Chapter 9 - Controlling The Project

Front 1

Name the purpose of the Quality Control process

Back 1

The purpose of the Quality Control process is to monitor work results to determine whether they comply with the standards set in the quality management plan.

Front 2

Name the three common causes of variance.

Back 2

These are random variances, known or predictable variances, and variances that are always present in the process.

Front 3

Name the tools and techniques for Quality Control.

Back 3

1-histograms

2-Pareto diagrams

3-control charts

4-statistical sampling

5-flowcharting

6-run charts

7-Ishikawa diagrams.

Front 4

Describe earned value measurement techniques

Back 4

Earned value measurement (EVM) monitors the planned value (PV), earned value (EV), and actual costs (AC) expended to produce the work of the project. Cost variance (CV), schedule variance (SV), cost performance index (CPI), and schedule performance index (SPI) are the formulas used with the EVM technique.

Front 5

Define estimate to complete (ETC)

Back 5

Estimate to complete (ETC) is a forecast of the cost of all remaining project work and is usually provided by the project team members.

Front 6

Define estimate at completion (EAC).

Back 6

Estimate at completion (EAC) is a projection of final project costs obtained by adding the ETC to the actual project costs to date.

Front 7

Define budget at completion (BAC).

Back 7

Budget at completion (BAC) is the total amount of the budget for the work package, control account, schedule activity, or project.

Front 8

Define the purpose for the Managing Stakeholder Expectations process.

Back 8

Managing Stakeholder Expectations involves communicating, resolving issues, improving project performance by implementing change requests, and managing concerns.

Front 9

Explain the purpose for the Distribute Information process.

Back 9

Distribute Information is concerned with getting stakeholders information about the project in a timely manner. This is accomplished using status reports, project meetings, review meetings, and so on, depending on their communication preferences.

Front 10

Name the types of barriers a project manager might face when managing teams.

Back 10

Time zones, language and communication barriers, cultural differences, hierarchical barriers, and technology barriers are all types of barriers.

Front 11

You are working on a project that was proceeding well until a manufacturing glitch occurred that requires corrective action. It turns out the glitch was an unintentional enhancement to the product, and the marketing people are enthused about its potential. The corrective action is canceled, and you continue to produce the product with the newly discovered enhancement. As the project manager, you know that a variance has occurred. Which of the following is not true?

Common causes of variance are situations that are unique and not easily controlled at the operational level.

Random variances, known or predictable variances, and variances that are always present in the process are known as common causes of variance.

Inspection determines whether measurements fall within tolerable results.

Scatter diagrams display the relationships between an independent variable and a dependent variable to show variations in the process over time.

Back 11

1) Common causes of variance are situations that are unique and not easily controlled at the operational level.

Front 12

Your project concerns producing a product that must meet a specific quality standard. You are periodically pulling completed components of the product and determining whether the components have tolerable results. What tool and technique are you using?

Prevention

Histogram

Inspection

Module testing

Back 12

2) Histogram

Front 13

What is the Pareto diagram?

Back 13

It's a tool used to help monitor and control quality results, ranks the importance of a problem based on its frequency of occurrence over time

Front 14

What is the Ishikawa diagram?

Back 14

A tool and technique that is used primarily for monitoring quality and is also known as a cause-and-effect diagram.

Front 15

What are the three types of variances that make up common causes of variances?

Back 15

Random

Known or predictable

Variances that are always present

Front 16

This is an action taken as a result of quality activities to correct a defect.

Process adjustments

Rework

Acceptance

Prevention

Back 16

2) Rework

Front 17

This technique, used for monitoring and controlling the costs of the project, compares what was received or produced to what was spent.

Back 17

EVM, or earned value measurement, compares what was produced to what was spent. It monitors the planned value, earned value, and actual costs on the project.

Front 18

What is ETC?

Back 18

ETC is the estimate to complete

Front 19

What is EAC?

