is trying to better understand the work of project management and has asked which process produces the cost baseline. What is the correct response?
A. Estimate activity resources
B. Estimate costs
C. Determine budget
D. Control costs
Determine budget
Project set up costs are an example of:
A. Variable costs
B. Fixed costs
C. Overhead costs
D. Opportunity costs
Fixed costs
The quality efforts on the project have gone through some changes during the first four months of project work. Two processes in particular have undergone extensive change. The customer is happy with the work to date, but has heard that the competition is working on a similar product. The team has been asked to analyze and create options for the customer. Value analysis is performed to get:
A. More value from the cost analysis
B. Management to buy into the project
C. The team to buy into the project
D. A less costly way of doing the same work
A less costly way of doing the same work
A project management team is busy breaking down deliverables, and the procurement department has started looking for possible sellers to help produce the deliverables. There are departmental concerns that the project could go over budget because the scope will be iterated and the planning and development will be done in increments. At a recent company gathering, the sponsor asked questions of the project manager and the project management staff team about how changes in scope will affect the estimates. The sponsor wanted to know how to project estimates could be relied upon, given that they were planning to iterate the scope. The project manager reassured them that the team has the right tools with which to provide accurate estimates, and will utilize the toes throughout the project. Which of the following is not needed in order to come up with a project estimate?
A. A WBS
B. A network diagram
C. Risks
D. Change requests
Change requests
Which estimating method tends to be most costly for creating a project cost estimate?
A. Bottom up
B. Analogous
C. Parametric
D. 5050
Bottom up
To get a clear indication of how the project is progressing, the buyer expects periodic reporting that includes analysis of the work that has been accomplished according to plan, the dollars that have been spent and how they reflect the planned expenses, the excepted deliverables, and evaluation of the risk events that have occurred. Which of the following represents the estimated value of the work actually accomplished?
A. Earned value
B. Planned value
C. Actual cost
D. Cost variance
Earned value
The teams velocity for the first eight 2-week sprints of your 46 week hybrid project are 30, 60, 57, 44, 33, 48, 41 and 49 should you be concerned about how do you‘s results will impact the cost of the project? What should you do about this?
A. Yes, there’s too much variation for reliable cost projections. Consult with your projects budget office.
B. Possibly. Compare these velocity rates to the team original estimates at the start of the project
C. No. There is no need for action since team velocity has no impact on the cost of a project
D. Probably. But before taking action, convene a meeting and ask the team members what is happening
Possibly. Compare these velocity rates to the team’s original estimates at the start of the project
Which of the following are all items included in the cost management plan?
A. The level of accuracy needed for estimates, rules for measuring cost performance, and specifications for how duration estimates should be stated
B. Specifications for how estimates should be stated, Rules for measuring cost performers, and the level of accuracy needed for estimates
C. Rules for measuring team performance, the level of accuracy needed for estimates, and specifications for how estimate should be stated
D. Specifications for how estimates should be stated, the level of risk need it for estimates, and rules for measuring cost performance
Specifications for how estimates should be stated, rules for measuring cost performers and the level of accuracy needed for estimates
Your project has a medium amount of risk and isn’t very well defined. The sponsor hands to a project charter and asks you to confirm that the project can be completed within the project cost budget. What is the best method to handle this?
A. Develop an estimate in the form of a range of possible results
B. Ask the team members to help estimate the cost based on the project charter
C. based on the information you have, calculate a parametric estimate
D. Provide an analogous estimate based on past history
Develop an estimate in the form of a range of possible results
You are leading a project to introduce a new healthcare appointment scheduling application. As you are creating plans detailing how the team will respond to possible events that may impact the project, you and the team determine the amount of cost contingency reserve needed. The cost contingency reserve should be:
A. Hidden to prevent management from disallowing the reserve
B. Added to each activity to provide for the customer with a shorter critical path
C. Maintained by management to cover cost overruns
D. Added to the cost of the project to account for risks
Add it to the cost of the project to account for risks
You are having difficulty estimating the cost of a project. Which of the following best describes the most probable cause of your difficulty?
A. Inadequate scope definition
B. Unavailability of desired resources
C. Lack of historical records from previous projects
D. Lack of company processes
Inadequate scope definition
Your cost forecast shows you will have a cost overrun at the end of the project. Which of the following should you do?
A. Eliminate risks in estimate and re-estimate
B. Meet with the sponsor to find out what work can be done sooner
C. Cut quality
D. Decrease scope
Eliminate risks in estimate and reestimate
Early in the life of your project, you are having a discussion with the sponsor about what estimating techniques should be used. You want a form of expert judgment, but the sponsor are used for analogous estimating. It would be best to:
A. Agree to analogous estimating, as it’s a form of expert judgement
B. Suggest lifecycle costing as a compromise
C. Determine why the sponsor want such an accurate estimate
D. Try to convince the sponsor to allow expert judgement because it is typically more accurate
Agree to analogous estimating, as it is a form of expert judgement
You have just completed the initiating processes of a small project and are moving into project planning when a project stakeholder asks you for the projects budget and cost baseline what should you tell her??
A. The project budget can be found in the project charter, which has just been completed
B. The project budget and baseline will not be finalized and accepted until the planning processes are completed
C. The project management plan does not contain the project budget and baseline; this is a small project
D. It is impossible to complete an estimate before the project management plan is created
The project budget and baseline will not be finalized and accepted until the planning processes are completed
The project manager is working with cost estimates in order to establish a baseline formation project performance. What process is this?
A. Cost management
B. Estimate costs
C. Determine budget
D. Control costs
Determine budget
Monitoring cost expended to date in order to detect variances from the plan occurs during:
A. the creation of the cost change control system
B. Recommend correct actions
C. Updating the cost baseline
D. Project performance reviews
Project performance reviews
A manufacturing project has a schedule performance index of 0.89 and a cost performance index of 0.91. Generally, what is the most likely explanation for why this occurred?
A. The scope was changed
B. A supplier went out of business and a new one needed to be found
C. Additional equipment needed to be purchased
D. A critical path activity took longer needed more labour hours to complete
A critical path activity took longer needed more labour hours to complete
Although the stakeholders thought there was enough money in the budget, Half it to the project the cost performance index is 0.7. To determine the root cause, several stakeholders audit the project and discovered the project cost budget was estimated analogously. Although the activity estimates add up to the project estimate, the stakeholder think something was missing in how the estimate was completed. Which of the following describes what was missing?
