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PMP > Quality > Flashcards

Quality Flashcards

1
Q

Manage Quality

A

Translates quality mgmt plan into executable quality activities

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2
Q

Control Quality TnT (Attitude CONTROL of DSCS III)

A

TIMD3

Testing/Product evaluations

Inspection

Meetings

Data Analysis (e.g. Performance reviews, Root-Cause Analysis)

Data Gathering (e.g. Checklists, Checksheets, Sampling, Surveys)

Data Representation (e.g C&E, CONTROL CHARTS, Histogram, Scatter diagram)

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3
Q

Plan Quality Mgmt TnT

A

METD4 (Quality must be met)

Meetings

Expert Judgment

Test and Inspection Planning

Cost Benefit Analysis
Cost of Quality

Data gathering (e.g. benchmarking, brainstorming)

Data analysis (e.g. Cost Benefit Analysis, Cost of Quality)

Decision Making (e.g. multicriteria analysis)

Data Representation (Flow Charts, Logical Data Model, Matrix Diagrams, Mindmapping)

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4
Q

Work Performance Data

A

Raw data

Comes from Direct and Mange Work and ONLY from Direct and Manage Work

Input to M&C

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5
Q

Control Quality

A

Monitoring & Recording

Ensure products are complete, correct, and customer expectations are met (C3)

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6
Q

Work Performance Reports

A

Created from Information

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7
Q

Plan Quality Mgmt

A

Identifying Quality Rqmts
Documenting How project will demonstrate compliance
How quality will managed and verified throughout process

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8
Q

Quality Mgmt Plan

A

Part of PMP

Describes how applicable
   Policies
   Procedures
   Guidelines
will get you to quality objectives

😢Does not contain the quality standards

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9
Q

Quality Rqmt

A

Used to assess conformance by validating acceptability of some attribute

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10
Q

Quality Metrics

A

How to ensure some Project or product attribute

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11
Q

Change

A

Modification to any formally controlled deliverable, PMP component, or project document

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12
Q

Deliverable

A

Any unique & verifiable product, result, or capability to complete a project

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13
Q

Quality Report

A

Rcmds Quality Mgmt Issues

Summary of Work Performance Information

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14
Q

Precision

A

Measure of exactness

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15
Q

Accuracy

A

Assessment of correctness

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16
Q

Benchmarking

A

Comparing Processes and operations to those in comparable org’s to determine best practices

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17
Q

Continuous Quality Improvement

A

Focuses on continuous incremental improvements (Kaizen)

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18
Q

Plan-Do-Check-Act

A

(Shewart & Deming)

Plan: Establish Objectives
Do: Implement Plan
Check: Compare measurements against expected results
Act: Analyze differences to determine cause

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19
Q

Processes for Deliverables

A

Direct & Manage Work
Control Quality
Validate Scope
Close

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20
Q

Outputs of Direct and manage work

A 
QWAD
Quality Metrics
Work Performance Data
Accepted Change Requests
DELIVERABLES
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21
Q

Outputs of Control Quality

A 
"QWAD"V
Quality Measurements
Work Performance Information
Change Requests
VERIFIED DELIVERABLES
Validated Changes
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22
Q

Outputs of Validate Scope

A

ACCEPTED DELIVERABLES

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23
Q

Probability Distribution

A

Represents the likelihood of different outcomes from a chance event

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24
Q

Median

A

Point where 50% of results are above mean, and 50% are below mean

Mean=Mode=Median for normal distribution

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25
Q

Mode

A

Most frequent data point

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26
Q

1 sigma

A

68% of values above AND below mean

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27
Q

2 sigma

A

95% of values are above AND below mean

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28
Q

3 sigma

A

99.7% of values are above AND below mean

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29
Q

Cumulative Distribution

A 
0 to - 3 sigma :    0.15%
0 to - 2 sigma:     2.25%
0 to - 1 sigma:     16%
0 to +1 sigma:      84%
0 to +2 sigma:     97.75%
0 to + 3 sigma:    99.85%
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30
Q

Control Limits

A

Set by process

How well we control the process

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31
Q

Tolerances

A

Set by customer

what customer will accept

32
Q

Inspection

A

Reactive

Catching errors before customer does

33
Q

Prevention

A

Proactive

Keeping errors out of process

34
Q

Control Quality Inputs

A 
QDDAW
Quality Metrics
Deliverables (come to quality control to be measured for correctness)
PMP
Work Performance Data
Approved change requests
35
Q

Control Quality Tools and Techniques

A 
Data Analysis
Data Gathering (SHP2C3)
Statistical Sampling
Inspection
Approved CR review
36
Q

