Direct and Manage Project Work includes which of the following activities except?
1) Perform activities to accomplish project objectives;
2) Create project deliverables to meet the planned project work;
3) Control project deliverables to meet the planned project work
4) Provide, train, and manage the team members assigned to the project;
Ans: 3
REFERRENT power= PM’s PERSONALITY POWER
A project expediter works as staff assistant and communications coordinator. The expediter cannot personally make or enforce decisions
Project coordinators have the power to make some decisions, have some authority, and report to a higher-level manager.
It is not true that expediters exist in functional organizations and coordinators exist in matrix types of organizations. They both can exist in strong matrix and projectized organizations as well. However, in this case, both will be reporting to the project manager. The expediter can help him in dealing with non-technical jobs such as material management and logistics handling, and the coordinator helps them manage the project.
??? Correspondence
Highest risk for the buyer - CPFF (Cost plus fixed fee)
??? Composite Organization
A hospital is installing a new management system to computerize the hospital functions. For this purpose, representatives from
several departments are selected to create a task force assigned to implement the project. This organization structure is called - Composite Organization
PRINCE = Project in Controlled Environment
??? Anticipatory Breach
??? Budget tampering
Procurement Negotiations/ Negotiated settlements
Make payment to seller is done in Control Procurements
The review of key deliverables and project performance at the conclusion of a project phase is called:
1) Phase exit
2) Kill point
3) Stage gate
Discount Rate on an investment which makes Present value of cash inflows = Present value of cash outflows
Phase-end reviews are called:
1) Phase exits
2) Stage gates
3) Kill points
## Bill of lading
Acquisition implies a cost of resources, and is not necessarily financial.
Activity attributes include activity codes, predecessor activities, successor activities, logical relationships, leads and lags, resource requirements, imposed dates, constraints, and assumptions.
Adaptive life cycle - Agile, iterations are rapid in nature (2-4 weeks) and are fixed in time and resources
Additional quality planning tool - Force field analysis, brainstorming, nominal group discussion
Attribute sampling - method of measuring quality
Backward pass - For calculating late start and late finish date from the project end date
Bar Chart - A graphic display of Schedule related information. Also known as Gantt chart
Bidder conference - prior to the preparation of bid, proposal. Also known as contractor conference, vendor conference, pre-bid conference
Code of accounts - A numbering system to uniquely identify each component of WBS
Colocation - An organizational placement strategy where the project team members are physically located close to one another
Configuration Management System - Subsystem of overall project management system.
Conformance work - Work is done to compensate for imperfections
Context diagram - A visual depiction of the product scope showing a business system and how people and other systems/actors interact with it
Control Account - A mgt. control point where scope, budget, actual cost, and schedule are integrated and compared to earned value for performance measurement
Control limits / specification limit - ?
Data date - A point in time when the status of the project is recorded.
Decision tree analysis - ?
PMBOK identifies a subset of project management body of knowledge that is generally recognized as good practice
PMO - An organizational structure that standardizes the project related governance processed and facilitates the sharing of resources, methodologies, tools, and techniques.
Project management process groups are not project phases
Quality function deployment (QFD) - A facilitated workshop technique that helps to determine critical characteristics for new product development.
Regression Analysis - An analytic technique, a series of input variables are examined in relation to their corresponding output results in order to develop a mathematical or statistical relationship
Regulation - Requirements imposed by governmental body.
RFI, RFQ, RFP - A type of procurement document
Residual Risk - A risk that remains after risk responses have been implemented
Resource Leveling - A technique in which start and finish dates are adjusted based on resource constraints with the goal of balancing demand of resources with the available supply
Resource Smoothing - Adjusts the activities of a schedule model such that the requirement of resources on the project do not exceed certain predefined resource limits
RAM (Responsibility Assignment Matrix) - A grid that shows the project resources assigned to each work package
Risk - Has a +ve or -ve effect on one or more project objectives
Risk Acceptance - Acknowledge the risk and not taking any action unless the risk occurs
Risk can either be an opportunity or a threat
You must find the risk attitude of your stakeholders. Risk attitude can be broadly divided into three categories:
- Risk appetite - The degree of uncertainty an entity is willing to take on in anticipation of a reward. Some organizations might be willing to take a high risk if the reward is high; others may want to play safe or go conservatively.
- Risk tolerance - It shows the risk attitude of stakeholders or an organization in measurable units.High tolerance means people are willing to take a high risk, and low tolerance means people are not willing to take many risks.