A. Estimated costs should be used to measure CPI
B. SPI should be used, not CPI
C. Bottom up estimating should’ve been used
D. Past history was not taking into account
Bottom up estimating should’ve been used
In analyzing problems that have occurred doing testing, the team discovered that cause-and-effect diagraming is helpful in identifying the best place to focus their efforts. The coordination of the interrelationships of the deliverables has improved, and the team has discovered efficiencies that have been shared with other projects and the organization for process improvement. This has made a difference in how well the project is aligning to the performance measurement baseline. Stakeholders are anticipating that control effects and reporting on future projects will be easier. Earned value analysis is the basis for:
A. Performance reporting
B. Planning control
C. Ishikawa diagrams
D. Integrating the project components into a whole
 performance reporting
The replacement of the inventory management and portion control system for an international restaurant chain has been prioritized as a key strategic objective for the organization. The stakeholders are very concerned about many aspects of the project. They have shared these concerns and ideas in workshops, focus groups, emails and service. Identified risks are:
A. An input to the estimate cost process
B. An output of the estimate costs process
C. Not related to the estimate cost process
D. Both an input and an output of the estimate cost process
Both an input and an output of the estimate cost process
There is confusion among some of the stakeholders about how the cost forecast will be calculated on the project. They also have concerns about whether enough money has been set aside to cover the cost of risk responses. You are planning to share information in the upcoming team meeting and in reports to stakeholders To clear up the confusion. You are referencing the stakeholder and communications management plan to determine how best to communicate with the stakeholders. You were explained that the difference between the cost baseline and the cost but it can be best described as:
A. The management reserves
B. The contingency reserves
C. The project cost estimate
D. the cost account
The management reserves
You provide a project cost estimate for the project to the project sponsor. He is unhappy with the estimate, because he thinks the price would be lower. He asks you to cut 15% off the project estimate. What should you do?
A. Start the project and constantly look for cost savings
B. Tell all team members to cut 15% from their estimates
C. Inform the sponsor of the activities to be cut
D. Add additional resources with low hourly rates
Inform the sponsor of the activities to be cut
Cost risk means:
A. There are risks that will cost the project money
B. The project is too risky from a cost perspective
C. There is a risk that project cost could go higher than planned
D. There is a risk that the cost of the project will be lower than planned
There is a risk that project cost could go higher than planned
A project manager is analyzing the project to find ways to decrease cost. It would be best of the project manager looks at:
A. Variable cost and fixed cost
B. Fixed cost and indirect cost
C. Direct cost and variable cost
D. Indirect cost and direct cost
Direct cost and variable cost
You’re thinking through what approach will make it easiest for the team to take responsibility for providing for performance data for all aspects of the project. As part of this approach, you believe it will be helpful to make sure the team understands how and why the data will be analyzed. You explain to the team that the cost management plan contains a description of:
A. The project cost
B. How resources are allocated
C. The budgets and how they are calculated
D. The WBS level at which earned value will be calculated
The WBS level at which earned value will be calculated
A project manager creates a component-specific tool to verify that a set of required steps has been performed. This tool is called a:
Plan-Do-Act-Check
Checklist
Risk Register
Assumptions log
Checklists are structured tools used to verify that a set of required steps has been performed. Checklists can be either simple or complex. Many organizations have standardized checklists to ensure consistency in frequently performed tasks.
A first-time project manager is advised by an experienced project manager to plan for cost of quality. The first-time project manager is not sure which costs are included in the cost of quality. What would your advice be?
Cost of quality only includes prevention costs and internal failure costs.
Cost of quality includes cost of conformance and cost of nonconformance.
Cost of quality only includes cost of conformance.
Cost of quality only includes cost of nonconformance.
Cost of quality includes cost of conformance and cost of nonconformance.
Cost of quality (COQ) includes all costs related to quality management activities and quality issues incurred over the life of a product. It includes cost of conformance (prevention and appraisal costs) as well as cost of nonconformance (internal and external failure costs).
All of the following are parts of the control quality process except
Control charts and cause and effect diagrams. Performance review and statistical sampling Cost of quality and checklists Inspection and histograms.
Cost of quality is only used in the Plan Quality Management process. It involves looking at what the costs of conformance and nonconformance to quality will be on the project and creating an appropriate balance.
Which of the following represents information presented in its order of priority and helps focus on the most difficult issues?
A flowchart
A fishbone diagram
A control chart
A Pareto diagram
A flowchart does not show order of importance. A fishbone diagram identifies possible causes of problems. A control chart displays process results over time.
Cause-and-Effect diagrams are used to illustrate how various factors might link to potential problems or effects. They are also called:
Process diagrams
Ishikawa diagrams
Pareto diagrams
Taguchi diagrams
Ishikawa diagrams
Cause and effect diagrams are also called ishikawa diagrams.
The widget production project ¡s well underway. The requirements are clear that each widget must weigh between 0.320 and 0.325 ounces. The first day of test production resulted in 1247 widgets. Of the widgets inspected, 47 percent fell within the acceptable weight range. This is an example of?
Control charting Quality assurance Corrective action Control limits
The situation described would occur as part of quality control, not quality assurance (choice Quality assurance). The question specifically describes control limits, which are only a part of control charting (choice Control charting). Corrective action is needed. but it is not described here.
Your company is in the consumer-packaged goods industry. This is a highly regulated industry, and the regulations can vary between countries and even geographic regions within each country. You have created a new product and sent the first shipment to a customer in a region you have never worked in before. The shipment is stopped in customs, due to the product not meeting the standards of that country. According to the company policy, samples should be taken from each shipment and stored for six months. The company looked for samples from the shipped product, and were not able to locate any. Which quality technique could have caught this issue
Quality audits Control charts Process analysis Matrix diagrams
Which of the following should be avoided while applying logical relationships to project activities:
Applying the SF relationship Applying the SS relationship with a lag Applying the SS relationship with a lead Applying multiple relationships between the same activities
Applying multiple relationships between the same activities
Multiple relationships between the same activities are not recommended, so a decision has to be made to select the relationship with the highest impact. Closed loops are also not recommended in logical relationships. The other choices are valid approaches.
Work on a project is ongoing when the project manager overhears two workers arguing over what a set of instructions mean. The project manager investigates and discovers that the instructions for the construction of the concrete footings currently being poured were poorly translated between the different languages in use on the project. Which of the following is the best thing for the project manager to do first?
Get the instructions translated by a more experienced party Inform the sponsor of the problem in the next project report Look for quality impacts of the poorr translation of the instructions for the footings Bring the issue to the attention of the team and ask them to look for other translation problems
Though all of these choices are correct things to do, the question asks what to do first. What is the most immediate problem? Isn’t it most urgent to find out whether the concrete footings meet your project requirements?
If a data point falls outside the upper control limit of a control chart the process is said to be:
Assigned a cause In control Out of contrrol Gold plated
Out of control
Choice “Assigned a cause” couldn’t be right, as the process is not assigned a cause, the data point is. Read the questions carefully!
Which of the following quality control tools and techniques may not be used for root cause analysis?
Ishikawa diagram Fishbone diagram Scatter diagram Cause-and-effect diagram
Scatter diagram
Of the tools listed, the scatter diagram is used to study and identify the possible relationship between two variables. The others can be used for root cause analysis.
A project manager is gathering data with the team to determine how various factors might be linked to potential problems. In what part of the quality management process is the project manager working?
