You are performing quality control by reviewing approved change requests and ensuring any implemented changes have been properly approved through the change control process. Quality control involves monitoring project activities and deliverables to ensure they comply with requirements and standards.

1. PMP & CAPM
Exam Preparation
February 19, 2013

2. Sessions
1. About the exam
2. Integration & Scope Management
3. Time & Cost Management
4. Quality & HR Management
5. Communication & Risk
Management
6. Procurement Management

3. Last Session Key point
• Process groups: IPEMCC
• 9 Knowledge Area: ISTiCoQuHurCoRiP
• Project Integration Management
– DevPC.PMP.DirManPex.MoConPW.PerICC.CloPP
• Project Scope Management
– CoDeWoBVCon

4. Last Session Key point – cont’d
• Project Time Management (DeSeReDDevCon)
– Define activities
– Sequence activities
– Estimate activity resources
– Estimate activity durations
– Develop schedule
– Control schedule

5. Last Session Key point – cont’d
• Project Cost Management (EsCDeBCon)
– Estimate cost
– Determine budget
– Control cost

6. Project Quality Management
• Plan QA QC

7. Project Quality Management
• Quality: the degree to which product
characteristics fulfill requirements
– Low quality: lots of bugs / defects
• Grade: assigned category to products with
same/similar functional use but different in
technical characteristics
– Low grade: limited features
• Low quality = PROBLEM

8. Project Quality Management
• Precision: values of repeated measurements
have little scatter
• Accuracy: measured values closed to true
value
• Quality management approaches by:
– Deming, Juan, Crosby
– TQM, Six Sigma, VoC, FMEA (failure mode and
effect analysis)
– Cost of Quality: total cost of all efforts related to
quality throughout product lifecycle

9. Project Quality Management
• Modern quality management focuses on:
– Customer satisfaction
– Prevention over inspection
– Continuous improvement (PDCA  by Shewhart,
modified by Deming)
– Management responsibility

10. Project Quality Management
• Plan Quality

11. Project Quality Management
• Plan Quality – I
– Scope baseline (…)
– Stakeholder register
– Cost performance baseline
– Schedule baseline
– Risk register
– EEF
– OPA

12. Project Quality Management
• Plan Quality – TT
– Cost-Benefit analysis
• Less rework, higher productivity, lower cost, increased
stakeholder satisfaction
– Cost of quality
• Cost of conformance  to avoid failure
• Cost of non-conformance  to fix (because of failure)

13. Project Quality Management
• Plan Quality – TT (cont’d)
– Cost of quality (cont’d)

14. Project Quality Management
• Plan Quality – TT (cont’d)
– Control charts
• Mostly used to monitor repetitive activities
(manufacturing), cost/schedule variance
• To determine performance stability
• To answer: “Is the process variance within acceptable
limits?”
• Applies higher and lower control limits (+/- 3 )
• A process is considered out of control if seven
consecutive points are above or below Mean

15. Project Quality Management

16. Project Quality Management

17. Project Quality Management
• Plan Quality – TT (cont’d)
– Benchmarking (comparison)
– Design of Experiments
• Statistical method to identify factors influencing
product’s variables
• Can be used to determine number and type of tests,
and impact of cost of quality
• E.g.: experiment to combine chemical materials to
produce strong adhesive material

18. Project Quality Management
• Plan Quality – TT (cont’d)
– Statistical sampling
– Flowcharting

19. Project Quality Management
• Plan Quality – TT (cont’d)
– Proprietary quality management methodologies
• Six sigma
• Lean six sigma
• Quality function deployment
• etc

20. Project Quality Management
• Plan Quality – TT (cont’d)
– Additional quality planning tools
• Brainstorming
• Affinity diagrams (grouping)
• Force field analysis (change factors)
• Nominal group techniques (brainstorming with groups)
• Matrix diagram (diagramming to look for intersection
between factors, causes and objectives)
• Prioritization matrices (ranking)

21. Project Quality Management
• Plan Quality – O
– Quality management plan
– Quality metrics
• Defining tolerance
• Budget control
• Monitor defect frequency and rate
• Define availability and reliability

22. Project Quality Management
• Plan Quality – O (cont’d)
– Quality checklist
– Process improvement plan
• Process boundaries (start/end, I/O)
• Process configuration (graphical depiction of process)
• Process metrics (to analyze efficiency)
• Targets for improved performance
– PD U

23. Project Quality Management
• Perform Quality Assurance
– Process of auditing quality requirements and
results from quality control measurements to
ensure appropriate quality standards and
operational definitions are used

24. Project Quality Management
• Perform Quality Assurance – I
– PMP
– Quality metrics
– WPI
– Quality control measurements

25. Project Quality Management
• Perform Quality Assurance – TT
– Plan quality and perform quality control tools and
techniques
– Quality audits
• Identify good/best practices being implemented
• Identify all gaps
• Share the good/best practices
• Proactively assist implementation improvement to raise
productivity
• Highlight contributions of each audit in lesson learned

26. Project Quality Management
• Perform Quality Assurance – TT (cont’d)
– Process analysis
• Identify a problem
• Discover root cause
• Develop preventive actions