- Risk threshold - The risk threshold is a further step in the risk tolerance; you can say that it quantifies the risk tolerance with a more precise figure. An amount of risk that an organization or individual is willing to accept.Below the risk threshold, the organization will accept the risk, and above the risk threshold, the organization will not tolerate the risk.
Scatter Diagram -
Secondary Risk - A risk that arises as a direct result of implementing a risk response.
Work Package - Lowest level of WBS for which cost and duration can be estimated and managed.
Weighted milestone method - EVM, work package --> measurable segments each ending with a observable milestone --> assigns a weighted value to the achievement of each milestone
Voice of the customer - A planning technique
Verification - Often an internal process
Velocity - A measure of team's productivity rate, A capacity planning approach frequently used to forecast future project work.
VAC (Variance at Completion) = Difference between BAC and EAC
Value Engineering -
Validation - Meets the need of customer
Validate scope - The process of formalizing acceptance of the completed project deliverables
Sensitivity analysis - comparing the relative importance of variables. For example, if you need to visually compare 100 budgetary items, and identify the largest ten items, it would be nearly impossible to do using a standard bar graph. However, in a tornado chart of the budget items, the top ten bars would represent the top ten largest items.
Tornado diagram - a special type of Bar chart, where the data categories are listed vertically instead of the standard horizontal presentation, and the categories are ordered so that the largest bar appears at the top of the chart, the second largest appears second from the top, and so on.
TCPI (To complete performance index) - Ratio of the cost to finish the outstanding work to the remaining budget
Failure mode and effect analysis (FMEA)
Fast tracking - activities of phases perform in parallel
Fixed formula method - An EVM, % budget value - at the start of milestone work, remaining % budget - when the work is complete
Funding limit reconciliation - identify any variances between the funding limits and planned expenditures
Hammock Activity -
Hard logic -
Histogram - A special form of bar chart used to describe the central tendency, dispersion, and shape of a statistical distribution
Imposed date - A fixed date. For example: "start no earlier than" and "Finish no later than"
Incremental life cycle - Scope determined early, time and cost estimates are routinely modified as the project's team understanding of the product increases, increments successively add to the functionality of the product
Influence diagram - Shows causal influences, time ordering of events, and other relationships among variables and outcomes
Interrelationship Diagraphs - A quality management planning tool, provide a process for creative problem-solving in moderately complex scenarios that possess intertwined logical relationships
Lead, Lag -
Level of efforts - An activity that doesn't produce definitive end product and measured by the passage of time. One of the three EVM types of activities used to measure work performance.
Logical Relationship - A dependency between two activities, or between an activity and a milestone.
Mandatory Dependency - A relationship that is contractually required or inherent in the nature of work.
Master Schedule - A summary level project schedule
Near-Critical Activity - A schedule activity that has low total float
Network Logic - The collection of schedule activity dependencies that makes up a project schedule network diagram
Pareto diagram - A histogram, ordered by frequency of occurrence, that shows how many results were generated by each identified cause
Phase Gate - A review at the end of a phase
Planning Package - A work breakdown structure component below the control account with known work content but without detailed schedule activities
Predictive Life Cycle - Project scope, and the time and cost required to deliver that scope, are determined as early in the life cycle as possible.
Prioritization Matrices - A quality mgt. planning tool.
Probability and Impact Matrix - A grid for mapping the probability of each risk occurrence and its impact on project objectives if that risk occurs.
Process Decision Program Chart (PDPC) - To understand a goal in relation to the steps for getting to the goal.
Product work, project work and project management work should all be included in the WBS
At a minimum, the issue log should contain: An owner name and a target resolution date.
Important Control Quality Terms:
Prevention - Keeping errors out of the process
Inspection - Keeping errors out of the hands of the customer
Attribute sampling - The result either conforms or does not conform
Variables sampling - The result is rated on a continuous scale that measures the degree of conformity
Tolerances - Specified range of acceptable results
Control limits - Identify the boundaries of common variation in a statistically stable process or process performance
For repetitive processes, the control limits are generally set at ±3 s around.
A process is considered out of control when:
(1) a data point exceeds a control limit
(2) seven consecutive plot points are above the mean (Although can be within upper limit)
(3) seven consecutive plot points are below the mean (Although can be within lower limit)
Process decision program charts (PDPC) - Anticipating intermediate steps that could derail achievement of the goal.
