Quality Management Quiz

While developing a smart phone, the project team has decided to look at other smart phones in the market to see how fast they start. The team members know that to be competitive, they will need to meet the startup times of the smart phones currently on the market. What tool would best help the project team in this scenario? A) Brainstorming B) Interviewing C) Benchmarking D) Determining cost of quality

C) Benchmarking Benchmarking is a tool used to compare the standards of comparable projects or products. This can include meeting specific performances that are industry-specific.

The deliverables of the project have been completed, and the project team has decided to inspect the product to ensure that it has met the quality requirements. What process will the team use to inspect the deliverable for quality requirements? A) Plan quality management B) Manage quality C) Control quality D) Perform quality assurance

C) Control Quality Control Quality ensures that the deliverables have met the quality requirements by inspecting them. Manage Quality ensures that quality management processes are met and improved. Plan Quality Management creates the quality management plan and describes the quality metrics. Perform Quality assurance is not a PMBOK process.

While designing a product, senior management informed the project manager that the product should be cost-effective, as the product would be sold in a developing country. What technique could the project managers use to ensure that the product's design is cost-effective? A) Project management plan B) Benchmarking C) Design for X D) Mind mapping

C) Design for X Designed for "X" is a technique that can help design a product for a particular characteristic. In this example, it is designed for cost, in which case the product would be designed to be cost-effective. "X" is a reliability, deployment, assembly, cost, or safety variable.

While planning a project's quality, the project team has identified certain costs that would need to be included in the project budget, such as testing, inspections, and having the right equipment to do the job. What best describes these costs? A) Cost of conformance B) Cost of nonconformance C) Cost of poor quality D) Cost of great quality

A) Cost of conformance The cost of quality includes the cost of conformance, which usually includes prevention costs, such as training, equipment, appraisal costs, testing, and inspections. The nonconformance cost includes reworking, scrapping, and the loss of business. All other choices are made-up terms.

The project team has a tough time identifying some of the main things causing the deliverables to have many quality defects. What tool can best help the project team identify the reasons for these defects? A) Ishikawa diagrams B) Histogram C) Matrix diagram D) Scatter diagram

A) Ishikawa diagrams An Ishikawa diagram, also known as a fishbone diagram or cause-and-effect diagram, is used to help identify the causes of problems. Histograms are bar charts that can show frequencies and a matrix diagram will help show a relationship in a process. A scatter diagram will show the relationship between two variables.

While working on a large, multinational project, the project manager meets with the project sponsor to talk about managing the quality of the project. The sponsor would like to know whose job it is to manage the quality of the project. What should the project manager's response be? A) Managing quality is everybody's job in the organization. B) Managing quality is only the project manager's job. C) Managing quality is only the project team's job. D) Managing quality is senior management's job.

A) Managing quality is everybody's job in the organization. Managing quality is considered to be everybody's job, including the project manager, project team, project sponsor, and the management of the performing organization—even the customers are involved.

The project manager has met the project team, and they have created a control chart to determine whether the quality processes are stable and if it needs to be improved. They have taken a sample of 30 deliverables produced in a row and identified that six are consecutively above the middle line between the upper and lower limits. What should the project team do next? A) Nothing the process is in control B) Implement a change request to fix the process C) Report to defect to the project sponsor D) Create an Ishikawa diagram to identify the reasons for the defect

A) Nothing the process is in control A control chart follows the rule of seven, which specifies that there must be seven consecutive points above or below the middle line, the average of the data points, for the process to be out of control. If a process is out of control, the project manager must implement specific actions to fix the process.

What in quality management describes a project's or product's attribute, and how the quality control process will verify compliance with it? A) Quality metrics B) Requirements metrics C) Scope metrics D) Quality tests

A) Quality metrics Quality metrics specifically describe a project or product attribute and how the control quality process will verify compliance with it. Examples can include a task completed on time, the failure rate, or the number of defects identified daily.

A project manager working on a phone development project has met with the project team to determine the grade and quality of the product. The phone needs just basic functionality to be sold in emerging markets. What should the quality and grade be for the project? A) High-quality, high grade B) High-quality, low grade C) Low-quality, high grade D) Low-quality, low grade

B) High-quality, low grade All project deliverables should be high quality but not necessarily high grade. A low-grade product will have less functionality than a high-grade product. This question asks about a low-functionality product.

