7. Project Quality Management
• Quality: the degree to which product
characteristics fulfill requirements
– Low quality: lots of bugs / defects
• Grade: assigned category to products with
same/similar functional use but different in
technical characteristics
– Low grade: limited features
• Low quality = PROBLEM
8. Project Quality Management
• Precision: values of repeated measurements
have little scatter
• Accuracy: measured values closed to true
value
• Quality management approaches by:
– Deming, Juan, Crosby
– TQM, Six Sigma, VoC, FMEA (failure mode and
effect analysis)
– Cost of Quality: total cost of all efforts related to
quality throughout product lifecycle
9. Project Quality Management
• Modern quality management focuses on:
– Customer satisfaction
– Prevention over inspection
– Continuous improvement (PDCA by Shewhart,
modified by Deming)
– Management responsibility
14. Project Quality Management
• Plan Quality – TT (cont’d)
– Control charts
• Mostly used to monitor repetitive activities
(manufacturing), cost/schedule variance
• To determine performance stability
• To answer: “Is the process variance within acceptable
limits?”
• Applies higher and lower control limits (+/- 3 )
• A process is considered out of control if seven
consecutive points are above or below Mean
17. Project Quality Management
• Plan Quality – TT (cont’d)
– Benchmarking (comparison)
– Design of Experiments
• Statistical method to identify factors influencing
product’s variables
• Can be used to determine number and type of tests,
and impact of cost of quality
• E.g.: experiment to combine chemical materials to
produce strong adhesive material
19. Project Quality Management
• Plan Quality – TT (cont’d)
– Proprietary quality management methodologies
• Six sigma
• Lean six sigma
• Quality function deployment
• etc
20. Project Quality Management
• Plan Quality – TT (cont’d)
– Additional quality planning tools
• Brainstorming
• Affinity diagrams (grouping)
• Force field analysis (change factors)
• Nominal group techniques (brainstorming with groups)
• Matrix diagram (diagramming to look for intersection
between factors, causes and objectives)
• Prioritization matrices (ranking)
21. Project Quality Management
• Plan Quality – O
– Quality management plan
– Quality metrics
• Defining tolerance
• Budget control
• Monitor defect frequency and rate
• Define availability and reliability
22. Project Quality Management
• Plan Quality – O (cont’d)
– Quality checklist
– Process improvement plan
• Process boundaries (start/end, I/O)
• Process configuration (graphical depiction of process)
• Process metrics (to analyze efficiency)
• Targets for improved performance
– PD U
23. Project Quality Management
• Perform Quality Assurance
– Process of auditing quality requirements and
results from quality control measurements to
ensure appropriate quality standards and
operational definitions are used
25. Project Quality Management
• Perform Quality Assurance – TT
– Plan quality and perform quality control tools and
techniques
– Quality audits
• Identify good/best practices being implemented
• Identify all gaps
• Share the good/best practices
• Proactively assist implementation improvement to raise
productivity
• Highlight contributions of each audit in lesson learned
26. Project Quality Management
• Perform Quality Assurance – TT (cont’d)
– Process analysis
• Identify a problem
• Discover root cause
• Develop preventive actions
28. Project Quality Management
• Perform Quality Control
– Process of monitoring and recording results of
executing the quality activities to assess
performance and recommend necessary changes
– Performed throughout the project
– The QC team must know the concept of:
• Prevention and Inspection
• Attribute sampling and variable sampling
• Tolerance and control limit
31. Project Quality Management
• Perform Quality Control – TT
– Cause and effect diagrams
• AKA: ishikawa or fishbone diagrams
• Asking: Why or How Why why and How how
32. Project Quality Management
• Perform Quality Control – TT (cont’d)
– Control charts
– Flowcharting
– Histogram
• To show occurrence / frequency of variables
33. Project Quality Management
• Perform Quality Control – TT (cont’d)
– Pareto chart
• A histogram ordered by frequency of occurrence
• Applies rank ordering to focus on corrective actions
• Developed conceptually to Pareto’s law: 80/20 principle
where 80% of problems are due to 20% of causes
34. Project Quality Management
• Perform Quality Control – TT (cont’d)
– Run chart
• Similar to control chart but no limits
• Shows history and pattern of variation
• Is a form of a line graph plotted in order in which they
occur
• Shows trend
35. Project Quality Management
• Perform Quality Control – TT (cont’d)
– Scatter diagram
• Shows relationship of 2 variables
• To identify relationship between changes of 2 variables
• The closer the points are to diagonal line, the more
closely they are related
