PMP Exam PREP - CONDENSED NOTES - Prepared by Cindy J, Bell, PMP

PMP Exam PREP - CONDENSED NOTES Prepared by Cindy J, Bell, PMP QUALITY
Yellow Green INITIATE SCOPE Initiation PLANNING Scope Planning Scope Definition Activity Definition Activity Sequencing Duration Estimating Schedule Development Resource Planning Cost Estimating Cost Budgeting Quality Planning Organizational Planning Staff Acquisition Communications Planning Risk Planning RISK Risk Identification Qualitative Risk Analysis Quantitative Risk Analysis Risk Response Planning Procurement Planning Solicitation Planning Project Plan Development 1 14 21 48 Solicitation Source Selection Contract Admin Project Plan Execution 7 48 Risk Monitoring and Control 17 Core Processes 22 Facilitating Processes CONTROLLING Scope Verification Scope Change Control Schedule Control Cost Control Quality Assurance Team Development Information Distribution Quality Control CLOSING
EXECUTING
TIME
COST QUALITY HUMAN RESOURCE COMMUNICATIONS
Performance Reporting
Admin Closure
PROCUREMENT
Contract Close-out Integrated Change Control 8 48 2 14
INTEGRATION Total # of Processes Approx # of exam questions
Adapted from PMBOK GUIDE - page 38 Includes processes to ensure the needs of the project will be met. Activities to determine the quality policy, objectives, and responsibilities. Planning deals with the philosophy, assurance with the management and control with the technical aspects It has to address the management of the project and the product of the project Quality Management complements Project Management. Both disciplines recognize the importance of: Customer Satisfaction Prevention over Inspection Management Responsibility Processes within Phases Page 1 of 9
Copyright PM-Star 2002. All rights reserved Nov 2003 Single use only. Do not distribute electronically or print additional copies.
Processes
Description
Group
Inputs Product description Other process outputs Scope statement Standards and regulations Quality policy Results of quality control measurements Operational definitions Quality mgmt plan Checklists Operational definitions Quality mgmt plan Work results
T & T Benefit/cost analysis Benchmarking Design of experiments Flowcharting Cost of quality
Outputs Inputs to other processes Checklists Operation definitions Quality mgmt plan
Quality Planning
Identify standards and how to satisfy
Planning Facilitating
Ongoing Quality evaluation to Assurance ensure standards are met
Executing Facilitating
Quality planning T&T Quality audits
Quality improvement
Quality Control
Analyze specific results meet standard If not, action to prevent
Controlling Facilitating
Control charts Flowcharting Trend analysis Inspection Pareto diagrams Statistical sampling
Rework Acceptance decisions Process adjustments Quality improvement Completed checklists
Quality is PLANNED/DESIGNED IN not INSPECTED IN! We do not do more than what is required by the customer! Gold plating is not a good idea!
The key words to quality are:
PMBOK GUIDE Figure 8 -1
Satisfy: determine customer requirements and meet them. AIM for acceptance of product. Add delight but do not overwhelm. Needs: The aim is to deliver to spec nothing more nothing less. Delivering more usually is a waste of resources and has no payoff. Also puts project at risk to over time, over budget and low morale. Need to define acceptance criteria up front, when to act and when to do nothing. i.e. Meeting customer requirements by overworking the team may produce negative consequences in the form of increased employee turnover. Meeting project schedule objectives by rushing planned quality inspections may produce negative consequences when errors go undetected Totality of characteristics of an entity that bear on its ability to satisfy stated or implied needs. Quality of a product or service is judged on its ability to meet needs. It is the paradigm that underpins customer satisfaction. Conformance to requirements/specifications and fitness of use. Page 2 of 9
What is Quality: In other words:
Quality is often defined as the sum of three things: Performance: Product or service does what it is supposed to do. Cost: Product or service is provided at a fair and affordable price. Timeliness: Product or service is delivered on or before the agreed upon time. Be careful not to confuse quality with grade. Grade is a category or rank given to entities having the same functional use but totally different technical characteristics. Low quality is always a problem. Low grade may not be! Remember the ilities: A MAP FOR US Availability (MTBF and MTTR) Maintainability (Mean Time To Repair (MTTR)) how long does it take to fix it Affordability Producibility you can create it over and over again Flexibility Operability Reliability (Mean Time Between Failures (MTBF) Usability How usable is it? Social Acceptability e.g. styrofoam affect on environment Careful design of a product/service is believed to increase reliability and maintainability Quality Planning Identifying which quality standards are relevant to the project and determining how to satisfy them. Its management philosophy. We are defining the target during the planning process. Quality Policy: Overall intentions and direction of organization with regard to quality formally expressed by top management. If not available the project team will have to develop one and communicate to the team. Output from scope definition Key input as it documents the major deliverables, project objectives and important stakeholder requirements Input to Scope initiation Contains details that may affect quality planning often technical aspects not reflected in scope statement Identifies performance expectations Consider any that my affect the project Standards, National bodies, Military standards, Professional societies, ISO i.e. contractor quality requirements from procurement planning Pareto Diagrams 80/20 rule Cause and Effect Diagrams myriad of causes to any effect Histograms Graphs Scatter Diagrams relationship between 2 variables Check Sheets Flow charts
Scope statement
Product description
Standards and Regulations: Other Process Outputs: Seven Tools:
Page 3 of 9