Check Sheets / Tally sheets (not Check List)
Design of experiments (DOE) - A statistical method for identifying which factors may influence specific variables of a product or process under development or in production. It provides a statistical framework for systematically changing all of the important factors, rather than changing the factors one at a time.
Quality control measurements (Output of Control Quality) - are the documented results of control quality activities. They should be captured in the format that was specified through the Plan Quality Management process
Verified deliverables (output of control quality) are an input to validate scope for formalized acceptance.
PMP easily confused terms:
https://edward-designer.com/web/pmp-easily-confused-terms/
Your company’s quality assurance department has performed a quality audit on your project. They have found that your team has
implemented something inefficiently, and that could lead to defects. What’s the NEXT thing that should happen on your project?
1) You work with the quality department to implement a change to the way your team does their work
2) You document recommended corrective actions and submit them to the change control board
3) You add the results of the audit to the lessons learned
4) You meet with the manager of the quality assurance department to figure out the root cause of the problem
2
Quality Audits are when your company reviews your project to see if you are following its processes. The point is to figure out if there are ways to
help you be more effective by finding the stuff you are doing on your project that is inefficient or that
You are a project manager and your team is preparing for the internal quality audit cycle. However, you feel that the team is a little
apprehensive about the audit process. You decide to give them an overview of the process. Which of the following would be
INCORRECT about quality audits?
1) Quality Audits are used to identify all the best practices implemented in the project
2) Quality audits help to share best practices in one project with other projects in the organization
3) Quality Audits aims to asses project team effectiveness and suggest improvements
4) Quality Audits helps to improve process implementation and team productivity
1
The objectives of a quality audit may include all of them except?
1) Identify all good and best practices being implemented;
2) Identify all conformity, gaps, and shortcomings;
3) Share good practices introduced or implemented in similar projects in the organization and/or industry;
4) Proactively offer assistance in a positive manner to improve implementation of processes to help the team raise productivity;
2
After quality planning, you have created a component-specific tool to verify that the required steps have been performed to test
your product. This can also be referred to as:
1) Checklist
2) Operational definition
3) Quality management plan
4) Design of experiments (DOE)
1
A checklist is a structured tool, usually component-specific, used to verify that a set of required steps has been performed. PMBOK® Guide - Fifth
Edition, page 242
The team is in the process of performing quality activities and quality audits to determine which processes should be utilized to meet
the project quality requirements. Which process is the team performing?
1) Plan Quality
2) Control Quality
3) Validate Scope
4) Perform Quality Assurance
4
You are working as a project manager in an automobile company. Recently the government has amended the regulations to enforce
stricter emission requirements for automobiles. As a project manager, you are concerned that your project quality norms may not
satisfy the revised quality standards. So, you do an audit and try to remedy this problem through:
1) Quality control
2) Quality planning
3) Quality assurance
4) Modifications to quality management plan
3
Isabelle is a project manager on an industrial design project. She has found a pattern of defects occurring in all of her projects over
the past few years and he thinks there might be a problem in the process his company is using that is causing it. She uses Ishikawa
diagrams to come up with the root cause for this trend over projects so that she can make recommendations for process changes to
avoid this problem in the future. What process is he doing?
1) Plan Quality Management
2) Perform Quality Assurance
3) Control Quality
4) Qualitative Risk Analysis
2
Isabelle is doing root-cause analysis on process problems, that’s Quality Assurance. Remember, Quality control is when you are trying to find
problems in your work products through inspection. Quality Assurance is when you are looking at the way your proc
All of the statements about the Arrow Diagramming Method (ADM) or Activity-on-Arrow (AOA) are true EXCEPT
1) The nodes are used to represent activity and arrows show activity dependency
2) Uses only Finish to Start relationship between activities
3) May use dummy activities
4) It's a popular method of drawing network diagram
1
The nodes are used to represent activity and arrows show activity dependency. In the arrow diagramming method (ADM), the arrows are used to
represent activities. The nodes represent activity dependency. PMBOK 5th Edition Page 246
One of the major difficulties for a project manager is getting people to cooperate and perform. This is a major issue in a matrix organization. The different types of power for the project managers include:
Formal (legitimate): This power is based on the position of the project manager
Reward: This power stems from giving rewards
Penalty (Coercive): This power comes from the ability to penalize team members
Expert: This power comes from being the technical expert or even the project management expert
Referent: Referent is the power of charisma and fame. This power comes from another person liking the project manager, respecting him, or wanting to be like him.
