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194 Cards in this Set
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estimate activity durations |
process of making educated guesses of the time it will take to complete project activities based on scope, resource assignments, and resource availability |
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Three-Point Estimate Triangular Distribution Equation |
(Optimistic+Most Likely+Pessimistic)/3
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Acronym Definition - PERT |
Program Evaluation Review Technique |
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What is Three-Point Estimating? |
Average of three estimates to estimate the duration of an activity |
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What is PERT? |
Form of three-point estimating used to estimate the duration of project activities and/or of the project as a whole: Beta Distribution (O+4ML+P)/6 |
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1 Sigma 2 Sigma 3 Sigma 6 Sigma |
1 Sigma = 68.26% 2 Sigma = 95.46% 3 Sigma = 99.73% 6 Sigma = 99.99& |
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Parkinson's Law |
work expands so as to fill the time available for its completion |
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Develop Schedule |
plans the start and finish dates for all project activities using the outputs from the other Time Management planning processes |
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Schedule Network Analysis |
Technique describing the combination of the other tools and techniques in the schedule development process to generate a schedule model |
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Critical Path Method (CPM) |
evaluates schedule start and finish information and logical dependencies to determine the longest path of schedule activities, which then helps determine the shortest possible schedule |
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Zero Float |
the critical path of all activities, any delay will cause an immediate impact on the overall project completion
Early Finish = Early start +1 Late Start = Late finish - 1 Float = Late Start - Early Finish |
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critical chain method |
helps account for resource limitations and project uncertainty - resource buffers can be placed on paths feeding the critical path and a project buffer to help protect overall completion delay |
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resource optimization techniques |
resource leveling
resource smoothing |
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modeling techniques |
what-if scenario analysis
simulations |
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schedule compression techniques |
crashing - adding resources
fast tracking - overlapping normally sequential activities |
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Schedule baseline |
formal approved version of the schedule model used by the project management team, plus all approved changes
BASELINE = Plan + Approved Changes |
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BASELINE = |
Plan + Approved Changes |
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Baselines are part of what document? |
Project Management Plan |
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Develop Schedule Outputs |
Schedule Baseline Project Schedule Schedule Data Project Calendars PMP Updates Project Document Updates |
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Develop Schedule Inputs |
Schedule Management Plan Activity List Activity Attributes Project Schedule Network Diagrams Activity Resource Requirements Resource Calendars Activity Duration Estimates Project Scope Statement Risk Register Project Staff Assignments Resource Breakdown Structure Enterprise Environmental Factors Org. Process Assets |
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Develop Schedule Tools & Techniques |
Schedule Network Analysis Critical Path Method Critical Chain Method Resource Optimization Techniques Modeling Techniques Leads and Lags Schedule Compression Scheduling Tool |
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Control Schedule |
process of proactively comparing actual project execution to the approved plan to document the performance and influence factors that can bring the project performance closer in line with the plan |
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Control Schedule Inputs |
PMP Project Schedule Work Performance Data Project Calendars Schedule Data Org Process Assets |
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Control Schedule Tools & Techniques |
Performance Reviews Project Mngt Software Resource Optimization Techniques Modeling Techniques Leads and lags Schedule Compression Schedule Tool |
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Work Performance Data |
Generated as an output of Direct & Manage Project Work process |
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Performance Reviews |
technique comparing the actual schedule progress against the to detect variations (schedule baseline & work performance data)
work performance information (schedule variance & schedule performance index) |
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Cost Management |
Includes processes to plan and control project spending on resources needed to complete the project work |
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Plan Cost Management Inputs |
PMP Project Charter Enterprise Environmental Factors Org Process Assets |
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Plan Cost Management Tools & Techniques |
Expert Judgement Analytical Techniques Meetings |
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Plan Cost Management Outputs |
Cost Mngt Plan |
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Estimate Costs Inputs |
Cost Mngt Plan HR Mngt Plan Scope Baseline Project Schedule Risk Register Enterprise Environmental Factors Org Process Assests |
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Estimate Costs Tools & Techniques |
Expert Judgement Analagous Estimating Parametric Estimating Bottom-up Estimating Three-point Estimating Reserve Analysis Cost of Quality (CoQ) Project Mngt Software Vendor Bid Analysis Group Decision-making techniques
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Estimate Costs Outputs |
Activity cost estimates Basis of estimates Project documents updates |
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Analagous estimating |
use of actual data from similar projects as a basis for predicting durations for future cost estimates |
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Parametric estimating |
use of a mathematical equation to estimate the total cost of an activity based on known quantity and rate information |
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Bottom-up estimating |
uses individual cost estimates for the smallest level of detail and aggregates them up to the higher levels |
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Reserve Analysis |
technique used to counteract risk by adding a buffer into the cost estimate
in this process Contingency Reserve can be added at the activity level based on an identified risk |
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Cost of Quality (CoQ) |
technique used to evaluate all of the costs incurred to ensure desired deliverable quality |
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Vendor bid analysis |
technique of looking at all bids, including the winning bid, to help the project team to understand the value of the work |
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Activity cost estimates |