Quality Analysis Manage Quality Plan Quality Management Control Quality
Plan Quality Management
All of the following are examples of the cost of nonconformance except:
Rework Scrap Quality training Warranty costs
Quality training
All the other choices are costs of nonconformance to quality.
You are in the execution stage of your project, and you are informed that “corporate” will send in a team of consultants to review whether your project activities comply with your company’s and PMI’s policies, standards, and procedures. This is an example of:
Organizational Process Assets Quality Audit Recommended Corrective Actions Process Analysis
Quality Audit
Any activity that is a structured and independent review to examine the project is an example of a quality audit. A quality audit is a quality management tool.
During the completion of the project work. A project manager wants to ensure that the quality of the end product is acceptable. The best way to do this is by:
Checking quality against the standards set in the quality plan. Identifying the quality standards you want the end product to meet. Performing cost-benefit analysis. Determining the cause of a problem using a fishbone diagram.
Checking quality against the standards set in the quality plan.
Did you notice the situation is occuring during completion of project work? Choices ‘ Identifying the quality standards you want the end product to meet.’ and ‘Performing cost-benefit analysis.’ occur earlier. Choice ‘Determining the cause of a problem using a fishbone diagram.’ does not deal with the quality of the end product of the project, it deals with quality problems that arise
Quality is achieved when:
The customer stops asking for additional features Customer expectations have been exceeded The customer indicates acceptance of the product or service The requirements have been met
The requirements have been met
Quality is defined as conformance to requirements and specifications. The best answer here is when the requirements have been met. We do not achieve quality if we exceed expectations, get a verbal OK or stop adding features requested by the customer.
You are managing an engineering design project. The vendor has created 50 engineering drawings. Since the project is on a tight schedule and budget, checking every drawing for accuracy and completeness would be impossible. You direct the team to randomly select 20 drawings for inspection. This exercise can best be described as an example of:
Inspection Control charting Attribute sampling Statistical sampling
Statistical sampling
This scenario is an example of statistical sampling since it involves the team selecting 20 out of 50 engineering drawings at random to measure accuracy and completeness. Statistical sampling is among the data gathering techniques that can be used as part of the Control Quality process. Statistical sampling is often applied when inspecting the entire population would be too costly or time-consuming. In this instance, given that the project is on a tight schedule and budget, statistical sampling makes sense to use to inspect the engineering drawings.
All of the following are part of the perform quality control process except?
Pareto charts Control charts Inspection Quality audits
Quality audits are part of perform quality assurance.
A control chart shows seven data points in a row on one side of the mean. What should be done?
Nothing. This is the rule of seven and can be ignored. Adjust the chart to reflect the new mean. Perform a design of experiments. Find an assignable cause
Find an assignable cause.
The rule of seven applies here. If you have seven data points in a row on the same side of the mean, statistically, the mean has shifted, calling for aciton to correct the problem.
A very successful software company has penetrated the market by selling an easy-to-use, medium-priced product. They are now trying to expand their market share by creating a new product line. A software application in this new product line is in the final phase of development. In a review with potential end users, the reviewers indicate that the software is lacking in features. The product has no defects, was easy to use, and met all of the quality requirements. Were the end users correct in calling the product low quality?
No, the product is considered to be a low grade
No, the product meets requirements so end users should accept the product
Yes, the product requirements were wrong.
Yes, the product is of low quality
This is an example of grade, which refers to a general classification for a deliverable. In this case, the software had no defects and met the stated requirements. This does not mean the end users should accept the software as is. But the issue is a disagreement about requirements, not quality.
A team is using a fishbone diagram to help determine what quality standards will be used on the project. What part of the quality management process are they in?
Perform quality assurance Quality planning Variable analysis Perform quality control
Quality planning
The key phrase here is “will be used.” The team is looking to the future of what quality will be on the project and therefore must be in quality planning, Choice “Quality planning”
A project manager has acquired a tremendous amount of project information through data gathering and analysis during the project. He charts this information over time. For which of the following is the project manager most likely to use this information?
Trend analysis Benchmarking Variance analysis Decision trees
Trend analysis examines project results over time to evaluate performanace.
A project manager ¡s having problems with how two of the parts fit together on the new computer and the software uploads to the system. To plan a strategy for resolving these problems, it is best to determine if the problems are:
Statistically independent. Nonconforming. Normally distributed. Impacting quality.
Choice ‘Nonconforming’ and ‘Impacting quality’ are already stated, because the two items are listed as problems. They may be true, but they are not answers to the question. It would be best to determine if the problems are related (choice ‘Statistically independent’) before planning what to do about them.
Who is ultimately responsible for quality management on the project?
The team member The project engineer The project manager The quality manager
Though each person working on the project should check their own work as part of any project, the project manager ultimately has the responsibility for quality on the project as a whole.
A software team tracing the root cause of an application failure can use this to help determine the cause(s) of the failure:
Deming chart Rummler-Brache swim lane diagram Threading analysis Ishikawa diagram
Ishikawa diagram
Cause-and-effect diagrams, also called ishikawa diagrams, illustrate how various factors might be linked to potential problems or effects.
The team is working on a process improvement project for the organization. Similar projects have been completed in the past, although all of the team members on this project are new to the organization. The project manager has taken advantage of historical records from the previous projects, and is making use of templates and other documentation found in those records, management wants to look at how project is doing, as compared to past projects. To make a valid judgment, management should compare this project to:
Flowcharts
Bar charts
Trend charts
Benchmarks
As part of the quality control in your project, you are exploring a technique that shows the history and pattern of variation. This is a line graph that shows data points plotted in the order in which they occurred. You are most likely looking at a:
Histogram Cause-and-effect diagram Control chart Pareto diagram
Control chart
This is most likely to be a control chart. A control chart shows the trends in a process over a period of time. The remaining choices are not line graphs.
All the following are tools of control quality except:
Inspection Cause-and-Effect diagram Histogram Mind mapping
Mind mapping
Tool of Control quality: -Seven basic quality tools: Flow chart, histogram, Cause and effect diagram, check sheet, scatter diagram, control chart, pareto chart -Inspection -Statistical sampling -Approved change request review Mind mapping helps improve a process, an individual or group to think through many different issues, and simultaneously keep them all in mind. This tool creates a visual representation of many issues and helps a group get a more complete and common understanding of the situation.
Which of the following tools can enhance the visibility of traditional written project plans and other documents to provide a real-time overview of the project status?
Expert judgement Visual management tools Change control system Product backlog
Some project teams use visual management tools, rather than written plans and other documents, to capture and oversee critical project elements. Making key project elements visible to the entire team provides a real-time overview of the project status.
To look backward at what may have contributed to quality problems on the project, the team may use which of the following?
