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PMP Exam > Chapter 8. Quality Management > Flashcards

Chapter 8. Quality Management Flashcards

1
Q

Quality Management Processes and Outputs

A

Control Quality - Quality Control Measurements and Verified Deliverables

Plan Quality Management - Quality Management Plan and Quality Metrics

Manage Quality - Quality Reports, Test and Evaluation Documents

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2
Q

Define quality.

A

The degree to which a set of ineherent characteristics fulfills requirements.

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3
Q

Quality Management Processes

A

Planning - Plan Quality Management Plan
Executing - Manage Quality
Monitoring & Controlling - Control Quality

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4
Q

Total Quality Management (TCM)

A

A quality theory popularized after WWII that states that everyone in the company is responsible for quality and able to make a difference in the ultimate quality of the product. Invented by Walter Shewart at Western Electric but made popular by Edwards Deming, in Japan.

Theory focuses underlying process of a product is produced and the employees in the quality produce, rather than the product itself. A good process will ultimately yield good results.

Plan - Do - Act cycle.

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5
Q

Continous Improvement, or Kaizan

A

Stresses contract process improvement in the form of small changes in products or services. Focuses on oingoing series of small changes to improve product and processes.

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6
Q

Just-in-Time (JIT)

A

Manufacturing method that brings inventory down to zero (or near zero), forces focus on quality, since no excess inventory is on hand to waste.

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7
Q

ISO 9000

A

International Organizatio of Standardiation, ensures companies document what they do and do what they document.

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8
Q

Statisticial Independence

A

When two outcomes of two processes are not linked together, or dependent on one another.

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9
Q

Mutually Exclusive

A

When one choice excludes the other(s).

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10
Q

Standard Deviation

A

Statistical calcualtion used to measure and describe how a set of data is organized. Represented by the Greek symbol for sigma.

Averaging all data points to get the mean, then calculating the difference between each data point and the mean, ssquaring each of the differences, and dividing the sum of the squared differences by the number of data points minus one. Take the square root of that number to get the standard deviation of a data set.

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11
Q

Six Sigma

A

Popular philosophy, focuses on achieving high levels of quality by controlling the processes and reducing defects (anything that does not meet the customer’s quality standards).

A sigma is defined as 1 standard deviation from the mean. At the level of 1 sigma quality, 68.25% of all outputs will meet quality standards. At 3 sigma quality, 99.99966% of all outputs meet quality standards.

Six sigma strives to quantify, measure and control the quality of produces, services and results. Based on underlying theory that anything will vary if measured to a fine enough level. Goal is to refine the process so that human error and outside influence no longer influence results, any remaining variations are completely random.

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12
Q

To know about Six Sigma

A

It is a quality management philosophy that sets very high standards for quality. 1 sigma = 317,500 defects per 1 mil opportunities, 3 sigma = 2,700 defects per 1 mil opportunities, 6 sigma = 3.4 defects per 1 mil opportunities.

Even higher standards are strived for in some industries, such as the airline, pharmaceutical and utilities industries.

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13
Q

Prevention VS Inspection

A

Prevention - keeping defects from occuring

Inspection - identifying and catching effors before they impact others

Prevention is always favored over inspection.

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14
Q

Attribute sampling vs Variable sample

A

Attribute sampling - binary, work result conforms to quality or it does not (pass or fail)

Variable sampling - measures how well something conforms to quality (rater on a continous scale), shows how well well something conformed to the ideal quality

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15
Q

Special Causes vs Common Causes

A

Special Causes - unusual, preventable by process improvement

Common Causes - normal, generally accepted

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16
Q

Tolerances vs Control Limits

A

Tolerances - limits on a project set for product acceptance, focuses on if product is acceptable.

Control limits - more complex, set at three standard deviations at, above and below mean. Results must fall within the control limits, focuses on if processes are acdeptable.

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17
Q

Customer Satisfaction

A

Fitness for Use
Conformance to Requirements

Does the deliverable solve the underlying need and does it work properly.

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18
Q

Management Responsibility

A

Management’s job to ensure focus stays on quality management and that initiatives have adequate resources and funding.

19
Q

Mutually Beneficial Partnership with Suppliers

A

Suppliers - extended parts of an organization

Strong, positive relationships benefit both parties. Decisions should be made for the long term, and not for a quick advantage.

20
Q

Agile Projects & Quality

A

Focus, get product into the customer’s hands quickly and to prioritize and adapt quickly/constantly.