quantitative data representing expected resource (people, equipment, facilities, and materials) costs for each schedule activity |
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Budget (Project Funding Requirements) |
Management Reserve and Cost Baseline (which includes your contingency reserve) |
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Basis of estimates |
documentation stating how the estimates were generated, assumptions, constraints, and anticipated variances |
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Estimate Costs |
process of making estimates of the costs for each scheduled activity, includes all assumptions
process can be performed iteratively (progress elaboration). The first iteration may develop the "ROM" estimate in the range of -25% to +75%, second iteration may develop a "Definitive Estimate" in the range of -5% to +10% |
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Determine Budget |
process of taking the individual cost estimates and working with stakeholders to generate the overall project cost baseline |
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Project Budget |
Includes: Mngt Reserve and Cost Baseline
Cost Baseline includes: contingency reserve and activity cost estimates
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cost aggregation |
summation of activity cost estimates for each top=level summary |
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reserve analysis |
technique used to counteract risk by adding a buffer into the cost estimate
in this process, "Management Reserve" can be added at the project or phase level based on "unidentified risks" |
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Cost Baseline |
an approved time-phased spending plan for how much and when project assets are authorized to be spent
may include contingency reserves |
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SPI |
Schedule Performance Index: Measures the schedule efficiency for a time period. Values greater than 1.0 reflect a pace ahead of schedule (good) |
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CPI |
Cost Performance Index: Measures cost efficiency for a time period. Values greater than 1.0 indicate cost underruns (good) |
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EV |
Earned Value: estimated cost of work actually completed to date (Actual Percent Complete * BAC) |
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AC |
Actual Cost: total cost of work to date derived form work performance data |
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BAC |
Budget at Completion: estimated total cost of all project work as documented in the cost baseline |
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PV |
Planned Value: estimated cost of scheduled work to date (Planned Percent Complete * BAC) |
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SV |
Schedule Variance: Difference between work completed and what was planned to be completed (EV-PV) |
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CV |
Cost Variance: difference between the value of work completed and actual spending to date (EV-AC) |
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EAC |
Estimate at Completion: forecasts total spending based on current rate
BAC/CPI |
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ETC |
Estimate to Completion: forecasts remaining spending based on current rate
EAC-AC |
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VAC |
Variance at Completion: the difference between original budget and forecasted total spending
BAC-EAC |
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TCPI |
To-Complete Performance Index: Forecasts performance needed to achieve a management goal
BAC-EV / BAC-AC |
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Sponsor |
The one who approves the plans, budget, charter |
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Quality |
The degree to which a set of inherent characteristics fulfill requirements |
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Deming |
PDCA - Plan, Do, Check, Act cycle & 85% of quality issues are management related |
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Kaizen |
Japanese for Continuous Improvement |
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Crosby |
cost of nonconformance is high "do it right the frist time" |
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Juran's Trilogy |
Quality planning, quality control, quality improvements |
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Taguchi |
popularized statistical methods (design of experiments) |
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Kanban |
Just-in-time, reducing inventories to a minimum to meet demand |
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ISO 9000 |
set of quality related standards |
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Quality Mngt Theory & Continuous Improvement |
Deming Kaizen Crosby Juran's Trilogy Taguchi Kanban ISO 9000 |
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Seven Basic Quality Tools (Planning Phase) |
Cause and Effect Diagram (fishbone or Ishikawa) Histograms Pareto Charts Control Charts Scatter Diagrams Flowcharts Checksheets
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Cost of Nonconformance (Bad) (Cost of Quality) |
Scrap Rework Warranty Liability Loss of Reputation |
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Cost of Conformance (Good) (Cost of Quality) |
Process Improvement Training Upgrading equipment Taking time/care Inspections |
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Cost-Benefit Analysis |
technique in which the project team evaluates the benefit of quality so that the cost of quality does not exceed the benefit |
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Cause and Effect Diagram (fishbone or Ishikawa) |
provides a graphical representation of potential factors that can lead to project issues |
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Histograms |
display the statistical distribution of a dataset |
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Pareto Chart |
used to prioritize corrective actions |
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Rule of Seven |
the prospective buyer should hear or see the marketing message at least seven times before they buy it from you |
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Quality Management Plan |
formal documentation describing how the project management team will implement the organization's quality management policies and created deliverables that meet requirements (subsidiary plan of the PMP) Output of Plan Quality Management Process |
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Process Improvement Plan |
defines how the value of product development processes can be enhanced - details relationship between the Quality Control and Quality Assurance processes (subsidiary plan of the PMP) Output of Plan Quality Management Process |
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Control Quality buzwords |
"deliverable/inspection" results product detective monitoring inspection |
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Quality Assurance buzzwords |
"process improvement" rules process policy preventative standards |
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Control Quality |
process of monitoring and inspecting deliverables and project management results to evaluate their compliance with quality standards
input to this process is the work product/deliverable from Direct & Manage Project Work process |
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Verified Deliverables |
Deliverables that have been found to confirm to requirements, verified deliverables are an input of the Validate Scope process.