HALO EFFECT:
The halo effect is something to be aware of when dealing with team members. There can be a tendency to rate the team members high or low on all factors due to the impression of a high or a low rating on some other specific factor.
Difference between checksheet and quality checklist:
- Although a checksheet is a type of checklist, its primary purpose is to gather data.
- The quality checklist is intended to help verify a required action has taken place or item has been included.
Powers of Project Manager:
Formal (legitimate): This power is based on the position of the project manager
Reward: This power stems from giving rewards
Penalty (Coercive): This power comes from the ability to penalize team members
Expert: This power comes from being the technical expert or even the project management expert
Referent: Referent is the power of charisma and fame. This power comes from another person liking the project manager, respecting him, or wanting to be like him.
Edward Deming:
Created the “Total Quality Management” (TQM) concept Key points:
- Be proactive, not reactive (in ensuring quality)
- Utilize leadership and accountability
- Measure and strive for constant improvement
- Continuous Improvement
- Testing early on, to identify problems early-on
Philip Crosby:
Created “Zero Defects” concept (Do it right the first time to avoid re-work and extra cost in the long run)
McGregor’s Theory X and Y:
X - old school, top-down specific direction, labor does not want to work.
Y - newer, management provides big picture and direction, labor wants to work and enjoys it
Maslow’s Hierarchy of Needs:
• Self Actualization
• Esteem
• Belonging
• Safety
• Physiological
Herzberg Motivational Theory:
He says two main areas for workplace success:
(1) Hygiene (safe environment, steady pay, stable job) - These factors do not improve motivation
(2) Motivating Agents (non-financial in nature -- opportunity to improve, education, responsibility) - Help in motivation
Expectancy Theory:
People "in expectation of positive results" are motivated.
- Smoothing/Accommodate may have the problem resurface later. In Compromise the problem will not resurface since there was at least some solution for the issue.
- In smoothing, PM focus on areas of agreement to smooth members but never reaches any solution. So, it's NO-SOLUTION technique. But in compromising, PM reaches solution but is LOSE-LOSE situation for both parties.
Maslow's Hierarchy of Needs five-stage model includes:
1. Biological and physiological needs - air, food, drink, shelter, warmth, sex, sleep.
2. Safety needs - protection from elements, security, order, law, stability, freedom from fear.
3. Love and belongingness needs - friendship, intimacy, trust, and acceptance, receiving and giving affection and love. Affiliating, being part of a group (family, friends, work).
4. Esteem needs - which Maslow classified into two categories: (i) esteem for oneself (dignity, achievement, mastery, independence) and (ii) the desire for reputation or respect from others (e.g., status, prestige). Maslow indicated that the need for respect or reputation is most important for children and adolescents and precedes real self-esteem or dignity.
5. Self-actualization needs - realizing personal potential, self-fulfilment, seeking personal growth and peak experiences. A desire “to become everything one is capable of becoming”
As per Rita's, the 7 sources of conflict are (in this order):
1. Schedules
2. Project priorities
3. Resources
4. Technical opinions
5. Administrative procedures
6. Cost
7. Personality
In the PMBOK however, on Pg 282 "Sources of conflict include scarce resources, scheduling priorities, and personal work styles."
# Agressor - Criticizes everything and everybody on PM
# Dominator - Professes to know everything about project management.
# Devil's Advocate - Finds fault in all areas of PM
# The work authorization system is a part of your company’s Enterprise Environmental Factors. It defines how work is assigned to people to ensure that the work
is done at the right time and in a proper sequence.
# Confronting (Collaborate, Problem Solve) means figuring out the cause of the problem and fixing it.
# Some questions on the exam might ask you about how to operate in another country. In this case, the question is about whether or not something is a bribe. Clearly, if it is a bribe, you can’t pay it. But is it? If a payment to a government official (or anyone else) is customary, then it’s not a bribe. You should go ahead and pay the police—as long as it is acceptable and legal in that country.
# The project scope management plan may be important in your project. It tells you exactly how you’ll create the project scope, define the WBS, validate that the work has been done, and make changes to the scope. But it doesn’t tell you about specific assumptions that you and the team have made, or constraints on your project. You find those in the scope baseline (which contains the scope statement), in the requirements documentation and in the charter.
# Validated Changes aren’t an input—they’re the output. The most important part of the Control Quality process is that your team has to inspect each deliverable in order to verify that it meets its requirements. What do you need to do that? First you need the deliverables. And Quality Checklists are really useful too, because they help you inspect each deliverable. You need Work Performance Data, because that tells you how well the team is doing the job.
