PMP PROJECT QUALITY MANAGEMENT REV. 2019

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

• 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.

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

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

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

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

• Customer expectations.

• The scope statement.

• Upper management.

• Functional requirements.

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

• Less rework.

• Higher productivity.

• Lower costs.

• Fewer change orders.

131. Inputs to control quality include all of the following EXCEPT:

• Project management plan.

• Quality metrics.

• Work performance data.

• PERT chart.

133. Manage quality is the process of:

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

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

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

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

134. Cost of quality includes all of the following EXCEPT:

• Preventing nonconformance to requirements.

• Appraising the product or service for conformance to requirements.

• Failing to meet requirements (rework).

• Operating computers required for the project.

136. Control charts have all of the following characteristics EXCEPT:

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

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

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

• 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.

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

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

• The control limits.

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

• The requirements and control limits.

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

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

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

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

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

141. The basis for continuous quality improvement is the:

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

• Process decision program chart (PDPC).

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

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