Benefit/cost Analysis: Objective identify the costs and benefits of performing quality management Primary benefit mtg quality: less rework, less costs higher productivity Primary costs: expense associated with the mgmt costs of quality Identify the risks of poor quality management It goes without saying the benefits must always outweigh the costs naturally. Compare actual or planed projects to other projects to measure performance. Generate ideas for improvement, identifies gaps or weak areas to improve on. Objective: to graphically represent processes and help identify quality problems and deal with them Cause and effect diagrams referred to Ishikawa or fishbone illustrates how various causes and sub-causes relate to create potential problems or effects Useful for brainstorming, examining the process All the things that are causing a single problem all causes of a single effect There are a myriad of causes to any effect. Thats a principle regularly attributed to Ishikawa System or process flowcharts reflect how various elements of a system interrelate. Top Down: Presents only the major or most fundamental steps in a process NO LOOPS simply takes us from beginning to the end of a process Detailed: provides very specific info about process flow; every decision point, feedback loop gives opportunity to go back and forth through the process. Good for critical processes where following specific procedure is essential. Analytical technique. Objective: to help determine what variables have the most influence on outcome. Costs of junior Vs senior junior is less salary but takes longer to do. Which option really is the best solution? Or which combination of tires and suspension will produce the most desirable ride at the best cost. Taguchi testing changes in small variables Total cost of all efforts to achieve product/service quality Includes all work to build conformance and all work resulting from non-conformance 3 Categories of costs: Prevention training, planning for quality Appraisal evaluating processes work audits, testing, inspection Failure both internal and external Procedures to implement quality policy, includes control, assurance and improvement can be formal or informal Also called metrics: describes what it is and how to measure the quality control process. Very specific i.e. start and end date or just start date is key. Cant just say project on time must state all deliverables/milestones must start on and finish on time Confirms activities have been completed yes/no Usually item specific Phrased as imperatives do this or interrogatories have you done this Quality management planning may identify a need for further activities in other areas such as: More input to scope definition Added information SOW Page 4 of 9
Benchmarking: Flowcharting:
Design of Experiments:
Cost of Quality
QMP: Operational Definitions:
Checklists: Inputs to other processes:
Quality Assurance Evaluating overall project performance regularly to provide confidence the project will satisfy the needs for which is was undertaken QMP Provides the overall structure for quality assurance efforts Identifies responsibilities for QA Additional cost identifiers Updates to the WBS Activities added to the activity lists
Results of quality Control Measurements Records of quality control testing and measurement Information formatted for comparisons and analysis Inspection records Statistical process control records Discrepancy corrective action reports Operational definitions: a.k.a metrics Output from Quality planning Quality planning T&T Benefit/Cost analysis Benchmarking Flowcharting Design of experiment Identify lessons learned to improve performance on all projects Scheduled or random completed by anyone internally or externally Action taken to increase effectiveness usually requires a change requests for corrective action to be carried out under the overall change control Monitoring specific project results to determine if they comply with standards and identifying necessary adjustments What is QC: What are we doing: Technical function involves establishing technical baseline for project then collecting specific data by which to measure conformance to the baseline. Measuring: The number of errors we have in the program. Schedule performance Did we meet the specific quality standard? Output from Project plan execution They are the outcomes of work activities completed To what extent quality standards have or have not been met What costs have been incurred or committed to Information about planned as well as completed actual results Output from quality planning Provides the continuity between quality planning and quality control
Quality Audits: Quality Improve: Quality Control
Work results
QMP
Page 5 of 9
Operational Definitions Checklists Inspections: Control charts: Outputs from quality planning Output from quality planning Activities related to measuring, examining and testing to conform to requirements Sometimes called reviews, audits and walk-throughs Graphic display of results over time to determine if project is in control Most frequently used for repetitive activities, but can be used for costs. CP rail for timely rail car deliveries Banks in setting up phone banking time/call Can use a restaurant meal as example customer can rate attributes in a questionnaire ambiance, timeliness, food Bar chart in descending order of their importance Histogram ordered by frequency of occurrence to show how many results are generated by type or category or identified by cause. Paretos Law small number of causes will create largest problems 80/20 rule; A single problem is driving most of our issues! Pay attention to the vital few not the trivial many Objective to reduce the cost of quality control by selecting a portion to sample 100% inspection is very expensive and time consuming and may not lead to zero defects anyways. Significantly reduces cost of quality but must be knowledgeable in this type of sampling. Originated during WWII to replace 100% inspection Deming does not support this concept it just guarantees defective products will reach the client. Purpose to help analyze how problems occur Utilizes systems or process flowchart Cause and effect diagram Mathematical techniques to forecast future outcomes Monitors technical performance (number of errors or defects) Monitors cost and schedule performance # of activities per period completed with significant variances Same as output in quality assurance Action taken to increase effectiveness usually requires a change requests for corrective action to be carried out under the overall change control