Performance measurement baseline Cost of quality Affinity diagrams Cause-and-effect diagram
Cause-and-effect diagram
These three baselines (time, cost, scope) put together are called the Performance Measurement Baseline, which is established as part of the overall project management plan. Cost of quality (COQ) is defined as a methodology that allows an organization to determine the extent to which its resources are used for activities that prevent poor quality, that appraise the quality of the organization’s products or services, and that result from internal and external failures. Having such information allows an organization to determine the potential savings to be gained by implementing process improvements. A cause and effect diagram examines why something happened or might happen by organizing potential causes into smaller categories. It can also be useful for showing relationships between contributing factors. The Affinity Diagram is a method which can help you gather large amounts of data and organise them into groups or themes based on their relationships
The paint on the exotic cars that are manufactured in your plant is bubbling about a year after application. What would be the best tool for your team to use to find potential causes of the peeling paint?
Control Chart Inspection Scatter diagram Ishikawa Diagram
All the choices are tools and techniques in quality control; however, the best choice would be the ishikawa or cause-and-effect diagram.
The line in the middle of a control chart is called the:
Mean Specification limit Rule of seven Upper and lower control limit
The MEAN is the correct answer. The specification limits are above and below the mean. The rule of seven indicates that a process is out of control. The upper and lower control limits are above and below the mean but are within the specification limits.
Which process group corresponds to the “Act” component of the Plan-Do-Check-Act cycle?
Monitoring & Controlling Planning Executing Initiating
The “ACT” component of the plan-do-check-act cycle relates to the executing process group. The plan-do-check-act cycle was created by shewhart and modified by deming to illustrate how different results from one cycle become an input to another cycle.
Generally, where should control limits be located on a control chart?
Above the normal curve Near the assignable cause Above the statistical independence point Within the specification limits
Within the specification limits
The control limits are the dashed lines above and below the mean. Choice “Within the specification limits” is the only answer to address this correctly. Since control limits are the measure you use to determine quality, it follows that your quality should exceed your customer’s need. Otherwise you probably would not do the work.
Which of the following is Deming’s method for continuous improvement?
Check-Plan-Do-Act
Plan-Act-Check-Do
Plan-Do-Check-Act
Plan-Check-Do-Act
Plan-Do-Check-Act
Deming’s model is Plan-Do-Check-Act.
The validate scope process is different than the control quality process in that:
Scope validation is provided to the project management team, while quality control is provided to the project Validate Scope is performed during project executing, and Control Quality is done throughout the project Control Quality is considered part of Plan Quality Management, while Validate Scope is not Control Quality focuses on the quality of the project, while Validate Scope focuses on customer acceptance
Control Quality focuses on the quality of the project, while Validate Scope focuses on customer acceptance
Control Quality focuses on the quality of the project, while Validate Scope focuses on customer acceptance
You are working for a medical device company. These products are strictly regulated, and the potential cost of litigation if defective equipment were to reach market is very high. In your new product development, you have completed the product design, and are testing a small initial production test run. The defect rate is higher than estimated. You are looking at several alternatives including changes in design, changes in policy, changes in procedures, and changes in standards. In order to determine if these changes would provide a positive result, you will start by using
Affinity diagrams Scatter diagrams Cost of nonconformance Document analysis
Before investing resources into making changes to any aspect of the project, you must first determine the cause(s) of the high defect rate. You would begin by performing root cause analysis. Affinity diagrams help you organize and group the results of root cause analysis; therefore, the best answer is affinity diagrams
You work at a software company that authors Material Safety Data Sheets (MSDS) for chemical companies. Prior to releasing the MSDS to the company, you have created a list of items for review to ensure they appear in the document. These items include chemical name, CAS#, protection required, what to do in an emergency, etc. This list is an example of what type of tool?
Process Improvement Plan Quality Metrics Quality Management Plan Checklist
Checklist
The scenario describes a checklist that someone would use to review the document prior to its release.
A project manager is working with quality professionals in the perform quality assurance process of the project. Which of the following activities is being performed/
Evaluating quality against the processes
Determining if the right processes are being used
Determining what processes should be used
Perform quality control
Determining if the right processes are being used
The perform quality assurance process is the process in which we do quality audits to make sure we are using the correct processes. Choice “Determining what processes should be used” is quality planning and choice “Evaluating quality against the processes” is perform quality control.
What might historical records from previous projects used as an input to activity definition include?
Activities Resources Schedule Costs
Activities
This question is worded strangely! Get used to it because you will have many instances where it will take you two minutes to figure out what the question is asking. Let alone come up with the best answer.
In quality terms, one of the meanings of “out of control” is:
A data point on a control charts falls inside the upper or lower control limit.
Several data points fall on the same side of the mean within the upper and lower control limits.
Someone on the team is upset.
A data point is within 1 sigma
Several data points fall on the same side of the mean within the upper and lower control limits.
A process is out of control when a point falls outside the upper or lower control limits on a control chart (choice “several data points fall on the same side of the mean within the upper and lower control limits.”) or when seven consecutive data points fall on the same side of the mean. This term refers to control limits. not human resource issues (choice “Someone on the team is upset”). Choice “a data point on a control charts falls inside the upper or lower control limit.” is an example of “in control.” Choice “a data point is within 1 sigma” is not a relevant data point.
You are the program level manager with several project activities underway. In the executing process group, you begin to become concerned about the accuracy of progress reports from the projects. What would best support your opinion that there is a problem?
Quality audits Risk quantification reports Monte Carlo analysis Regression analysis
Quality audits are a necessary part of quality assurance to improve project performance quality.
The project manager and one of the team leads are preparing some questions to ask the team that implemented the statistical sampling test. Since the results were different than expected, they want to be sure all those involved in the implementation followed the instructions properly. Which of the following are they involved in
Mange Project Knowledge
Control Quality
Mange Quality
Validate Scope
Manage Quality is the correct choice, as it is concerned with the use of proper processes.
A project manager has just taken over the project from another project manager during the executing process group. The previous project manager created a project budget. Determined communications requirements and went on to complete work packages. What should the new project manager do next?
Coordinate performance of work packages. Identify quality standards. Begin risk identification. Execute the project management plan
Identify quality standards.
Perfomiance of work packages (choice Coordinate performance of work packages.) is done after project planning. Since the previous project manager did not finish planning, choice “Execute the project management plan” should not be next. Risk identification (choice Begin risk identification.) sounds like a good choice. however, identify quality standards (choice Identify quality standards.) occurs before choice “Begin risk identification.”. The best answer is “Identify quality standards”.
You are asked to select tools and techniques to implement a quality assurance program to supplement existing quality control activities. Which of the following would you choose?
Quality audits Trend analysis Pareto charts Statistical sampling
Quality audits are structured reviews of quality management activities performed to identify lessons learned that can he applied to this and other projects. Statistical sampling, Pareto charts and Trend analysis are tools and techniques that apply to quality control rather than quality assurance.
An effective quality audit should be:
Structured and internal Structured and independent Informal and internal Informal and independent
Structured and independent
To provide the best results, a quality audit should be a structured process performed by an independent entity.