In the case of a defect repair, re-inspection may lead to Validated Changes
(output of control quality) (input to Validate Scope) |
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Quality Control Measurements |
Data results from inspection which may reveal which defects are most cmmon and provide insight into which processes need to be improved
(Output of Control Quality) (Input to Perform Quality Assurance) |
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Perform Quality Assurance |
the proactive implementation of quality policy t help the project team achieve continuous improvement and prevent defects - this is the executing process of performing activities that improve quality |
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Perform Quality Assurance Inputs |
Quality Mngt Plan Process Improvement Plan Quality Metrics Quality control measurements project documents |
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Perform Quality Assurance Outputs |
Change Requests PMP updates Project document updates Org Process Asset Updates |
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Perform Quality Assurance Tools & Techniques |
Quality Mngt and control tools Quality Audits Process Analysis |
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Human Resource Management |
Process Group, includes the processes to plan, collect, and manage the project team. |
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Plan human resource management |
process of defining the roles and responsibilities for the project, and staffing how the project team will be acquired, developed, and managed. |
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Plan human resource management Inputs |
PMP Activity Resource Requirements Enterprise Environmental Factors Org Process Assets |
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Plan human resource management Tools & Techniques |
Org Charts & Position Descriptions (Hierarchical Charts and Matrix Charts (RAM)) Networking Org Theory Expert Judgement Meetings |
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Hierarchical Charts |
top-down structure of responsibility |
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Matrix Charts (RAM) |
mapping of responsibility levels to individuals or groups |
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RACI Matrix |
most popular type of RAM Responsible (R) Accountable (A) Consult (C) Inform(I) |
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Human Resource Management Plan |
includes the staffing management plan, is a subsidiary plan to the PMP, defining when and how resource requirements are met
(output of Plan HR Management process) |
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Staffing Management Plan |
subsidiary plan of the HR Management plan, comprised of: staff acquisition / release resource calendars / resource histograms training needs rewards and recognition compliance safety |
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Burn Rate |
Burn Rate = AC/EV |
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Acquire Project Team |
process of assigning and hiring personnel |
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Acquire Project Team Inputs |
HR Mngt Plan Enterprise Environmental Factors Org Process Assets |
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Acquire Project Team Tools & Techniques |
Pre-Assignment Negotiation Acquisition Virtual Teams Multi-criteria decision analysis |
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Acquire Project Team Outputs |
Project Staff Assignments Resource Calendars PMP Updates |
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Develop Project Team |
process of training personnel and conducting teambuilding activities for the purpose of improving project performance |
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Develop Project Team Inputs |
HR Management Plan Project Staff Assignments Resource Calendars |
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Develop Project Team Tools & Techniques |
Interpersonal Skills Training Teambuilding activities Ground rules Colocation Recognition and rewards Personnel assignment roles |
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Develop Project Team Outputs |
Team Performance Sheet Enterprise Environmental Factors |
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Triple-Constraint Aligned with Formulas |
Scope = Earned Value (EV) Time = Planned Value (PV) Cost = Actual Costs (AC) |
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Manage Project Team |
Process of assuring that resource efforts are in line with their roles and responsibilities: tracking performance, resolving conflicts, updating plans, and reccommending changes to how resources are utilized |
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Conflict Management |
Problem Solving Compromising Smoothing Withdrawal Forcing |
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Problem Solving |
provides a win-win resolution, AKA confronting this is the best method |
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Compromising |
provides a lose-lose resolution |
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Smoothing |
provides a lose-yield situation with no resolution |
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Withdrawal |
provides a lose-leave situation with no resolution (delay tactic) |
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Forcing |
provides a win-lose situation, I win, you lose. Not a good method. |
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Project Communications Management |
includes processes to ensure the timely distribution, storage, and retrieval of information to facilitate project completion |
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Plan Communications Management |
process of identifying: what information needs to be shared for successful execution how that information will be shared with whom that information will be shared |
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Lines of Communication |
a key indicator to the complexity of the project communication can be investigated by calculating the number of communication channels:
n (n-1) / 2 |
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Communication Requirements Analysis |
Technique to determine the need for information of project stakeholders |
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Communications Management Plan |
Output of Plan Communications Management process
Subsidiary plan of the PMP