7 Quality Tools

A 
SHP2C3 (Ishakwa)
Scatter Diagram
Histogram
Pareto
Process (Flow charts)
Cause and Effect Diagrams
Control Diagrams
Check Sheets
37
Q

Perform Qualitative Risk Analysis

A

Prioritizing project risks for further analysis or action

38
Q

Grade

A

Category for products having same use but different characteristics

39
Q

CONFORMANCE to Requirements

A

Ensure project produces what it said would produce (Crosby)

40
Q

FITNESS FOR USE

A

Product satisfies a real need (Juran)

41
Q

Design for X

A

experiment to determine what factors have the most influence on a specific variable

42
Q

Goleman

A

“MAN”

EI

43
Q

Goldratt

A

Critical Chain Method
Force planning to work toward end goals, not end dates
Continuous crashing

44
Q

Parkinson

A

Work expands to fill the time

45
Q

Juran

A

Quality=Fitness for Use

46
Q

Crosby

A

Quality = Conformance to requirements
Quality is free
0 defects are possible

47
Q

Deming

A

TQM: Quality is everyone’s responsibility

48
Q

Shewart & Deming

A

Plan-Do-Check-Act

Puppies Do Cry Alot

49
Q

Ishakawa

A

7 Tools
SHP2C3
SH (As in ISHakawa)

50
Q

Taguchi

A

Lose Function: Loss in value progressively increases as variation increases from intended condition
Think of Gucci bag imitators

51
Q

Pareto

A

Chart named after him

52
Q

Tuckman

A 
5 Stage of Team Development
Forming
Storming
Norming
Performing
Adjourning
53
Q

Maslow

A 
Hierarchy of Needs
5 levels
Physiological
Safety
Love/Belonging
Esteem
Self-Actualization
54
Q

McGregor

A

(Highlander)
Theory X: Workers are NOT Motivated
Theory Y: Workers ARE Motivated

55
Q

McClelland

A 
Field Training
Acquired Needs Theory
Need for Achievement
Need for Power
Need for Affiliation
56
Q

Herzberg

A

H(erzberg)= H(ygiene)

Hygiene Factors Not enough to motivate workers

57
Q

Ouchi

A

Theory Z

Increase worker loyalty by considering all aspects of the individual worker (work and home)

58
Q

Vroom

A

Expectancy Theory

People need to believe they can be successful

59
Q

Perform Quality Assurance vs. Control Quality

A

Improving Processes vs. Measuring Products

More managerial vs. More technical

More big picture vs. More detailed

INPUT: Quality control measurements (processes) vs. OUTPUT: Quality Control Measurements (products)

60
Q

Process Decision Program Charts

A

Identify Consequential impact of failure on activity plans

Create appropriate contingency plans to limit risk

Used to understand a goal in relation to the steps for getting to the goal

61
Q

Interrelationship Digraphs

A

Tool displays interrelated cause-and-effect relationships and factors

Describes desired outcomes

62
Q

Prioritization Matrix

A

Pair-wise comparisons* is used to prioritize items and describe them in terms of weighted criteria

  • Judging items in pairs to judge which of each entry is preferred
63
Q

Quality Audits

A

Review by someone outside project team to determine how we’re doing from a quality standpoint

64
Q

Perform Quality Assurance includes

A

the improvement of quality processes

65
Q

Deliverables are

A

An input to Perform Quality Assurance

66
Q

What is process analysis

A

A Tool and Technique of Perform Quality Assurance

67
Q

What is the tool used to understand a goal in relation to the steps for getting to the goal

A

Process Decision Program Charts

68
Q

Is “Measuring Deliverables (products)” an action of Control Quality or Validate Scope?

A

Both

69
Q

Is control quality performed internally or by the customer

A

Internally

70
Q

When is control quality performed

A

Usually before validate scope

71
Q

If the product fails “Control Quality” can the customer accept it anyway?

A

Yes

72
Q

Who performs “validate scope”

A

By the customer

73
Q

When is “validate scope” performed?

A

Usually after “Control Quality”

74
Q

If the product passes “Control Quality” does the customer have to accept it

A

No. He can fail it as part of validate scope

75
Q

The requirements and traceability matrix are

A

Inputs to Validate Scope

76
Q

Quality metrics are

A

An OUTPUT of plan quality

An INPUT to control quality

77
Q

Control Quality is

A

Monitoring specific project results to determine if they comply with relevant quality standards and identifying ways to eliminate causes of unsatisfactory performance

PMP (16 decks)

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