Which of the following helps a project manager determine possible causes of potential problems and actual problems?
The 50/50 rule A Pareto chart A fishbone diagram A control chart
The fishbone diagram is used to stimulate thinking and determine the cause of defects and look for solutions to problems. The 50/50 rule is used or estimating work package completion. A control chart displays results over time of a process. A Pareto chart displays causes of problems and the frequency of occurrence.
The team is working through the planning processes. They are using a plan-driven approach to this system-critical change that will impact security and data protection. They are concerned about getting as much information as possible for their work. They are meeting today to begin planning for quality on their project. All of the following are inputs to the plan quality management process except:
Guidelines and standards and the stakeholder register Project work results and lessons learned repository The project charter and the WBS The project statement and requirements documentation
The team had a difficult time developing a work breakdown structure for the project because they were faced with complex product requirements. In addition, they had to adhere to management-imposed time and cost constraints on the project. Now, the project manager and his team are using an ishikawa diagram, trying to determine how various factors might have contributed to project problems. The project manager is involved in which part of the quality management process
Control quality Utilize Quality tools Manage quality Plan quality management
The team is addressing problems that have impacted the quality on the project, so they must be in Control Quality.
Control charts are used to determine the stability of a process. Which of the following best describes the range of the control limits applied on a control chart?
The control limits are determined using statistical calculations. The control limits are provided by the customer. The control limits are based on cost tolerance. The control limits are determined using design for X.
The control limits are determined using statistical calculations.
Which of the following tools and techniques is useful to process work performance data to identify sources of project defects during the Control Quality process?
Salience model Data analysis Schedule model Communication model
Data analysis
The question is asking for a tool and technique used during the control quality process. Data analysis is a tool and technique of the control quality process used to identify source of defects.
Quality is:
The degree to which the project meets requirements
Meeting and exceeding the customer’s expectations
Conformance to management’s objectives
Adding extras to make the customer happy
The degree to which the project meets requirements
Choices “Adding extras to make the customer happy” and “Meeting and exceeding the customer’s expectations” cannot be the best, because there can be a cost impact (or time, risk etc,) of exceeding expectations or adding extras. Since a project should meet requirements, Choice “The degree to which the project meets requirements” is the best.
A project manager wants to proactively monitor a manufacturing process to determine whether the quality level is within acceptable limits for that process. What tool will help with this?
Ishikawa diagram PERT chart Histogram Control charts
Control charts
Control charts can be used to monitor any type of output variable and process performance.
A project manager and his team are using an ishikawa diagram, trying to determine how various factors might be linked to potential problems. The project manager is involved in which part of the quality management process?
Quality tools Perform quality assurance Quality planning Perform quality control
The team is addressing potential problems, so they must be in quality planning.
Which of the following is the true of inspections?
They may not be conducted by the project team. They test future desires of prospective customers. They prevent defective deliverables from reaching the customer. They can only be conducted on the final product
They prevent defective deliverables from reaching the customer.
Inspections may be conducted at any level including the project team, and at any time throughout the product development. They are used to prevent defects from being delivered to the customer.
Project has faced major difficulties in the quality of its deliverables. Management now states that quality is the most important project constraint. Lf another problem with quality were to occur. What would be the best thing for the project manager to do?
Allow cost to increase by fixing the root cause of the problem Allow the schedule to slip by cutting cost Allow risk to increase by cutting cost Fix the problem as soon as possible.
Many people would pick choice “Fix the problem as soon as possible.”. It is proactive, but choice “Allow cost to increase by fixing the root cause of the problem” mentions root cause and the probable effect of dealing with the problem. If a problem with quality occurs again. some other project constraintlsl must change to accommodate fixing the problem. Choice “Allow the schedule to slip by cutting cost” is partially correct (allow schedule to slip). but may not need tooccur because the project manager might be able to compress the schedule in other areas. Besides. cutting cost does not necessarily cause the schedule to slip. Choice “Allow risk to increase by cutting cost” is not best because a quality problem is most likely to create additional cost, not cut cost
Evaluating overall project performance regularly is part of:
Quality management. Quality planning. Quality control. Quality assurance.
The key word here is “overall”. Quality control is wrong because we are not addressing the specific performance of an activity.
You are a project manager who is in charge of an important project for your company. The project includes producing widgets for your customer. The collected data helps identify the greatest causes of defects in the overall process. Which technique should you use to determine the correlation between two variables being analyzed?
Statistical sampling Control chart Pareto chart Scatter diagram
Scatter diagram
Scatter diagrams are used to determine if a correlation exists between two variables.
The code development phase of a software project is nearly complete when the first code review is conducted. During the review, it is discovered that the application is missing functionality required to complete a key business process. However, the product scope never specified this functionality. What should the project manager do?
Reject the functionality as out of the projects scope. Assess the impact on the project of including the functionality. and inform the sponsor. Agree to include the functionality in the next release. Agree to include the functionality in the current release.
Assess the impact on the project of including the functionality. and inform the sponsor.
A project manager must always evaluate the situation before recommending a corrective action or a change.
Design of experiments:
Determines the methods to be used for research and development. Identifies which variables have the most influence on a quality outcome. Determines what a quality outcome is. Identifies which variables have the least influence on a quality outcome.
Identifies which variables have the most influence on a quality outcome.
Experiments are a method for R&D (Choice “Determines the methods to be used for research and development.”) but the most correct answer is choice “Identifies which variables have the most influence on a quality outcome.” Proper design allows you to find those factors that have the most impact on quality. It allows the project manager to focus attention on the factors that are most important.
In planning your project, which would generally have the highest priority: quality, cost or schedule?
Cost is most important, quality next, and then schedule. Quality ¡s more important than cost or schedule. Schedule is most important. quality next, and then cost. It should be decided for each project.
It should be decided for each project.
This can be a tricky question. in that most project managers dismiss the need to focus on quality. Quality, cost and schedule should be considered of equal importance unless specific project objectives make any one of them most important. Quality, cost, schedule, scope, risk and other factors may be prioritized differently on each project.
Cindy has been working in a manufacturing project as a project manager. This project is intended to produce high-quality semiconductors to use in computers. Since semiconductors are produced from silicon wafers, she contracted a company to provide silicon wafers to the project on an ongoing basis. For unknown reasons, the contractor provided low-quality wafers to the project, compromising the electrical performance of the semiconductors. Overwhelmed by complaints from the computer division, Cindy is now obligated to correct the manufacturing defects to avoid future liabilities. In this scenario, the costs Cindy incurred are:
Internal failure costs or Cost of conformance Appraisal costs or Cost of nonconformance External failure costs or Cost of nonconformance Prevention costs or Cost of conformance
External failure costs or Cost of nonconformance
In this scenario, cindy is performing warranty work to correct manufacturing defects. These defects are identified by external customers, and the costs are known as external failure costs. These costs are also known as costs of nonconformance because the product did not meet the quality requirements. The cost of nonconformance is a part of the cost of quality. Therefore, cindy is incurring external failure costs or costs of nonconformance.