47. Project HR Management
• Acquire Project Team – TT
– Pre-assignment
– Negotiation
– Acquisition
– Virtual teams highlight the communication
issues
• Different geographic area
• Office and mobile office staffs
• Staffs with limitations / disability
48. Project HR Management
• Acquire Project Team – O
– Project staff assignments
– Resource calendars
– PMP U
49. Project HR Management
• Develop Project Team
– Improve team’s competencies/skills, interaction,
and overall environment to enhance project
performance
– Highlight about teamwork despite cultural /
language differences
– Highlight about team’s bond and trust to raise
morale and lower conflict
– To create a dynamic and cohesive team culture
51. Project HR Management
• Develop Project Team – I
– Project staff assignments
– PMP
– Resource calendars
52. Project HR Management
• Develop Project Team – TT
– Interpersonal skills (soft skills, people skills like:
empathy, influence, creativity)
– Training
– Team-building activities
• Forming (the first meet and greet)
• Storming (the work initiation but not so collaborative
yet)
• Norming (work habit adjusted, working together)
• Performing (team functions very well)
• Adjourning (completes work and move on)
53. Project HR Management
• Develop Project Team – TT (cont’d)
– Ground rules
– Co-location
– Recognition and rewards
54. Project HR Management
• Develop Project Team – O
– Team performance assessments
• Skills and competencies improvement plan
• Reduce staff turnover
• Increase team cohesiveness
– EEF U
55. Project HR Management
• Manage Project Team
– Tracking team’s performance
– Provide feedback
– Resolve issues
– Optimize project performance
– Emphasizes on communication, conflict
management, negotiation, and leadership
56. Project HR Management
• Manage Project Team – I
– Project staff assignments
– PMP
– Team performance assessments
– Performance reports
– OPA
58. Project HR Management
• Manage Project Team – TT (cont’d)
– Conflict management
• Withdrawing /avoiding
– Retreat from potential conflict situation
• Smoothing / accommodating
– Emphasizing on agreement rather than differences
• Compromising
– Searching of solutions to bring certain level of satisfaction to
all parties
• Forcing
• Collaborating
• Confronting / problem solving
59. Project HR Management
• Manage Project Team – TT (cont’d)
– Conflict management (cont’d)
• Forcing
– Pushing one’s point of view at the expense of others (win-lose
situation)
• Collaborating
– Gather all parties’ viewpoints, reach consensus and
commitment
• Confronting / problem solving
– Treat conflict as problem to be solved by examining
alternatives; requires a give-and-take attitude and open
dialogue
62. Project HR Management
• Motivating your team
– Maslow’s hierarchy of needs
• People have layers of needs
• Fill the lower layer first before filling the upper layer
63. Project HR Management
• Motivating your team (cont’d)
– Herzberg’s Motivation-Hygiene Theory
• Hygiene factor
– They do not bring satisfaction but prevent dissatisfaction
– E.g.: level of supervision or ownership, relationship with
superiors, compensation, etc
• Motivating factor
– Bring in / increase job satisfaction
– E.g.: challenging work assignment, opportunity / career
advancement, recognition, etc
64. Project HR Management
• Motivating your team (cont’d)
– McClelland’s Achievement Motivation Theory
• Achievement
– The need to perform well, achieve success, and get recognized
• Affiliation
– Good relationship at work, feel connected at work
• Power
– Power to influence people or events
65. Project HR Management
• Motivating your team (cont’d)
– McGregor’s X-Y Theory
• Theory X
– Believes most people are self-centered
– Believes people are motivated by their physiological and
safety needs, indifferent to organization they work for, lack
ambition, have little creativity, and low problem solving
capacity
– Appears dislike their work and will try to avoid it; also avoid
responsibility and initiative
– Distrusts their employees authoritarian
66. Project HR Management
• Motivating your team (cont’d)
– McGregor’s X-Y Theory
• Theory Y
– Trusts their employees
– Believes people are discipline, high performers, committed to
meet organization’s needs they work for, like to take
responsibility and high initiative
– Tends to provide more freedom and opportunity for career
growth
67. Project HR Management
• Motivating your team (cont’d)
– Expectancy Theory
• “What’s in it for me?”
• Desires objective that matched with effort and rewards
68. Sample Questions
1. What is the name of a quality planning
technique that involves comparing the results
of similar activities?
A. Brainstorming
B. Benchmarking
C. Cost/benefit analysis
D. Quality metrics
69. Sample Questions
2. The plan-do-check-act cycle of quality
management was:
A. Defined by Shewhart and modified by
Deming.
B. Originally defined by Deming and then
modified by Shewhart.