Which of the following statements about quality management is false? A) Customer satisfaction is a test of quality B) It is cheaper to let customers find defects C) Prevention leads to fewer inspections. D) Management is responsible for the quality

B) It is cheaper to let customers find defects It is always more expensive to let the customers find defects. This can lead to warranty issues, recalls, or loss of reputation. All of the other choices are true.

After a brainstorming session, the team members have accumulated a lot of different ideas that they can use to ensure the development of a good quality product. Their next step is to organize this information in a visual chart to make it easier for other stakeholders to understand. What method can best help the team? A) Flowcharts B) Mind Mapper C) Critical Path Method D) Ishikawa Diagram

B) Mind Mapper Mind mapping is a method used to organize information visually. A flowchart can display the sequence of the process's steps. The critical path method finds the minimum duration on a network diagram. An Ishikawa diagram, also known as a cause and effect diagram, shows the reasons for a potential cause.

The project's team members have documented what quality standards are to be used on the project and the different roles and responsibilities for quality management on the project. What project component will they store this information? A) Requirements management plan B) Quality management plan C) Scope management plan D) Resource management plan

B) Quality management plan The quality management plan includes the quality standards to be used on the project, the quality objectives of the project, and the quality roles and responsibilities.

The project team has met with the project manager to develop the quality management plan and the quality metrics. What project documents contain the product quality requirements that the team would use to create quality metrics? A) Requirements management plan B) Requirements documentation C) Requirements traceability matrix D) Stakeholder register

B) Requirements Documentation The Requirements Documentation includes the Project and the Product Quality Requirements. The Requirements Management Plan will document how to manage the project requirements, and the traceability matrix will show the origin of the requirements.

The project team would like to document the sequence of steps that the process should follow to ensure that the deliverables are being made with the correct quality requirements. What tool can best help the team show the sequence of steps and whether there is room for improvement in a given process? A) Cost of Quality B) Process charts C) Flowcharts D) Process improvement charts

C) Flowcharts A flowchart is sometimes called a process diagram, which can display the sequence of steps a given process will follow. The Cost of Quality examines the conformance and nonconformance cost of quality. Process charts and process improvement charts are made-up terms.

The project manager has met with the project team to determine when to do the inspections on the project. The project manager wants minimal inspections but still has a high-quality product. Which of the following actions would lead to fewer inspections but higher quality? A) Have well-defined requirements B) Have a larger budget C) Implement more preventive actions D) Conduct more quality control

C) Implement more preventive actions Quality is about prevention. The more a defect is prevented, the fewer inspections will be needed. For example, hiring a well-trained programmer would require fewer code inspections.

While working on a product redesign project, the project manager met with the company's senior management to inform them that they must provide adequate resources to ensure the product's quality. Which of the following statements is true about management's responsibility regarding quality? A) Management is not responsible for the quality of a project. B) Management is only responsible for quality in operations. C) Management is responsible for quality throughout the organization. D) Only the project team is responsible for the quality of a project.

C) Management is responsible for quality throughout the organization. Management is responsible for quality throughout the organization in operations and project management.

Manage Quality is a process that increases the probability of meeting a project's quality requirements. From what other process does Manage Quality get the data needed to improve quality management? A) Validate Scope B) Control Scope C) Plan Quality Management D) Control Quality

D) Control Quality The Manage Quality process uses the data and results from the Control Quality process to ensure that the quality is being improved and met.

When managing project quality, what process does the project manager follow to ensure that the processes the project adheres to will produce a quality deliverable? A) Control Quality B) Validate Scope C) Close project or phase D) Manage Quality

D) Manage Quality Manage Quality is a process that is done to ensure and improve the quality management processes the project will follow to produce a quality deliverable. It uses data from the control quality process, particularly the quality control measurements.

The organization's senior management is not happy with the quality of the project deliverables so far. They have decided that an audit of the project's quality management is necessary. Who would best be selected to conduct the quality audit? A) Project manager B) Project team C) Project sponsor D) Organization's internal audit department

D) Organization's internal audit department Quality audits are best done by a team external to the project. This ensures that there are no conflicts of interest during the audit and that the results are objective.

The company has informed all company employees that they must pay careful attention to the work that they are doing to ensure the company delivers a quality product. What quality management theory best illustrates this scenario? A) Continuous improvement B) Just in time C) ISO 9000 D) Total quality management

D) Total quality management Total quality management (TQM) is when everyone in the company is responsible for quality in the underlying process of making a product.