For complex and high value projects, activities of business analysis get started well before the project is initiated. Typically in such cases, the requirements management process starts with:
Collect Requirements Needs Assessment Define Scope Plan Scope Management
For complex and high value projects, activities of business analysis get started well before the project is initiated. Typically in such cases, the requirements management process starts with a business need analysis. The rest of the choices are the processes that are performed once the project has been initiated.
An increase in quality can result in increased productivity. Increased cost effectiveness and:
Decreased morale Decreased cost risk Lower customer satisfaction Increased risk
Decreased cost risk
If quality is improved, the chance of rework decreases along with the associated costs.
A project is in progress, and the project manager is working with the quality department to improve stakeholders’ confidence that the project will satisfy the quality standards. Which of the following is an output of this process
Recommended corrective action Quality problems Quality audits Quality metrics
Control quality process Quality audits: tool of Manage Quality process Quality problems: input of manage quality Quality metrics: input of manage quality
All of the following are outputs of quality planning except:
Quality management plan Metrics Validated deliverables Checklists
Validated deliverables are an output of perform quality control.
The objective of a transformation project is to move an organization from one state to another state. The desired result of the change driven by the project is described as the:
Good state Transition state Future state Happy state
Future state
Before the project begins, the organization is commonly referred to as being in the current state. The desired result of the change derived by the project is described as the future state.
The project management team performed activities such as measuring, examining, and verifying to determine whether work and deliverables met requirements and product acceptance criteria. Which of the following choices refers to a different set of activities than the ones just mentioned?
Inspection Reviews Prevention Walkthroughs
The activities such as measuring, examining, and verifying to determine whether work and deliverables met requirements and product acceptance criteria are variously referred to as inspections, audits, reviews, product reviews, and walkthroughs. Prevention is not a valid term to describe these activities.
Which of the following Manage Quality techniques examines problems, constraints, and non-value-added activities that occur during project work?
Earned Value Analysis
Expected monetary value analysis
Sensitivity Analysis
Process Analysis
Process analysis examines problems, constraints, and non-valueadded activities that occur during project work.
What is a control chart?
A chart that shows the stability of a process A type of fishbone diagram A type of RACI chart A chart that shows the root cause of a problem
A control chart shows the stability of a process over time.
Which of the following are all tools of control quality
Cost of quality, fishbone diagrams, checklists
Histograms, check sheets, and Ishikawa diagrams
Quality audits, inspection, approved change request reviews
Control charts, process analysis, statistical sampling
7 Management tools for Quality Control: Flowchart, Check sheet, Cause and effect (fish bone) diagram, Pareto chart, Control charts, Histograms, Scatter Diagrams
The method used in the Manage Quality process to identify the factors that may influence specific characteristics of a product under development is:
The statistical sampling The forecasting technique Design for X The control chart
Design for X is a set of technical guidelines that may be applied during the design of a product for the optimization of a specific aspect of the design. DFX can control or even improve the product’s final characteristics.
The term ________ indicates the degree to which a particular product or service meets requirements, while _____________ indicates a category or rank used to distinguish that item from other similar items.
Quality, grade Grade, standard Grade, quality Quality, standard
Quality, grade
Grade is a category or rank used to distinguish items that have the same functional use; quality indicates the degree to which items have meet requirements.
Ideally the relationship between a project manager and a business analyst should be:
A collaborative partnership Business analyst should directly report to the project manager Project manager should directly report to the business analyst Business analyst must audit the project manager
A collaborative partnership
Ideally the project managers and the business analysts should collaborate to achieve the project objectives.
The technique of comparing actual or planned project practices to those of other projects to generate ideas for improvement and to provide a basis by which to measure performance is known as:
Benchmarking Workbench Dependency Quality control
Benchmarking
Benchmarking is the technique of comparing actual or planned project practices to those of other projects to generate ideas for improvement and to provide a basis by which to measure performance.
The Quality Policy is the intended direction of a performing organization with regard to quality. However, as a project manager in a performing organization, you find the organization lacks a formal quality policy. What should you do in such a case?
The project management team needs to obtain the quality policy from the customer. The project management team will need to develop a quality policy for the project. A quality policy is nice to have but is not required for every project. The project management team does not need to develop a quality policy since the performing organization does not have one.
The project management team will need to develop a quality policy for the project.
The project management team will need to develop a quality policy for the project if the performing organization does not have a formal policy. It is also the responsibility of the project management team to ensure that the project stakeholders are fully aware of the policy.
As a project manager, you are concerned with both prevention and inspection of errors in a work product. The difference between prevention and inspection is:
Inspection is work the Quality Control (QC) team does; the Quality Assurance (QA) team does Prevention. Inspection refers to keeping errors out of the process; prevention refers to keeping errors out of the customer’s hands. Prevention refers to keeping errors out of the process; inspection refers to keeping errors out of the customer’s hands. Inspection and prevention refer to the same activity depending on what stage of the project the activity is done.
Prevention refers to keeping errors out of the process; inspection refers to keeping errors out of the customer’s hands.
Prevention refers to keeping errors out of the process, while inspection refers to keeping errors out of the hands of the customer.
A quality management plan ¡s created during:
Project executing. Perform quality control. Perform quality assurance. Quality planning.
Quality planning.
You need to know what happens in each part of the quality process. This one is easy quality planning. On the exam, you will also need to know what happens in perform quality assurance and perform quality control.
All of the following are quality planning tools except:
Benchmarking Cost-benefit analysis Cost of quality Scatter diagram
A scatter diagram is a quality control tool.
A project team is having issues while attempting to determine the reason for a variance. One of the team suggests that creating a fishbone diagram might be helpful. The purpose of a fishbone diagram is to:
Show functional responsibilities and how they are related to one another and to the objectives of the project Stimulate thinking, organize thoughts, and generate discussion Show how a process or system flows from beginning to end Determine the organization of the project
The fishbone diagram is a tool that we use to help stimulate thinking (brainstorming), to create an atmosphere conducive to open sharing of thoughts, and to gather our thoughts in a cohesive way. It can be used during planning to determine how to reach a quality objective or during analysis to determine the cause of defects.
The principal use of a pareto diagram is to
Focus attention on the most critical issues Quantify risks Help predict future problems Improve risk management
Focus attention on the most critical issues
Fishbone diagrams are often used to stimulate thinking and to explore a desired future outcome. Determining whether a process is out of control is a function of control charts. Only focusing on critical issues to improve quality relates to Pareto charts. It can be used to look at past problems, not to predict future ones Source:PMP Exam prep Page: 249
Which process group corresponds to the “do” part of the plan-do-check-act cycle?
Monitoring and Controlling Executing Planning Closing
Executing
The executing process group corresponds with the “do” portion of the pdca cycle.
