Quality and grade are not the same. A fundamental distinction is that:

• A. Quality as a delivered performance or result is the degree to which a set of inherent characteristics fulfills requirements; grade as a design intent is a category assigned to deliverables having the same functional use but different technical characteristics.

• B. A quality level that fails to meet quality requirements may not be a problem; a low grade of quality is always a problem.

• C. Delivering the required levels of quality is not included in the responsibilities of the project manager and the project team.

• D. Delivering the required levels of grade is not included in the responsibilities of the project manager and the project team.

Understanding, evaluating, defining, and managing requirements are essential to satisfying:

• A. Customer expectations.

• B. The scope statement.

• C. Upper management.

• D. Functional requirements.

All of the following are primary benefits of meeting quality requirements EXCEPT:

• A. Less rework.

• B. Higher productivity.

• C. Lower costs.

• D. Fewer change orders.

Inputs to control quality include all of the following EXCEPT:

• A. Project management plan.

• B. Quality metrics.

• C. Work performance data.

• D. PERT chart.

Manage quality is the process of:

• A. Applying planned, systematic quality activities to ensure effective policing and conformance of the project team to the approved specifications.

• B. Providing the project team and stakeholders with standards by which project performance is measured.

• C. Translating the quality management plan into executable quality activities that incorporate the organization's quality policies into the project.

• D. Assuring the implementation of appropriate specifications, which generally reduces the probability of the project being completed on schedule.

Cost of quality includes all of the following EXCEPT:

• A. Preventing nonconformance to requirements.

• B. Appraising the product or service for conformance to requirements.

• C. Failing to meet requirements (rework).

• D. Operating computers required for the project.

Control charts have all of the following characteristics EXCEPT:

• A. They are used to determine whether or not a process is stable or has predictable performance.

• B. They can be used to monitor various types of output variables.

• C. They are used to illustrate how various factors might be linked to potential problems or effects.

• D. They are graphical displays of process data over time and against established control limits, which has a centerline that assists in detecting a trend of plotted values toward either control limit.

In relation to control charts, what are the upper and lower specification limits based on?

• A. The requirements, reflecting the maximum and minimum values allowed.

• B. The control limits.

• C. The specifications, reflecting the maximum and minimum values allowed.

• D. The requirements and control limits.

In using cost-benefit analysis in the Plan Quality Management process, it can be noted that:

• A. The primary benefit of meeting quality requirements is the reduced cost associated with project quality management activities.

• B. The primary benefits of meeting quality requirements include less rework, higher productivity, lower costs, increased stakeholder satisfaction, and increased profitability.

• C. The primary cost of meeting quality requirements is the increased rework to ensure stakeholder satisfaction.

• D. Quality cost can not be evaluated in relationship to the expected benefit of quality in a given project.

The basis for continuous quality improvement is the:

• A. Plan-do-check-act (PDCA) cycle as defined by Shewhart and modified by Deming.

• B. Process decision program chart (PDPC).

• C. Ready-aim-fire (RAF) cycle linked by results.

• D. Conceptualize-design-execute-finish (CDEF) cycle.