1) Perform activities to accomplish project objectives;
2) Create project deliverables to meet the planned project work;
3) Control project deliverables to meet the planned project work
4) Provide, train, and manage the team members assigned to the project;
Ans: 3
REFERRENT power= PM’s PERSONALITY POWER
A project expediter works as staff assistant and communications coordinator. The expediter cannot personally make or enforce decisions
Project coordinators have the power to make some decisions, have some authority, and report to a higher-level manager.
It is not true that expediters exist in functional organizations and coordinators exist in matrix types of organizations. They both can exist in strong matrix and projectized organizations as well. However, in this case, both will be reporting to the project manager. The expediter can help him in dealing with non-technical jobs such as material management and logistics handling, and the coordinator helps them manage the project.
??? Correspondence
Highest risk for the buyer - CPFF (Cost plus fixed fee)
??? Composite Organization
A hospital is installing a new management system to computerize the hospital functions. For this purpose, representatives from
several departments are selected to create a task force assigned to implement the project. This organization structure is called - Composite Organization
PRINCE = Project in Controlled Environment
??? Anticipatory Breach
??? Budget tampering
Procurement Negotiations/ Negotiated settlements
Make payment to seller is done in Control Procurements
The review of key deliverables and project performance at the conclusion of a project phase is called:
1) Phase exit
2) Kill point
3) Stage gate
Discount Rate on an investment which makes Present value of cash inflows = Present value of cash outflows
Phase-end reviews are called:
1) Phase exits
2) Stage gates
3) Kill points
## Bill of lading
Acquisition implies a cost of resources, and is not necessarily financial.
Activity attributes include activity codes, predecessor activities, successor activities, logical relationships, leads and lags, resource requirements, imposed dates, constraints, and assumptions.
Adaptive life cycle - Agile, iterations are rapid in nature (2-4 weeks) and are fixed in time and resources
Additional quality planning tool - Force field analysis, brainstorming, nominal group discussion
Attribute sampling - method of measuring quality
Backward pass - For calculating late start and late finish date from the project end date
Bar Chart - A graphic display of Schedule related information. Also known as Gantt chart
Bidder conference - prior to the preparation of bid, proposal. Also known as contractor conference, vendor conference, pre-bid conference
Code of accounts - A numbering system to uniquely identify each component of WBS
Colocation - An organizational placement strategy where the project team members are physically located close to one another
Configuration Management System - Subsystem of overall project management system.
Conformance work - Work is done to compensate for imperfections
Context diagram - A visual depiction of the product scope showing a business system and how people and other systems/actors interact with it
Control Account - A mgt. control point where scope, budget, actual cost, and schedule are integrated and compared to earned value for performance measurement
Control limits / specification limit - ?
Data date - A point in time when the status of the project is recorded.
Decision tree analysis - ?
PMBOK identifies a subset of project management body of knowledge that is generally recognized as good practice
PMO - An organizational structure that standardizes the project related governance processed and facilitates the sharing of resources, methodologies, tools, and techniques.
Project management process groups are not project phases
Quality function deployment (QFD) - A facilitated workshop technique that helps to determine critical characteristics for new product development.
Regression Analysis - An analytic technique, a series of input variables are examined in relation to their corresponding output results in order to develop a mathematical or statistical relationship
Regulation - Requirements imposed by governmental body.
RFI, RFQ, RFP - A type of procurement document
Residual Risk - A risk that remains after risk responses have been implemented
Resource Leveling - A technique in which start and finish dates are adjusted based on resource constraints with the goal of balancing demand of resources with the available supply
Resource Smoothing - Adjusts the activities of a schedule model such that the requirement of resources on the project do not exceed certain predefined resource limits
RAM (Responsibility Assignment Matrix) - A grid that shows the project resources assigned to each work package
Risk - Has a +ve or -ve effect on one or more project objectives
Risk Acceptance - Acknowledge the risk and not taking any action unless the risk occurs
Risk can either be an opportunity or a threat
You must find the risk attitude of your stakeholders. Risk attitude can be broadly divided into three categories:
- Risk appetite - The degree of uncertainty an entity is willing to take on in anticipation of a reward. Some organizations might be willing to take a high risk if the reward is high; others may want to play safe or go conservatively.
- Risk tolerance - It shows the risk attitude of stakeholders or an organization in measurable units.High tolerance means people are willing to take a high risk, and low tolerance means people are not willing to take many risks.