C. Defined by Crosby and modified by Deming.
D. Defined by Crosby and modified by Juan.
70. Sample Questions
3. One of the fundamental tenets of modern quality
management is:
A. Inspect the quality and then build it in.
B. There is no need to design and build in the quality
until you do the inspection, if it’s needed.
C. Break all rules: Deliver the product in a timely
fashion and then work on the quality.
D. Plan, design, and build in quality as opposed to
inspecting it in.
71. Sample Questions
4. Which of the following is not the input to the
QA process?
A. Quality metrics
B. Quality control measurements
C. Work performance information
D. Recommended corrective actions
72. Sample Questions
5. You are the project manager for the ABC project.
You are going to meet with your project team to
discuss how to ensure that the project will be
completed without any deviations from the project
requirements. Which of the following processes are
you performing?
A. Quality control
B. Quality planning
C. Quality assurance
D. Conduct procurements
73. Sample Questions
6. You are directing and managing the project execution.
You see that there are some change requests that some
stakeholders are pushing for implementation. However,
these change requests have no record of being
approved. These change requests:
A. Should be sent through the approval process and only
implemented if approved
B. Should be sent to the QA department
C. Must be opposed if they are going to change the scope,
schedule, or cost of the project
D. Should be accepted if they come from an influential
stakeholder
74. Sample Questions
7. You are the project manager of the Green Driving
project. Your supervisor has asked you to make
some self checks and inspections before the
stakeholders ask for a formal inspection. It is time
to perform which process?
A. Plan Quality
B. Perform Quality Control
C. Inspect Quality
D. Perform Quality Assurance
75. Sample Questions
8. Quality audits are part of which of the following
quality management processes?
A. Quality assurance
B. Quality control
C. Quality planning
D. Quality inspection
76. Sample Questions
9. Which of the following is generally the best conflict-
resolution technique in most situations?
A. Avoidance
B. Compromise
C. Accommodation
D. Collaboration
77. Sample Questions
10. Karl, one of your team members, is arguing with
you over how to perform a specific task. At the end
of a long discussion, you say, “Karl, please do me a
favor and do it this way for my peace of
mind.”Which conflict resolution technique are you
using?
A. Avoidance
B. Compromise
C. Accommodation
D. Forcing
78. Sample Questions
11. Which of the following is not a situation well
suited for team development efforts?
A. The kickoff meeting
B. A conflict between two groups within the team
C. Low team morale
D. Changes in the budget
79. Sample Questions
12. You are in the beginning of executing your project,
and you need to make assignments to individuals
who will do the project work. Which process should
you perform?
A. Develop Human Resource Plan
B. Develop Project Team
C. Acquire Project Team
D. Make Staff Assignments
80. Sample Questions
13. Virtual teams are a tool and technique used in
which of the following processes?
A. Develop Human Resource Plan
B. Develop Project Team
C. Acquire Project Team
D. Manage Project Team
81. Sample Questions
14. You heard in the hallway that the project manager
of The Da Vinci Code project, named Pappu Gloria,
has very poor soft skills. If this is true, Pappu Gloria
needs to improve his:
A. Software skills
B. Interpersonal skills
C. Ways of handling equipment
D. Capability to use scheduling software
82. Sample Questions
15. Which of the following is usually not the tool or
technique you need to acquire a project team?
A. DELPHI technique
B. Negotiations
C. Virtual teams
D. Acquisition
83. Sample Questions
16. Shilpa Bedi, the engineering manager, receives daily
progress reports from all the engineers she manages. She
also visits the cubicles of the engineers several times a day
to ensure that they are working and not just browsing the
web. Most of the engineers agree that she is a
micromanager. What kind of management theory is she
applying?
A. Theory Alpha
B. Theory X
C. Theory Y
D. McClelland’s achievement motivation theory
84. Sample Questions
17. Gary Travis, the engineering manager, receives
weekly progress reports from all engineers he
manages. He encourages them to take ownership of
their assignments. Most of the engineers agree that
he trusts his engineers. What kind of management
theory is he applying?
A. Theory Alpha
B. Theory X
C. Theory Y
D. McClelland’s achievement motivation theory
85. Sample Questions
18. Lois Travis, the project manager, receives weekly progress reports from
all engineers she manages. She rewards the achievements of her
employees and always gives the credit to her employees for their
accomplishments. She is always interested in mentoring her team
members and putting them on a career path. She also helps the good
performers get the assignments and projects of their choice. What kind
of management theory is she applying?
A. Theory Alpha
B. Theory X
C. Theory Y
D. McClelland’s achievement motivation theory