A project manager is working on a road construction project for the state. He has received much input regarding the effort from the state government, as well as from historical records of previous projects and from other resources. He is identifying the quality standards relevant to the project and determining how to meet them. This activity is a part of which quality process?
Plan Quality Management Control Quality Manage Quality Quality Management
Plan Quality Management
The key words here are “identifying the quality standards”
Which of the following is not a part of the data gathering tools used in Control Quality process?
Checklists Control Chart Statistical sampling Check sheets
Control chart is a monitoring tool, while the rest of the choices are valid data gathering tools used during control quality process.
If the probability of one event occurring does not affect the probability of another event occurring, the event are:
Just-in-time False events Mutually exclusive Statistically independent
Statistically independent
Choice ‘False events’ is not correct because the events are true events. Choice ‘Mutually exclusive’ is not correct because, by definition, two events that are mutually exclusive cannot happen on the same trial. Choice ‘Just-in-time’ is incorrect because just in time refers to inventory levels. Choice ‘Statistically independent’ is correct because statistical independence deals with two events not being linked.
Conformance to requirements and fitness for use are key concepts in quality management. Which of the following is another name for customer needs
Voice of the Customer Scope creep Process mapping Prompt list
Voice of the Customer
In quality management, customer needs and requirements are also known as voice of the customer (VOC).
As an independent consultant, you are working with a project manager of a spacecraft parts manufacturing project to ensure that the team complies with organizational quality policies and procedures. Since parts made in this project must be of high precision and accuracy, you are documenting shortcomings within the processes and procedures to improve the quality for customer acceptance. Which of the following best represents the project management activity you are doing?
Quality audits Quality control Inspection Statistical sampling
Quality audits
Ensuring that the project team complies with organizational quality policies and procedures is done in the manage quality process. Quality audits are one such technique. A structured review is performed by independent consultants or contractors to identify all shortcomings in carrying out quality policies and procedures. These efforts should be used later to improve product quality and reduce the cost of quality.
The testing results for the new computer modulation project have arrived from the seller. The results indicate the project is not meeting the overall quality requirements. If the project manager meets with team members to analyze the situation, the project manager is involved in:
Control Quality Plan Quality Management Manage Quality Quality Management
The key word here is “overall”.’Control quality’ is wrong because we are not addressing the specific work perfromance.’Quality assurance’ (Manage Quality) needs to be done to make sure standards and processes were followed.
To address the root of problem, the pm decides to use an ishikawa diagram. Which of the following best describes the part of the quality management process in which the group is involved in this situation?
Manage quality Control quality Quality analysis Plan quality management
Remember that Ishikawa is another name for a cause-and-effect diagram. The group is using this technique to analyze an actual defect. They must be in the Control Quality process.
The Plan-Do-Check-Act (PDCA) cycle as the basis for quality improvement is usually attributed to:
Juran Pareto Deming Crosby
Deming
The plan-do-check-act (PDCA) cycle was defined by shewhart and later modified by deming.
In order to keep costs low, a project management team decided to apply statistical sampling while inspecting some of the work products. They decided to select 10 out of 50 engineering drawings for inspection. During which process should the sample be collected?
Collect Requirements Control Quality Plan Quality Management Manage Quality
Samples are collected for inspection during the control quality process.
What percentage of the total distribution are 3 sigma from the mean equal to?
99. 73% 99. 99% 95. 46% 68. 26%
99.73%
A project manager is leading an effort to analyze waste and non-value-added activity on the project. One team member reports that two processes in use require work he believes is unnecessary. Another team member reports that a process is not well understood. The project manager must be leading which of the following?
The Plan Quality Mangement process The Manage Quality process A process rather than a project Management by objectives
If the project manager was planning (rather than doing) such activities, the answer would be the Plan Quality Management process. Perform Quality Assurance uses measurements gathered in the Control Quality process to assess whether the project is following processes and procedures, and identify needed improvements in the way the work is being done.
Aii the following are used in quality management except?
Marginal analysis Parametric estimating Delphi Technique Select sellers
Select sellers
Seclect sellers is part of procurement management. Parametric estimating and the Delphi Technique can be used in quality management.
During a discussion with the quality department, Dave, a project manager, was told that as applied to projects, the terms “prevention” and “inspection” are synonymous. However, his understanding of the terms is different. What would you comment on this situation?
- The project manager is wrong. Both inspection and prevention are about keeping errors out of the process. They are used in different contexts.
- The project manager is correct. Inspection is about keeping errors out of the process; prevention is about keeping errors out of the customer’s hands.
- The project manager is correct. Prevention is about keeping errors out of the process; inspection is about keeping errors out of the customer’s hands.
- The project manager is wrong. Both inspection and prevention are about keeping errors out of the customer’s hands. They are used in different contexts.
The project manager is correct. Prevention is about keeping errors out of the process; inspection is about keeping errors out of the customer’s hands.
The project manager is correct. Prevention is about keeping errors out of the process, whereas inspection is about keeping errors out of the hands of the customer. This is an important distinction, which the project management team needs to be aware of.
You are asked to select tools and techniques to supplement existing quality control activates. Which of the following would not be appropriate for this purpose
Pareto diagram Performance reviews Statistical sampling Focus group
A project manager is leading a project to streamline the manufacturing process of modular homes. The project manager researches and discovers a set of technical guidelines that will make the homes easier and cheaper to manufacture without compromising quality. The team incorporates these guidelines by designing a new modular home that reduces the total number of parts and uses more standard and multi-functional components. This is an example of:
Design for X Data gathering Change request Problem solving
Design for X
Design for X (DfX) is a set of technical guidelines that may be applied during the design of a product for the optimization of a specific aspect of the design. In this scenario, technical guidelines are being applied to design a new modular home that optimizes its manufacturability. DfX provides the most accurate and precise definition of the technique being used in this scenario and is, therefore, of the available choices, is the best answer to the question asked
You are managing a project in a just-in-time environment. This will require more attention because the amount of inventory in such an environment is generally
12per
0per
45per
10per
With just in time, supplies are delivered when you need them and not before. Therefore, you have little or no inventory
A project manager has to resolve two problems. Both problems can occur in a single trial. In this situation, what is the best action the project manager can take?
Develop a solution for each problem
Use a statistically independent trial
Develop a solution that solves both problems
No solution is needed, the two problems cancel each other out
Develop a solution for each problem
The question indicates the two problems are unrelated. Therefore, they require separate solutions.
To what does the following definition refer? “the point where the benefits or revenue to be received from improving quality equals the incremental cost to achieve that quality:’
Conformance analysis Quality control analysis Marginal analysis Standard quality analysis
Marginal analysis
This is the definition of marginal analysis. Know the term so you will be able to answer questions that deal with this concept. The other choices may sound good, but they are made-up terms.