Pareto Diagrams:
Statistical Sampling:
Flowcharting
Trend Analysis:
Quality improvement
Acceptance Conditions: Items accepted or rejected. Rejected my require rework. Rework Action taken to bring a defective or non conforming item into compliance with requirements or specifications Is a frequent cause of project overruns in most application areas Become part of the projects records Involve immediate corrective or preventative action is required May need to be handled in procedures for overall change control Carry out a project through its phases with zero deviations from the project spec Page 6 of 9
Completed checklists: Process Adjustments: Quality Mgmt:
As per definition by Crosby Quality is Free
Responsible for Quality: LEVEL Across the Organization Division Project Task Measurement of Quality: RESPONSIBLE Upper Management Functional Manager Project Manager Person doing the task
Equals NON Conformance to specifications Cost of Proactive quality processes Planning Training and Indoctrination Process control Product design validation Process Validation Test and evaluation Quality audits Maintenance and calibrations Inspection Field Testing Cost of Non-Conformance Scrap Rework and Repair Additional material or inventory Warranty repairs and service Complaint Handling Liability judgements Product Recalls Field service Expediting Corrective action
Associated Concepts:
Statistical quality control, sampling and probability, Prevention and inspection Attribute sampling results conform yes/no GO or NO GO decision. Variable sampling results rated on continuous scale that measures the degree of conformity - cooking time measured in minutes. Special causes: when something goes wrong and you can point directly to it and say that is the problem. Random causes: which are part of the process itself sometimes things go wrong Tolerances Control limits: describe the natural variation of the process such that points within the elements are generally indicative or normal and expected variation; points outside limits signal requires attention Not the same as specification limits Control limits reflect the way the process functions. It may or may not be inside the spec limitations. Special events are points outside the control limits will have either assignable causes or random causes. SPC: Statistical Processing Controls main tool is control charts.
Page 7 of 9
Sample sizes on Control Limits: the larger the standard deviation, the wider the control limits. Whenever sample size is increased, the standard deviation will be smaller Whenever sample size is decreased, the standard deviation will be larger
The larger the sample size the smaller the control limit
Probability Distribution:
Measures occurrences of an event and distributes them over the entire range. Most common has a bell curve and is symmetric about its means (Bell Curve).
Standard Deviation: Calculation: Expected Value:
Helps to determine our level of confidence on estimating The higher the standard deviation the greater the risk Pessimistic Optimistic divided by 6. Pessimistic + Optimistic + ( 4 * Most likely) divided by 6.
Probability of Completion: Now that we know the SD and EV calculations we can state the following probabilities with confidence: Work will be completed within plus or minus 1 SD of the EV 68.3% of the time Work will be completed within plus or minus 2 SD of the EV 95.5% of the time Work will be completed within plus or minus 3 SD of the EV 99.7% of the time Pessimistic = 50; Optimistic = 35; Most likely = 42 SD = 2.5 50 35 / 6 EV = 42.16 50 + 35 + 168 (4 * 42) / 6 68.3% probability work will be completed between 39.66 and 44.66 days. 95.5% probability work will be completed between 37.16 and 47.16 days. 99.7% probability work will be completed between 34.66 and 49.66 days. Rule of Seven: If 7 or more observations in a row occur on the same side of the mean, even though they may be within the control limit, they should be investigated as if they are an assignable cause. Six Sigma Rule: plus or minus 6 sigmas as a guide for setting control limits allows for one defect per million parts and often associated with Motorola ZERO defects a standard we live for! Kaizen: Japanese word for continuous improvement. Is small, tiny, incremental improvements in quality Key idea here is improving quality is not a discrete one-time event
Example:
Quality Copyright PM-Star 2002. All rights reserved Nov 2003 Single use only. Do not distribute electronically or print additional copies. Page 8 of 9
Principals: Impact of Poor Quality: If you are more motivated you will turn out a better product. Quality is of equal importance to cost and schedule Increased project costs Decreased productivity Increased risk and uncertainty (less predictability in cost, schedule, and technical outcomes) Increased costs of monitoring Quality Gurus
DEMING
Plan-Do-Check-Act 85% of Quality problems caused by Mgmt. 15% of Quality problems controllable by workers COMMON CAUSES OF VARIATIONS: (i.e. beyond control of workers on the floor)
CROSBY
Quality is Free 4 absolutes of Quality Management:
JURAN
Juran trilogy: Fitness for Use Quality: 1. Improvet 2. Planning 3. Control
TACUGHI
Quality should be designed into the product, not inspected Quality is best achieved by minimizing the deviation from the target The cost of quality should be measured as a function of deviation from the standard deviation. The losses should be measured system-wide. Prevention = build quality into product Design of experiments
1. Quality is conformance to requirements. 2. The system of quality is prevention. Poor Raw Materials 3. The performance Poor Design standard is zero Unsuitable working defects. conditions 4. The measurement of Equipment not meeting quality is the price of design tolerances nonconformance. DTRTRTFT Do Things right the first time
SPECIAL ASSIGNABLE CAUSES: (Workers can control variability) Lack of knowledge Worker mistakes
LIFE CYCLE COSTS: Scrap Rework Inspection Returns Warranty (service calls or product replacement)
Page 9 of 9