- Risk threshold - The risk threshold is a further step in the risk tolerance; you can say that it quantifies the risk tolerance with a more precise figure. An amount of risk that an organization or individual is willing to accept.Below the risk threshold, the organization will accept the risk, and above the risk threshold, the organization will not tolerate the risk.
Scatter Diagram -
Secondary Risk - A risk that arises as a direct result of implementing a risk response.
Work Package - Lowest level of WBS for which cost and duration can be estimated and managed.
Weighted milestone method - EVM, work package --> measurable segments each ending with a observable milestone --> assigns a weighted value to the achievement of each milestone
Voice of the customer - A planning technique
Verification - Often an internal process
Velocity - A measure of team's productivity rate, A capacity planning approach frequently used to forecast future project work.
VAC (Variance at Completion) = Difference between BAC and EAC
Value Engineering -
Validation - Meets the need of customer
Validate scope - The process of formalizing acceptance of the completed project deliverables
Sensitivity analysis - comparing the relative importance of variables. For example, if you need to visually compare 100 budgetary items, and identify the largest ten items, it would be nearly impossible to do using a standard bar graph. However, in a tornado chart of the budget items, the top ten bars would represent the top ten largest items.
Tornado diagram - a special type of Bar chart, where the data categories are listed vertically instead of the standard horizontal presentation, and the categories are ordered so that the largest bar appears at the top of the chart, the second largest appears second from the top, and so on.
TCPI (To complete performance index) - Ratio of the cost to finish the outstanding work to the remaining budget
Failure mode and effect analysis (FMEA)
Fast tracking - activities of phases perform in parallel
Fixed formula method - An EVM, % budget value - at the start of milestone work, remaining % budget - when the work is complete
Funding limit reconciliation - identify any variances between the funding limits and planned expenditures
Hammock Activity -
Hard logic -
Histogram - A special form of bar chart used to describe the central tendency, dispersion, and shape of a statistical distribution
Imposed date - A fixed date. For example: "start no earlier than" and "Finish no later than"
Incremental life cycle - Scope determined early, time and cost estimates are routinely modified as the project's team understanding of the product increases, increments successively add to the functionality of the product
Influence diagram - Shows causal influences, time ordering of events, and other relationships among variables and outcomes
Interrelationship Diagraphs - A quality management planning tool, provide a process for creative problem-solving in moderately complex scenarios that possess intertwined logical relationships
Lead, Lag -
Level of efforts - An activity that doesn't produce definitive end product and measured by the passage of time. One of the three EVM types of activities used to measure work performance.
Logical Relationship - A dependency between two activities, or between an activity and a milestone.
Mandatory Dependency - A relationship that is contractually required or inherent in the nature of work.
Master Schedule - A summary level project schedule
Near-Critical Activity - A schedule activity that has low total float
Network Logic - The collection of schedule activity dependencies that makes up a project schedule network diagram
Pareto diagram - A histogram, ordered by frequency of occurrence, that shows how many results were generated by each identified cause
Phase Gate - A review at the end of a phase
Planning Package - A work breakdown structure component below the control account with known work content but without detailed schedule activities
Predictive Life Cycle - Project scope, and the time and cost required to deliver that scope, are determined as early in the life cycle as possible.
Prioritization Matrices - A quality mgt. planning tool.
Probability and Impact Matrix - A grid for mapping the probability of each risk occurrence and its impact on project objectives if that risk occurs.
Process Decision Program Chart (PDPC) - To understand a goal in relation to the steps for getting to the goal.
Product work, project work and project management work should all be included in the WBS
At a minimum, the issue log should contain: An owner name and a target resolution date.
Important Control Quality Terms:
Prevention - Keeping errors out of the process
Inspection - Keeping errors out of the hands of the customer
Attribute sampling - The result either conforms or does not conform
Variables sampling - The result is rated on a continuous scale that measures the degree of conformity
Tolerances - Specified range of acceptable results
Control limits - Identify the boundaries of common variation in a statistically stable process or process performance
For repetitive processes, the control limits are generally set at ±3 s around.
A process is considered out of control when:
(1) a data point exceeds a control limit
(2) seven consecutive plot points are above the mean (Although can be within upper limit)
(3) seven consecutive plot points are below the mean (Although can be within lower limit)
Process decision program charts (PDPC) - Anticipating intermediate steps that could derail achievement of the goal.