For quality - gets feedback from the users, improves as needed. If problem occurs, detected early and thus costs less. Requires fewer resources to fix than if detected later.

21
Q

Process - Plan Quality Management

A

Identified quality specifications for the project and how these specifications will be met on the project.

22
Q

When is Plan Quality Management performed?

A

Earlly in the project, concurrently with other planning processes and the development of the project management plan.

23
Q

What can quality impact?

A

scope, time, cost and risk

24
Q

What are the inputs for Plan Quality Management?

A 
Project Charter
Project Management Plan:
- Requirements Management Plan
- Risk Management Plan
- Stakeholder Engagement Plan
- Scope Baseline
Project Documents
Enterprise Environmental Factors
Organizational Process Assets
25
Q

What are the tools for Plan Quality Management?

A 
Expert Judgement
Data Gathering
Data Analysis
Decision Making
Data Representation
Testing and Inspecting Planning
 - Meetings
26
Q

Cost of Poor Quality (CoPQ)

A

The cost of items that do not conform to quality.

27
Q

No activites should be performed that cost more than or even to the expected benefits, such as acceptance, less rework, and overall lower costs, true or false?

A

True. Golden rule states in quality that all benefits of quality activities must outweigh the costs.

28
Q

What constitutes Data Representation?

A

Process flow diagrams, flowcharts, logical data models, matric diagrams, and mind mapping.

One popular flowcharting tool is the SIPOC value chain - Suppliers, inputs, Processes, Outputs, Customers. See p. 359 for example.

29
Q

What are the outputs for Plan Quality Management?

A

Quality Management Plan
Quality Metrics
Project Plan Updates
Project Documents Updates

30
Q

What does Manage Quality refer to?

A

Quality Assurance, both product design and product improvement.

It is an executing process with two primary purposes:

  1. To put the quality management plan into practice and to see that the product, service or result achieves quality.
  2. to improve and streamline the overall process of producing the product, service or result.
31
Q

When is Manage Quality performed?

A

continuously throughout the project life cycle.

32
Q

What are the inputs to Manage Quality?

A

Project Management Plan
Project Documents
Organizational Process Assets

33
Q

Whare the tools to Manage Quality?

A 
Data Analysis
Decision Making
Data Representation
 - Affinity Diagrams
 - Cause-and-Effect (Ishikawa) Diagrams
 - Flowcharts
 - Historigrams
 - Matrix Diagrams
 - Scatter Diagrams
Audits
Design for X / Design for Excellence (DfX) - where design is applied to top priorities.
Problem-Solving
Quality Improvement Methods
34
Q

What are the prioritizations for DfX?

A 
Design for Cost (DfC)
Design for Assembly (DfA)
Design for Manufacturing (DfM)
Design for Logistics (DfL)
Design for Serviceability (DfS)
35
Q

What are the outputs to Manage Quality?

A 
Quality Reports
Test and Evaluation Documents
Change Requests
Project Management Plan Updates
Project Document Updates
36
Q

What are the steps in problem solving Quality issues?

A 
Define the Problem
Root Cause Analysis
Indentify Possible Solutions
Choose a Solution
Implement the Solution
Verify the Solution
37
Q

What are the two most common Quality Improvement Method processes?

A

Plan-Do-Check-Act and Six Sigma

38
Q

If you are inspecting a product or looking at some kind of result, you are probably performing what process?

A

Control Quality.

39
Q

Control usually looks at what?

A

Statistical sampling rather than each and every output.

40
Q

When is Control Quality performed?

A

throughout the project

41
Q

What are the inputs to Control Quality?

A 
Project Management Plan - Quality Management Plan
Project Documents
Approved Change Requests
Deliverables
Work Performance Data
Enterprise Environmental Factors
Organizational Process Assets
42
Q

What are the tools to Control Quality?

A 
Data Gathering
Data Analysis
Inspection
Testing / Product Evaluations
Data Representation
Control Charts (see p. 370 for more info & example)
Meetings
43
Q

What are the outputs of Control Quality?

A 
Quality Control Measurements
Verified Deliverables
Work Performance Information
Change Requests
Project Management Plan Updates
Project Document Updates
44
Q

Agile Perspective on Quality Management?

A
  • Place product in hands of the customer very early to get a sense of its fitness for use.
  • Customer feedback gathered more quickly, and more problems/issues detected earlier.
  • Agile retrospective at the end of each iteration, with small adjustments made in order to improve quality.
  • Documentation & additional planning minimally necessary

PMP Exam (15 decks)

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