An automotive designer uses a certain technique to determine which combination of suspension and tires will produce the most desirable ride characteristics at a reasonable cost. To do this, the designer employs a statistical framework and systematically changes all the important parameters instead of changing the factors one at a time. This method is known as:
Force Field Analysis Design of Experiments Nominal Group Technique Statistical Sampling
The correct response is design of experiments; this method plays a key role in optimization of products or processes.
A project manager has to resolve two problems. Both problems can occur in a single trial. In this situation, what is the best action the project manager can take?
Develop a solution that solves both problem. No solution is needed; the two problems cancel each other out. Develop a solution tfor each problem. Use a statistically independent trial.
The question indicates the two problems are unrelated. Therefore, they require separate solutions.
Julia is managing a water treatment plant construction project. A new government has recently been sworn in. During the election campaign, the winning candidate made a number of commitments regarding environmental control reforms. Julia is not sure how the new government and its future policies might affect her project. This is an example of:
Mitigated risk Variability risk Ambiguity risk Opportunity risk
Ambiguity risk
Ambiguity risks relate to areas of the project where imperfect knowledge might affect the project’s ability to achieve its objectives. Examples include: elements of the requirement or technical solution, future developments in regulatory frameworks, or inherent systemic complexity in the project.
The project has had a major defect, and the project manager has involved the project team and process engineers in analyzing the situation. One of the group says that the real fault ¡s the age of the equipment. Another says it is the lack of material of the correct quality. To address the root of the problem. The project manager decides to use an ishikawa diagram. Which of the following best describes the part of the quality management process in which the group is involved in this
Perform quality assurance Quality analysis Perform quality control Quality planning
Perform quality control
The group is analyzing an actual defect. They must be in perform quality control.
Which of the following best describes a control chart
Showing potential causes of issues Showing loops between activates Showing project activates and their schedule Showing the upper and lower control limits
Showing the upper and lower control limits
All of the following are inputs to quality planning except?
Project work results
Project scope statement
Enterprise environmental factors
Project management plan
Project work results
Work results would occur during quality mangement, not before quality planning.
Project managers need to be aware of Student Syndrome, also known as procrastination, which means that people start to apply themselves only at the last possible moment before the deadline. This concept is similar to Parkinson’s Law which states that:
Work only gets completed during the second half of the allocated time. Work expands to fill the time available for its completion. Work never gets completed on time even if sufficient time has been allocated. Effort expands to fill the time available for the completion of a work package.
According to the parkinson’s law, work expands to fill the time available for its completion.
A data point on a control chart that requires investigation is called
A specification limit A rule of seven A special cause Gold plated
A special cause
A data point that requires you to determine the cause of the problem calls for a special cause. Gold plating is providing the customer more that what they asked for. A rule of seven is not just a single data point and thus not correct, even though it also requires an assignable special cause. A specification limit is the customer-defined requirements for quality
Seven nonrandom data points that are still within the upper or lower control limit of a control chart are:
Out of control Gold plated Specification limits In control
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
The project you are working on has an increase in cost effectiveness, increased productivity and increased morale. What might be the reason for these changes?
Project objectives are in line with those of the performing organization
Increased quality
Rewards presented for individual efforts
Management’s focus on cost containment
Increased quality
As you increase quality, there will be associated benefits for the project. Some of these benefits are increased productivity, increased cost effectiveness, decreased cost risk and improved morale.
All of the following are parts of perform quality control except?
Flowcharting Control charts Inspection Cost of quality
Cost of quality
Tools and techniques for perform quality control include flowcharting, statistical sampling, Pareto charts, control charts and inspection.
Which of the following processes will determine the correctness of deliverables?
Plan Deliverables Manage Quality Plan Quality Management Control Quality
Control Quality
An important goal of quality control is to determine the correctness of deliverables. The results of the execution of quality control processes are verified deliverables. These are then input to the validate scope process for formalized acceptance.
You are a project manager for an automotive parts company. Your organization was hired to produce clutches for an exotic car company. This will involve the design and production of custom clutches. During the course of the project, as you review a quality control statistics chart that examines every clutch produced for the month, you notice several cases where the spring component of the clutch is expanding with too much force and is falling outside the upper control limit. Which type of Quality Control tool are you most likely using?
Statistical Sampling Precedence Diagramming Method Control charts Cause-and-Effect diagram
Control charts
Control charts graphically display the interaction of process variables on a process. Control charts have three lines: a center line which gives the average of the process, an upper line designating the upper control limit (ucl) and showing the upper range of acceptable values, and a lower line designating the lower control limit (lcl) and showing the lower range of acceptable values. Points that fall outside of this range are evidence that the process may be out of control.
Nonrandom data points that are still within the upper and lower control limit of a control chart are:
Out of control.
In control.
Specification limits.
Gold plated.
The key to this question is “non-random”. It is refering to the rule of seven.
While performing quality planning for the design and manufacture of a new medical device, the team has identified the need to keep variances to a minimum because the end product must be of the highest quality possible. They are researching the practices of comparable projects for ideas on how to achieve this requireent. The team is using which of the following techniques?
Pareto analysis Cost-benefit analysis Benchmarking Design for X
Benchmarking
The project contains many activity. One of the large activity has an estimate to complete (ETC) that is longer than planned. If the pm wants to look at non-value-added activities that might cause the delay, then manager should:
Measure using quality metric Complete process analysis Perform a quality audit Use a pareto diagram
Discovery non-value activity is a process analysis; implementing the process improvement plan. Many people choose quality audits (Choice Perform a Quality audit). However, quality audit relates to determining whether we are using the right processes and whether those processes are effective, not improving processes.
A project is facing a major change to its project deliverables. If the project manager is involved in determining which quality standards are relevant to the change. The project manager must be involved in:
Perform quality control. Perform quality assurance. Quality planning. Quality management.
Quality planning.
Although quality planning usually occurs during project planning, it can occur during prroject execution when there is a change.
An ishikawa diagram helps to:
Organize thoughts and generate discussion Show functional responsibilities Put information in its order of priority Show team responsibilities
Advantages of Ishikawa diagram: - Highly visual brainstorming tool which can spark further examples of root causes - Quickly identify if the root cause is found mutliple times in the same or different causal tree - Allows one to see all causes simultaneously - Good visualization for presenting issues to stakeholders
If a process has a lack of consistency and predictability it is said to be
Out of control. Assigned a cause. Quality assured. N control.
Out of control.
Inconsistency and nonpredictability are indications that the process is out of control.
If a process has a lack of consistency and predictability it is said to be
Out of control. Assigned a cause. Quality assured. N control.
Out of control.
Inconsistency and nonpredictability are indications that the process is out of control.
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During project executing., a project team member informs the project manager that based on her observations. The project cannot meet the quality standards set for it. What would be the least effective thing for the project manager to do?
Review the quality plan
Hold a meeting on the issue
Review the project scope statement
Continue the Manage Quality process
Continue the Manage Quality process
Perform quality assurance (Manage quality) involves determining whether standards are being followed. This would be the least effective, since it does not address the specific problem described in the question.