Check Sheets / Tally sheets (not Check List)
Design of experiments (DOE) - A statistical method for identifying which factors may influence specific variables of a product or process under development or in production. It provides a statistical framework for systematically changing all of the important factors, rather than changing the factors one at a time.
Quality control measurements (Output of Control Quality) - are the documented results of control quality activities. They should be captured in the format that was specified through the Plan Quality Management process
Verified deliverables (output of control quality) are an input to validate scope for formalized acceptance.
PMP easily confused terms:
https://edward-designer.com/web/pmp-easily-confused-terms/
Your company’s quality assurance department has performed a quality audit on your project. They have found that your team has
implemented something inefficiently, and that could lead to defects. What’s the NEXT thing that should happen on your project?
1) You work with the quality department to implement a change to the way your team does their work
2) You document recommended corrective actions and submit them to the change control board
3) You add the results of the audit to the lessons learned
4) You meet with the manager of the quality assurance department to figure out the root cause of the problem
2
Quality Audits are when your company reviews your project to see if you are following its processes. The point is to figure out if there are ways to
help you be more effective by finding the stuff you are doing on your project that is inefficient or that
You are a project manager and your team is preparing for the internal quality audit cycle. However, you feel that the team is a little
apprehensive about the audit process. You decide to give them an overview of the process. Which of the following would be
INCORRECT about quality audits?
1) Quality Audits are used to identify all the best practices implemented in the project
2) Quality audits help to share best practices in one project with other projects in the organization
3) Quality Audits aims to asses project team effectiveness and suggest improvements
4) Quality Audits helps to improve process implementation and team productivity
1
The objectives of a quality audit may include all of them except?
1) Identify all good and best practices being implemented;
2) Identify all conformity, gaps, and shortcomings;
3) Share good practices introduced or implemented in similar projects in the organization and/or industry;
4) Proactively offer assistance in a positive manner to improve implementation of processes to help the team raise productivity;
2
After quality planning, you have created a component-specific tool to verify that the required steps have been performed to test
your product. This can also be referred to as:
1) Checklist
2) Operational definition
3) Quality management plan
4) Design of experiments (DOE)
1
A checklist is a structured tool, usually component-specific, used to verify that a set of required steps has been performed. PMBOK® Guide - Fifth
Edition, page 242
The team is in the process of performing quality activities and quality audits to determine which processes should be utilized to meet
the project quality requirements. Which process is the team performing?
1) Plan Quality
2) Control Quality
3) Validate Scope
4) Perform Quality Assurance
4
You are working as a project manager in an automobile company. Recently the government has amended the regulations to enforce
stricter emission requirements for automobiles. As a project manager, you are concerned that your project quality norms may not
satisfy the revised quality standards. So, you do an audit and try to remedy this problem through:
1) Quality control
2) Quality planning
3) Quality assurance
4) Modifications to quality management plan
3
Isabelle is a project manager on an industrial design project. She has found a pattern of defects occurring in all of her projects over
the past few years and he thinks there might be a problem in the process his company is using that is causing it. She uses Ishikawa
diagrams to come up with the root cause for this trend over projects so that she can make recommendations for process changes to
avoid this problem in the future. What process is he doing?
1) Plan Quality Management
2) Perform Quality Assurance
3) Control Quality
4) Qualitative Risk Analysis
2
Isabelle is doing root-cause analysis on process problems, that’s Quality Assurance. Remember, Quality control is when you are trying to find
problems in your work products through inspection. Quality Assurance is when you are looking at the way your proc
All of the statements about the Arrow Diagramming Method (ADM) or Activity-on-Arrow (AOA) are true EXCEPT
1) The nodes are used to represent activity and arrows show activity dependency
2) Uses only Finish to Start relationship between activities
3) May use dummy activities
4) It's a popular method of drawing network diagram
1
The nodes are used to represent activity and arrows show activity dependency. In the arrow diagramming method (ADM), the arrows are used to
represent activities. The nodes represent activity dependency. PMBOK 5th Edition Page 246
One of the major difficulties for a project manager is getting people to cooperate and perform. This is a major issue in a matrix organization. The different types of power for the project managers include:
Formal (legitimate): This power is based on the position of the project manager
Reward: This power stems from giving rewards
Penalty (Coercive): This power comes from the ability to penalize team members
Expert: This power comes from being the technical expert or even the project management expert
Referent: Referent is the power of charisma and fame. This power comes from another person liking the project manager, respecting him, or wanting to be like him.
HALO EFFECT:
The halo effect is something to be aware of when dealing with team members. There can be a tendency to rate the team members high or low on all factors due to the impression of a high or a low rating on some other specific factor.