Documents communication requirements and how the proper communication will be achieved |
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Manage Communications |
process of deploying necessary information to project stakeholders in accordance with the communications management plan
simply the process of following the communication management plan throughout the project lfiecycle |
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Communication Methods |
Interactive - 2 or more parties performing a multi-directional exchange of info. (e.e.g, in person meeting) Push - Info is sent from one individual to another (e.g., emails and voicemails) Pull - Info is posted in a place that is available to authorized recipients o access at their own discretion (e.g., online databases) |
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Control Communications |
process of evaluating the execution of communication performance relative to the plan and requesting changes to improve future communications |
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Control Communicatins Inputs |
PMP Project Communications Issue Log Work Performance Data Org Process Assets |
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Issue Log |
documentation of project conflicts that may exist between the team or stakeholders, the person responsible for solving the problems, and how the issue was resolved |
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Control Communications Output |
Work Performance Information Change Requests |
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Monitoring & Controlling Inputs & Outputs |
Input - PMP Input - Work Performance Data Input - Org Process Assets Output - Work Performance Information Output - Change Requests Output - PMP Updates, Project Document Updates, Org Process Asset Updates |
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project risk management |
processes regarding the planning, monitoring and controlling risk: identifying, analyzing, planning response and monitoring positive or negative uncertainties |
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Plan risk management |
process of deciding how potential risks will be identified, analyzed, mitigated, and responded to
Output - Risk Management Plan |
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Risk Management Plan |
how to plan and manage project uncertainty Subsidiary plan to the PMP |
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Risk Register |
a list of identified risks (output of identify risks process) |
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Plan risk management Inputs |
PMP Project charter - may contain high-level project risks/assumptions stakeholder register Enterprise environmental factors Org process assets |
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Plan risk management Tools & Techniques |
Analytical techniques Expert judgement Meetings |
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Identify risks |
iterative process o assessing what risks the project may be susceptible to. |
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Identify Risks Inputs |
Risk Mngt Plan Cost Mngt Plan Schedule Mngt Plan Quality Mngt Plan HR Mngt Plan Scope Baseline Activity cost estimates Activity duration estimates Stakeholder register Project documents Procurement documents Enterprise environmental factors Org Process Assets
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Information Gathering Techniques |
Delphi Technique - anonymous survey of SMEs
Root Cause Analysis - technique to identify problems, and the underlying causes for each to better develop a solution |
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Checklist Analysis |
review of lessons learned documentation from previous projects |
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Assumptions Analysis |
review of assumptions that have been made on the project for the purpose of exposing potential risks |
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Crawford Slip Method |
have a piece paper for each person, everyone writes down three risks and submits them, and then review them together
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diagramming techniques |
graphical methods of discovering risks - cause & effect diagrams, system or process flow charts, and influence diagrams |
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Nominal Group Technique |
a structured method for group brainstorming that encourages contributions from everyone. |
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Prompt list |
Prompting with letters going down the page that can be used to fill in details/risks |
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SWOT list |
examines strengths, weaknesses, opportunities, and threats |
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Perform Qualitative Risk Analysis |
process of prioritizing risks by subjectively evaluating probability of occurrence and impacts to time, cost, scope and quality
(Output is updates to the Risk Register) |
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Perform Qualitative Risk Analysis |
Tools & Techniques: risk probability assessment probability and impact matrix risk data quality assessment risk categorization risk urgency assessment expert judgement
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Qualitative ratings |
descriptive: low, medium, high
or
numerical ranking: 1-10 |
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Quantitative ratings |
Days or Dollars |
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Quantitative Risk Analysis & Modeling Techniques |
sensitivity analysis, expected monetary value analysis, decision trees, and project modeling to generate data that reflects the cost of risk |
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Expected Monetary Value (EMV) |
can be used to predict the value of an event which may or may not occur by evaluating its probability and impact
EMV = Probability * Impact |
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Decision Trees |
used to evaluate risk when the occurrence of a risk event results in multiple possible outcomes |
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Plan Risk Responses |
process of developing strategies to minimize effects of threats and maximize the positive effects |
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Project Procurement Managment |
processes to acquire products or services outside of the organization needed to successfully complete the project - from both buyer and seller prospectives |
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plan procurement management |
process of deciding which project assets need to be purchased, must decide whether or not to purchase, how much and when
TIP - in this process the project team prepares for the other procurement management processes by documenting a structured approach and determining the purchasing requirements |
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make or buy analysis |
technique in plan procurement management to determine if it is more beneficial to the performing organization to produce a product or service in-house or to outsource |
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market research |
include industry trends and capabilities to better understand the options available when purchasing goods and services |
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Procurement Management Plan |
subsidiary plan to the PMP, defines how the other procurement processes will be managed (Output to Plan procurement Management) |
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Plan Procurement Management Outputs |
Procurement Mngt Plan Procurement SOWs Make or Buy Decisions Procurement Documents Source Selection Criteria |
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Procurement Documents |
formalized documentation necessary to solicit for seller proposals, can include RFPs to help describe the goods or services required for purchase |
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Conduct Procurements |
process of finding potential sellers through solicitation, evaluating qualifications of those sellers and then selecting sellers and formalizing the terms and conditions |
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Proposal Evaluation Techniques |
Weighting system - data-driven approach where eval criteria are given a weight
Screening system - mandatory requirements that must be met
Seller rating systems - based on past performance |
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Contract Types |
FFP - Seller is at risk T&M - Buyer is at risk |
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Control Procurements |
process of assuring that both the buyer and seller meets the terms and conditions documented in the agreement between them
this process overlaps many other executing, monitoring, and controlling processes
acceptance of the completed work is done here |
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Close Procurements |
process of each contract being formally closed with the buyer's acceptance of the product/service |
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How many process areas? |
47 |
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List the process groups |
Initiating Planning Executing Monitoring & controlling Closing |
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List the knowledge areas |
Integration Management Scope Management Time Management Cost Management Quality Management Stakeholder Management Procurement Management HR Management Communication Management Risk Management |
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Project Stakeholder Management |
Processes identifying individuals and organization affected by project execution or deliverables and manage their engagement and expectations throughout the project lifecycle |
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Identify Stakeholders |
Inputs - Project charter, Procurement documents, Enterprise Environmental factors, and Org Process Assets
Output - stakeholder register |
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Plan Stakeholder Management |
process of managing how stakeholder expectations will be managed throughout the project lifecycle |
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Manage stakeholder engagement |
process of communicating with the stakeholders to ensure the project execution is in line with their expectations and to proactively address any issues that may exist |
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Soft Skills of Project Management |
Interpersonal skills are behavioral competencies that include communications skills, emotional intelligence, conflict resolution, negotiation, influence, team building and group facilitation |
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Control Stakeholder Engagement |
process of evaluating stakeholder engagement relative to the plan and requesting changes to improve future engagement |
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1. The final PMP that Roger has been working on has been approved. He and the team are now starting activities to complete the work outlined in the scope statement. Which of the following best describes Roger's current role on the project? |
a. developing quality metrics and checklists by using benchmarks and other commercial databases b. uses the change management system to approve or reject change requests c. gathers information on status, progress, costs and schedule to document work performance data d. performs exit criteria to ensure the planning phase is properly closed and update organizational process assets |
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25. during a project meeting, several members of the change control board have a misunderstanding over the majority vote needed to approve a change request, what project document should the team review to find this information? |
a. project charter b. change mngt plan c. communications mngt plan d. HR mngt plan |
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44. Nicholas has successfully completed his PMP exam and accepted a position as PM. He begins identifying and analyzing the individuals and organizations that will influence or be affected by his project. Which tool would he be most likely to use? |
a. probability and impact matrix b. SWOT analysis c. salience model d. variance analysis |
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55. Which processes are onducted to transition accepted deliverables to the customer and document the project's lessons learned? |
a. validate scope b. monitor & control project work c. close project or phase d. control quality |
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60. which of the following does NOT represent how a project manager should direct and manage the project team to execute the PMP? |
a. request changes to improve future scope, cost or schedule performance b. inspect deliverables to ensure requirements are met c. document information about the tasks that were started and their progress for future reporting d. implement approved change requests for defect repair to project work |
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61. during control schedule and control costs, work performance data is compared with baselines to understand current performance and anticipate future results. What output best describes the prediction of future project performance? |
a. analagous estimates b. forecasts c. project funding requirements d. work performance information |
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65. which of the following activities is most closely related to perform quality assurance process? |
a. fixing a list of identified software issues b. reviewing the trends and measurements found during inspection to analyze project work processes and issue change requests to improve the processes c. gathering stakeholder requirements and tolerances for quality to create a process improvement plan d. updating the risk register with potential processes which may contribute to product defects |
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69. during schedule development, schedule activities not on the critical path may have flexibility to be delayed without delaying the project finish date, this is known as: |
a. discretionary dependency b. total float c. free float d. mandatory dependency |
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87. you have been asked to help prepare a report detailing expected future results based on previous work performance information. What tool and technique will help you to complete this forecasting? |
a. monte carlo analysis b. critical chain c. earned value technique d. SWOT technique |
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88. the planning process group includes processes that plan project executing, monitoring, and controlling, and closing of the project. these processes generate several planning outputs which can be broken down into two main categories, the PMP and project documents. Which of the following is NOT part of the PMP? |
a. performance measurement baseline b. risk register c. requirements mngt plan d. configuration mngt plan |
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97. Which of the following does NOT take place during the conduct procurements process? |
a. bidder conferences and advertising b. proposal evaluation techniques c. procurement negotiations d. make or buy analysis
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110. when determining the project budget, management reserves should be included in which of the following outputs? |
a. cost baseline b. project funding requirements c. cost mngt plan d. funding limit reconciliation |
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111. procurement mngt defines processes necessary to purchase or acquire products. during which process is payment for the products made from the Buyer to the Seller? |
a. close project or phase b. conduct procurements c. control procurements d. close procurements |
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118. which of the following outcome is NOT included in the close procurement process? |
a. archiving contract closure in the records mngt system b. procurement audits are performed c. updating lessons learned d. submitting final payment to the seller |
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121. in which two calendars are resource calendars an ouput? |
a. acquire project team & manage stakeholder engagements b. estimate activity resources & develop schedule c. acquire project team & conduct procurements d. manage stakeholders engagements & control stakeholders engagements |
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123. which of the following is NOT a true statement concerning precision and accuracy? |
a. when a series of measurements is preceise, it means that it is very close to its intended value b. a series of measurements can be precise without being accurate c. a series of measurements can be accurate without being precise d. the project mngt team is in charge of determining the required precision and accuracy on a project |
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126. when an organization shares characteristics of multiple matrix types (i weak in some regards and strong in others), it is known as: |
a. functional organizations b. silo organizations c. managed organizations d. composite organizations |
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136. there are many tools and techniques in the quality mngt processes. which one examines the repeatability of a process by showing data points with respect to upper and lower limits? |
a. statistical sampling b. histogram c. fishbone chart d. control chart |
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140. Sam (PM) has been informed that his construction project is in an area that is highly susceptible to hurricanes and that this season is predicted to be easily bad. Sam investigates possible responses to this risk and decides to purchase hurricane insurance which would cover any damage experienced. what type of response has Sam chosen? |
a. risk mitigation b. risk avoidance c. risk transference d. risk sharing |
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147. during recent earned value analysis, you have determined that your project is behind schedule, and has a CPI of 1.13. During a performance report to key stakeholders on the CCB, you suggest hiring more resources t help improve schedule performance. What technique have you recommended? |
a. fast tracking b. Delphi technique c. crashing d. critical chain scheduling |
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158. which of the following does NOT describe criteria included for the cost baseline? |
a. approved by key stakeholders b. includes mngt reserve c. can only be changed through formal change control d. includes contingency reserve |
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163. you are using a control chart to determine whether or not a manufacturing process is in control. After reviewing the thousands of data points on the chart, you find that the last ten data points are above the mean and inside of the control limits. How can you best describe this process? |
a. the process is in control b. the process may be out of control, it should be investigated c. thousands of data points are not enough to determine if the process is in control d. info about the specification limits is needed to determine if the process is in control |