PMP Exam PREP - CONDENSED NOTES - Prepared by Cindy J, Bell, PMP

Cargado por

Información del documento

Descripción original:

Título original

Derechos de autor

Formatos disponibles

Compartir este documento

Compartir o incrustar documentos

Opciones para compartir

¿Le pareció útil este documento?

¿Este contenido es inapropiado?

Copyright:

Formatos disponibles

PMP Exam PREP - CONDENSED NOTES - Prepared by Cindy J, Bell, PMP

Cargado por

Copyright:

Formatos disponibles

PMP Exam PREP - CONDENSED NOTES Prepared by Cindy J, Bell, PMP QUALITY

COST QUALITY HUMAN RESOURCE COMMUNICATIONS

Contract Close-out Integrated Change Control 8 48 2 14

INTEGRATION Total # of Processes Approx # of exam questions

T & T Benefit/cost analysis Benchmarking Design of experiments Flowcharting Cost of quality

Identify standards and how to satisfy

Ongoing Quality evaluation to Assurance ensure standards are met

Quality planning T&T Quality audits

Analyze specific results meet standard If not, action to prevent

Rework Acceptance decisions Process adjustments Quality improvement Completed checklists

PMBOK GUIDE Figure 8 -1

What is Quality: In other words:

Standards and Regulations: Other Process Outputs: Seven Tools:

QMP: Operational Definitions:

Checklists: Inputs to other processes:

Quality Audits: Quality Improve: Quality Control

Completed checklists: Process Adjustments: Quality Mgmt:

Standard Deviation: Calculation: Expected Value:

También podría gustarte