Difference between checksheet and quality checklist:
- Although a checksheet is a type of checklist, its primary purpose is to gather data.
- The quality checklist is intended to help verify a required action has taken place or item has been included.
Powers of Project Manager:
Formal (legitimate): This power is based on the position of the project manager
Reward: This power stems from giving rewards
Penalty (Coercive): This power comes from the ability to penalize team members
Expert: This power comes from being the technical expert or even the project management expert
Referent: Referent is the power of charisma and fame. This power comes from another person liking the project manager, respecting him, or wanting to be like him.
Edward Deming:
Created the “Total Quality Management” (TQM) concept Key points:
- Be proactive, not reactive (in ensuring quality)
- Utilize leadership and accountability
- Measure and strive for constant improvement
- Continuous Improvement
- Testing early on, to identify problems early-on
Philip Crosby:
Created “Zero Defects” concept (Do it right the first time to avoid re-work and extra cost in the long run)
McGregor’s Theory X and Y:
X - old school, top-down specific direction, labor does not want to work.
Y - newer, management provides big picture and direction, labor wants to work and enjoys it
Maslow’s Hierarchy of Needs:
• Self Actualization
• Esteem
• Belonging
• Safety
• Physiological
Herzberg Motivational Theory:
He says two main areas for workplace success:
(1) Hygiene (safe environment, steady pay, stable job) - These factors do not improve motivation
(2) Motivating Agents (non-financial in nature -- opportunity to improve, education, responsibility) - Help in motivation
Expectancy Theory:
People "in expectation of positive results" are motivated.
- Smoothing/Accommodate may have the problem resurface later. In Compromise the problem will not resurface since there was at least some solution for the issue.
- In smoothing, PM focus on areas of agreement to smooth members but never reaches any solution. So, it's NO-SOLUTION technique. But in compromising, PM reaches solution but is LOSE-LOSE situation for both parties.
Maslow's Hierarchy of Needs five-stage model includes:
1. Biological and physiological needs - air, food, drink, shelter, warmth, sex, sleep.
2. Safety needs - protection from elements, security, order, law, stability, freedom from fear.
3. Love and belongingness needs - friendship, intimacy, trust, and acceptance, receiving and giving affection and love. Affiliating, being part of a group (family, friends, work).
4. Esteem needs - which Maslow classified into two categories: (i) esteem for oneself (dignity, achievement, mastery, independence) and (ii) the desire for reputation or respect from others (e.g., status, prestige). Maslow indicated that the need for respect or reputation is most important for children and adolescents and precedes real self-esteem or dignity.
5. Self-actualization needs - realizing personal potential, self-fulfilment, seeking personal growth and peak experiences. A desire “to become everything one is capable of becoming”
As per Rita's, the 7 sources of conflict are (in this order):
1. Schedules
2. Project priorities
3. Resources
4. Technical opinions
5. Administrative procedures
6. Cost
7. Personality
In the PMBOK however, on Pg 282 "Sources of conflict include scarce resources, scheduling priorities, and personal work styles."
# Agressor - Criticizes everything and everybody on PM
# Dominator - Professes to know everything about project management.
# Devil's Advocate - Finds fault in all areas of PM
# The work authorization system is a part of your company’s Enterprise Environmental Factors. It defines how work is assigned to people to ensure that the work
is done at the right time and in a proper sequence.
# Confronting (Collaborate, Problem Solve) means figuring out the cause of the problem and fixing it.
# Some questions on the exam might ask you about how to operate in another country. In this case, the question is about whether or not something is a bribe. Clearly, if it is a bribe, you can’t pay it. But is it? If a payment to a government official (or anyone else) is customary, then it’s not a bribe. You should go ahead and pay the police—as long as it is acceptable and legal in that country.
# The project scope management plan may be important in your project. It tells you exactly how you’ll create the project scope, define the WBS, validate that the work has been done, and make changes to the scope. But it doesn’t tell you about specific assumptions that you and the team have made, or constraints on your project. You find those in the scope baseline (which contains the scope statement), in the requirements documentation and in the charter.
# Validated Changes aren’t an input—they’re the output. The most important part of the Control Quality process is that your team has to inspect each deliverable in order to verify that it meets its requirements. What do you need to do that? First you need the deliverables. And Quality Checklists are really useful too, because they help you inspect each deliverable. You need Work Performance Data, because that tells you how well the team is doing the job.
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