Back 19

EAC is the estimate at completion

Front 20

What is BAC?

Back 20

BAC is the budget at completion.

Front 21

What is EV?

Back 21

This is the value of the work completed to date as it compares to the budgeted amount assigned to the work component

Front 22

What is PV?

Back 22

PV is the planned value, Which the cost of work that has been authorized and budgeted for a schedule activity or WBS component during a given time period or phase.

Front 23

What is AC?

Back 23

AC is the actual cost. The cost of completing the work component in a given time period.

Front 24

What is EVM?

Back 24

EVM is the earned value measurement.

Front 25

If CPI is less than one, which of the following is true?

You are spending less than anticipated at the measurement date.

You are behind schedule at the measurement date.

You are spending more than anticipated at the measurement date.

You are ahead of schedule at the measurement date.

Back 25

3) You are spending more than anticipated at the measurement date.

Front 26

What are the EVM measurements for schedule variances?

SV = (EV - PV) and SPI = (EV / PV)

SV = (EV - AC) and SPI = (EV / AC)

SV = (EV - BAC) and SPI = (EV / BAC)

SV = (PV - EV) and SPI = (PV / EV)

Back 26

Schedule variance is (EV - PV), and schedule performance index is (EV / PV).

Front 27

Which of the following is considered the most critical EVM metric?

CPI

CV

SPI

SP

Back 27

CPI is considered the most critical EVM metric. It measures the cost efficiency of the project work completed at the measuring date.

Front 28

Which calculation will show you the ratio of remaining work compared to the remaining budget and is represented as a percentage?

TCPI

EVM

SPI

CPI

Back 28

The to-complete performance index measures remaining work to remaining budget and is the projected performance level that the remaining work of the project must achieve in order to meet the stated objectives.

Front 29

You're preparing some variance figures for your project, and you want to show the variance between a task's estimated progress vs. its actual progress. What variance formula should you use?

SV = EV / PV

SV = EV - AC

SV = EV - PV

SV = EV / AC

Back 29

3) The schedule variance (SV) is calculated by subtracting the planned value from the earned value. Option A is the formula for SPI, option B is the formula for CV, and option D is the formula for CPI.

Front 30

This is the formula for the forecast of the total cost of the project based on current project performance and the remaining work.

AC + ETC

ETC

(BAC - EV) / (BAC - AC)

BAC - EAC

Back 30

This question is asking about the estimate at completion (EAC) formula, which is AC + ETC. Option B is the ETC formula, option C is the TCPI formula, and option D is the VAC formula.

Front 31

You are comparing planned project results with actual project results. Which formula will you use?

BAC

VAC

EAC

ETC

Back 31

2) This question is asking about the estimate at completion (EAC) formula, which is AC + ETC. Option B is the ETC formula, option C is the TCPI formula, and option D is the VAC formula.

Front 32

You know that EV = 230, PV = 230, AC = 250, BAC = 260, and ETC is 30. What is the CPI?

Back 32

EV / AC. 230 / 250 = .92

Front 33

Status reports, project meetings, and review meetings are examples of which of the following?

Managing Stakeholder Expectations, which puts the communication management plan into action

Distribute Information, which uses the stakeholder distribution matrix

Distribute Information, which puts the communication management plan into action

Managing Stakeholder Expectations, which uses the stakeholder distribution matrix

Back 33

3) The Distribute Information process uses status reports, project meetings, review meetings, and more to communicate with the stakeholders. The Distribute Information process puts the communication management plan into action.

Front 34

You are working on a project that is being implemented in a country different from your country of origin. You also have team members in several locations around the globe. You should consider all of the following specifically in regard to managing teams in this situation except for which one?

Time zones

Project presentation methods

Cultural differences

Communication styles

Back 34

2) The Distribute Information process uses status reports, project meetings, review meetings, and more to communicate with the stakeholders. The Distribute Information process puts the communication management plan into action.