27. Project Quality Management
• Perform Quality Assurance – O
– OPA U
– CR
– PMP U
– PD U

28. Project Quality Management
• Perform Quality Control
– Process of monitoring and recording results of
executing the quality activities to assess
performance and recommend necessary changes
– Performed throughout the project
– The QC team must know the concept of:
• Prevention and Inspection
• Attribute sampling and variable sampling
• Tolerance and control limit

29. Project Quality Management
• Perform Quality Control

30. Project Quality Management
• Perform Quality Control – I
– PMP
– Quality metrics
– Quality checklist
– WPM
– Approved CR
– Deliverables
– OPA

31. Project Quality Management
• Perform Quality Control – TT
– Cause and effect diagrams
• AKA: ishikawa or fishbone diagrams
• Asking: Why or How  Why why and How how

32. Project Quality Management
• Perform Quality Control – TT (cont’d)
– Control charts
– Flowcharting
– Histogram
• To show occurrence / frequency of variables

33. Project Quality Management
• Perform Quality Control – TT (cont’d)
– Pareto chart
• A histogram ordered by frequency of occurrence
• Applies rank ordering to focus on corrective actions
• Developed conceptually to Pareto’s law: 80/20 principle
where 80% of problems are due to 20% of causes

34. Project Quality Management
• Perform Quality Control – TT (cont’d)
– Run chart
• Similar to control chart but no limits
• Shows history and pattern of variation
• Is a form of a line graph plotted in order in which they
occur
• Shows trend

35. Project Quality Management
• Perform Quality Control – TT (cont’d)
– Scatter diagram
• Shows relationship of 2 variables
• To identify relationship between changes of 2 variables
• The closer the points are to diagonal line, the more
closely they are related

36. Project Quality Management
• Perform Quality Control – TT (cont’d)
– Statistical sampling
– Inspection
– Approved CR review

37. Project Quality Management
• Perform Quality Control – O
– Quality control measurements
– Validated changes
– Validated variables
– OPA U
– CR
– PMP U
– PD U

38. Project HR Management
• DevPlan AcqDeM

39. Project HR Management
• Develop HR Plan

40. Project HR Management
• Develop HR Plan – I
– Activity resources requirements
– EEF
– OPA

41. Project HR Management
• Develop HR Plan – TT
– Organization charts position descriptions:
• Hierarchical: organizational structure
• Matrix based: RACI matrix
• Text oriented
• Others

42. Project HR Management
• Develop HR Plan – TT (cont’d)
– Organization charts position descriptions:

43. Project HR Management
• Develop HR Plan – TT (cont’d)
– Networking
– Organizational theory

44. Project HR Management
• Develop HR Plan – O
– HR Plan
• Roles and responsibilities
• Project organization charts
• Staffing management plan
– Staff acquisition
– Resource calendar
– Staff release plan
– Training needs
– Recognition and rewards
– Compliance
– Safety

45. Project HR Management
• Acquire Project Team

46. Project HR Management
• Acquire Project Team – I
– PMP
– EEF
– OPA

47. Project HR Management
• Acquire Project Team – TT
– Pre-assignment
– Negotiation
– Acquisition
– Virtual teams  highlight the communication
issues
• Different geographic area
• Office and mobile office staffs
• Staffs with limitations / disability

48. Project HR Management
• Acquire Project Team – O
– Project staff assignments
– Resource calendars
– PMP U

49. Project HR Management
• Develop Project Team
– Improve team’s competencies/skills, interaction,
and overall environment to enhance project
performance
– Highlight about teamwork despite cultural /
language differences
– Highlight about team’s bond and trust to raise
morale and lower conflict
– To create a dynamic and cohesive team culture

50. Project HR Management
• Develop Project Team

51. Project HR Management
• Develop Project Team – I
– Project staff assignments
– PMP
– Resource calendars

52. Project HR Management
• Develop Project Team – TT
– Interpersonal skills (soft skills, people skills like:
empathy, influence, creativity)
– Training
– Team-building activities
• Forming (the first meet and greet)
• Storming (the work initiation but not so collaborative
yet)
• Norming (work habit adjusted, working together)
• Performing (team functions very well)
• Adjourning (completes work and move on)

53. Project HR Management
• Develop Project Team – TT (cont’d)
– Ground rules
– Co-location
– Recognition and rewards

54. Project HR Management
• Develop Project Team – O
– Team performance assessments
• Skills and competencies improvement plan
• Reduce staff turnover
• Increase team cohesiveness
– EEF U

55. Project HR Management
• Manage Project Team
– Tracking team’s performance
– Provide feedback
– Resolve issues
– Optimize project performance
– Emphasizes on communication, conflict
management, negotiation, and leadership

56. Project HR Management
• Manage Project Team – I
– Project staff assignments
– PMP
– Team performance assessments
– Performance reports
– OPA

57. Project HR Management
• Manage Project Team – TT
– Observation and conversation
– Project performance appraisals
– Conflict management
• Withdrawing /avoiding
• Smoothing / accommodating
• Compromising
• Forcing
• Collaborating
• Confronting / problem solving

58. Project HR Management
• Manage Project Team – TT (cont’d)
– Conflict management
• