Capm - Ch 4 - Quality Assurance And Control Quality

Front 1

Perform Quality Assurance Inputs

Back 1

Quality Management Plan

Process Improvement Plan

Quality Metrics

Quality Control Measures

Project Documents

Front 2

Quality management plan

Back 2

The quality management plan contains a description of how the project management team will implement both quality assurance and quality control for a project.

Front 3

Process improvement plan

Back 3

The process improvement plan is a subsidiary plan within the project management plan. It lays out the criteria for analyzing processes, with a view to enhancing their value to the project.

Front 4

Quality metrics

Back 4

Quality metrics define how the quality of project attributes and processes will be measured. One example is to express team outputs in terms of percentages. The team performing the quality control process will use these metrics to gauge the degree of success or failure of a process.

Front 5

Quality control measurements

Back 5

Quality control measurements are the results obtained from performing quality control activities. During the Perform Quality Assurance process, these results will be used to assess the success of the quality control methods that have been instituted.

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Project documents

Back 6

Project documentsAll documents used in the management of a project, such as various logs, registers, reports, and all planning documents, are monitored and reviewed as part of the Perform Quality Assurance process to ensure they are being used properly and are adding value to all activities.

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affinity diagrams

Back 7

affinity diagrams, in which you start with a central idea or problem and record associated issues and causes as a way to solve the problem
Collections of boxes that are grouped together.

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interrelationship digraphs

Back 8

interrelationship digraphs, which are used to map fairly complex intertwined logical relationships up to 50 relevant items Strings of circles that are all joined together by lines.

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process decision program charts

Back 9

process decision program charts, which are used to understand a goal by analyzing the steps for getting to the goal and therefore aid in contingency planning A hierarchical tree diagram that flows from top to bottom.

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prioritization matrices

Back 10

prioritization matrices, which are decision-making tools in which you score and rank actions and suitable alternatives to arrive at the best decision for implementation, and
A hierarchical tree diagram with an accompanying table.

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matrix diagrams

Back 11

matrix diagrams, which are used to perform data analysis by showing the strength of relationships that exist between the rows and columns that form the matrix

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three main functions of performing quality audits

Back 12

Inspecting work results, checking approved change request procedures, ensuring compliance with documentation

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Inspecting work results

Back 13

Inspecting work resultsAn effective quality assurance system should reduce the cost of creating high-quality project deliverables by continually streamlining and improving processes. Quality audits aim to uncover any policies and procedures that aren't efficient or aren't yielding the results they should. This involves inspecting work results. Audits should also identify any further policies and procedures that are required.

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Checking approved change request procedures

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Checking approved change request proceduresQuality audits ensure that approved change requests have been correctly implemented. This involves checking that corrective and preventive actions have been carried out properly. Ultimately, this will result in increased customer satisfaction.

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Ensuring compliance with documentation

Back 15

Ensuring compliance with documentationQuality audits compare any existing project or organizational documentation for processes, procedures, and work instructions with actual evidence of how the project work is being carried out. This documentation may include, for example, sign-off forms, defect logs, and progress reports. Compliance with project and organizational documentation ensures that project deliverables are on target and will meet the customer's requirements, as well as satisfy any organizational or legislative requirements.

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Control Quality Tools

Back 16

seven basic quality tools, statistical sampling, inspection, and approved change requests review

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Quality Assurance

Back 17

making sure that the proper quality standards and procedures are used during a project. Involves quality requirement auditing and quality control measurements

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Quality control

Back 18

involves monitoring and recording the results of carrying out the quality management plan, as outlined during the plan quality management process. Includes checking the quality of processes and deliverables as well as proposing changes when necessary.

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What process group and knowledge are The Perform Quality Assurance process part of?

Back 19

Executing process group and project quality management knowledge area

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tools and techniques used for plan quality management, control quality processes, and perform quality assurance (that are the same)

Back 20

Quality management control tools, quality audits, process analysis

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tools and techniques that are different for perform quality assurance

Back 21

affinity diagram, interrelationship digraphs, process decision program charts, tree diagrams, prioritization matrices and matrix diagrams

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Quality audit purpose

Back 22

enable PMs to evaluate current project activities to make sure they comply with policies and procedures set out for the project and the organization as a whole.

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process analysis

Back 23

aims to identify where improvements can be made to project processes

uses the steps outlines in the process improvement plan to assess processes and determine strategies for improvement. helps to streamline a project's processes and produce high-quality deliverables

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When should process analysis be used?

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problems, constraints, inefficiencies

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Root cause analysis

Back 25

technique used to find the source of a problem and to determine why underlying issues exist

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root cause analysis six steps

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1. define the problem

2. gather data to describe the problem

3. determine possible causes

4. select the root cause

5. develop a solution strategy

6. test and evaluate the solution

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Perform Quality Assurance Outputs

Back 27

change requests, organizational process assets updates, project management plan updates and project documents updates

Front 28

change requests (QA)

Back 28

result from quality assurance activities propose alterations to policies, processes, or procedures. aim to increase the effectiveness
and efficiency of quality-related activities in a project. Changes are not implemented until they are formally approved

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organizational process assets updates (QA)

Back 29

company policies, processes and procedures that need to be revised during the course of the project due to performing QA (i.e. quality standards)

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examples of project management plan updates (QA)

Back 30

changes to methodology used to attain and maintain required levels of quality

schedule management plan modified to accommodate late activities or new activity timing

cost management plan - changes need to be made to cost estimates, expenditure, and cash on hand estimates

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examples of project document updates
(QA)

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Quality audit reports must be updated to identify actions and effects of audits

training plans updated if project staff requires new or altered training due to changes to processes

changes to processes themselves are updated

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what process group and knowledge area is control quality part of

Back 32

monitoring and controlling process group and project quality management knowledge area

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control quality process purpose

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involves performing activities as outlined in the quality management plan and monitoring the results

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two aspects of quality control

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checking that project deliverables meet quality standards and ensuring that project management processes produce the desired results.

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three major benefits of control quality process

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it enables the performing organization to determine whether work results meet project quality standards it provides a structured method for measuring and analyzing work results, and it helps identify the sources of unsatisfactory work results and prioritize action on sources of errors that cause the most problems

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Prevention and inspection

Back 36

Activities focused on prevention help ensure that no errors in processes occur. Prevention happens throughout a project, but particularly before production starts or processes are implemented (happens throughout the project)

Inspection is done in order to detect and correct errors before a product is delivered to the customer. It takes place after production activities are complete and processes to develop it have been performed.

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Attribute and variables sampling

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So the process of sampling involves checking a batch to find out what proportion of units in the batch has a particular set of attributes.

In attribute sampling, a product will either possess a certain attribute or it will not.

In variables sampling, results are compared to a continuous scale

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Tolerances and control limits

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Tolerance represents the range of allowable deviation from a required standard

Control limits represent the ends of the tolerance range. If values go beyond either the upper or lower control limits, the process or product will be judged unacceptable.

Front 39

control quality inputs

Back 39

project management plan

quality metrics

quality checklists

work performance data

approved change requests

deliverables

project documents

organizational process assets

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control quality input categorized into three groups

Back 40

needed for quality reviews - describes how quality control should be carried out (project management plan, quality checklists, organizational process assets)

contain baseline standards - criteria against which work results are measured (quality metrics, approved change requests)

contain actual work results - actual work results which are measured against quality requirements (deliverables, work performance data

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Control Quality process 7 data collection tools

Back 41

effect diagrams, control charts, flowcharts, histograms, Pareto diagrams, checksheets, and scatter diagrams

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control quality data collection tools

Back 42

inspections, statistical sampling, and approved change requests reviews

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Inspection (data collection)

Back 43

The first tool, an inspection, involves physically observing, measuring, or testing results to verify whether they conform to the required quality standards. It involves gathering data about the output of a single work activity or about a finished product. An inspection is also known as a review, audit, or walkthrough, and is an appropriate technique for any type of project, be it large or small.

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Statistical sampling (data collection)

Back 44

A second technique, statistical sampling, involves using mathematical rules to select a random sample, which represents all the units of a project's output. Data is then collected from the sample. Samples are selected and tested as defined in the project's quality management plan. The sample frequency and sizes must therefore be determined during the Plan Quality Management process. Statistical sampling is appropriate when the project output includes a batch or lot, and when it's not feasible or won't be effective to examine every instance of the output

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Approved change requests review (data collection)

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Another technique used to collect data about project quality is reviewing approved change requests. This involves gathering information about approved changes to verify that specified defect repairs, or corrective or preventive actions, were implemented as approved.

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Control Quality Data Analysis tools

Back 46

control chart, checksheet, and scatter diagram.

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control chart (data analysis)

Back 47

shows that the actual project data over time is starting to deviate slightly – it is higher – from the goal that was previously set. This is indicated by a line that plots this goal, versus a line that shows the actual data.

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checksheet (data analysis)

Back 48

used as a tally sheet to gather data. They are typically in the form of a table that organizes data according to product features and performance metrics

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scatter diagram (data analysis)

Back 49

graphical illustration of data that display information about the relationship, or correlation, between two variables in a process

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dependent variable

Back 50

observed change

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independent variable

Back 51

manipulated variable that invokes a change in the dependent variable

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scatter diagram -strong correlation

Back 52

values of an independent variable have a clear and substantial effect on the values of the dependent variable. The closer the plotted points to a diagonal line the stronger the relationship between these two variables.

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scatter diagram - weak correlation

Back 53

the independent variable has a minor effect on the values of the dependent variable. data points that follow an upward, diagonal line, but aren't close to the line.

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scatter diagram - no correlation

Back 54

randomly scattered points, no correlation or an insignificant one between the independent and dependent variables

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Cause identification and analysis

Back 55

Flowchart

Cause and effect diagram

histogram

pareto diagram

Front 56

Flowchart definition and use in Control Quality process

Back 56

Illustrates the logical sequence of steps, decision points, and handoffs of responsibility in a process. Used to determine whether any process steps are failing, and where improvements should be made.

Front 57

Cause and effect diagram (aka fishbone or ishikawa)

Back 57

also known as fishbone or Ishikawa diagrams, show the relationships between the effects of problems and their causes. They may also illustrate the effect that each proposed solution will have on a problem. Once the possible causes for each factor are identified, the diagram is analyzed by narrowing down the most likely causes and investigating them further. Depending on the nature of the project, there are different categories of causes you could use. For example, causes in a service-oriented project may relate to surroundings, suppliers, systems, and skills.

Front 58

Histograms

Back 58

vertical bar charts. You use them in the Control Quality process to help identify and rate the causes of defects. The Y-axis displays the frequency of defects and the X-axis displays the identified causes of the defects. Each column represents an attribute of a problem or situation, such as the causes of late timecard submissions by a project team. The relative frequency of each attribute is represented by the height of each column.

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Pareto diagram

Back 59

Pareto diagram takes the histogram one step further by analyzing potential causes of defects. The causes are arranged by frequency so that you can easily see which causes are creating the greatest numbers of defects. This helps the project team establish priorities in terms of implementing corrective action, so causes resulting in the most defects are addressed first. Cumulative percentages are also included on the diagram.

Front 60

control quality process outputs

Back 60

quality control measurements, validated changes, verified deliverables, change requests, and work performance information

Front 61

Quality control measurements

Back 61

Quality control measurements are the documented measures of how actual project work or deliverables compare to the required quality standards specified during quality planning.

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Validated changes

Back 62

Validated changes are created through the careful maintenance and scrutiny of the project management plan, scope statement, and other deliverables. In this way, changes are continuously managed and are either rejected or approved. Validated changes are the result if the processes or deliverables pass inspection – meaning that with the changes, they satisfy quality requirements. Reworking of rejected items that don't pass inspection may be required until results meet project standards.

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Verified deliverables

Back 63

Verified deliverables are project results that meet the required quality standards.

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Change requests

Back 64

To address quality problems or defects, change requests may recommend alterations to project or product scope. These types of changes can impact the project management plan, project documents, and requirements for deliverables.

Front 65

Work performance information

Back 65

As quality specialists and the members of the project team carry out quality control activities, they gather work performance data. It is then analyzed in context and integrated with data that has been collected from other monitoring and control processes. Examples include causes for rejections, rework required, or the need for process adjustments. As the analyzed data is recorded in a report format, it becomes work performance information.

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outputs quality inspections

Back 66

Quality control measurements, validated changes, verified deliverables, change requests, work performance information

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outputs involving document updates

Back 67

organizational process assets updates, project management plan updates, project documents updates

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corrective actions

Back 68

Corrective actions that emerge from the Perform Quality Assurance process are usually recommended as a result of a quality audit or process analysis. Aim to remedy existing problems or inefficiencies in processes, policies, or procedures

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preventative actions

Back 69

Preventive actions are taken to prevent anticipated problems with processes or to counter negative risks associated with a project.

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Defect repair

Back 70

actions required to bring defective deliverables into conformance with requirements

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6 steps - creating a pareto diagram

Back 71

1. develop list of causes

2. record frequencies

3. rank top causes

4. find cumulative percentages

5. create a histogram

6. plot cumulative percentages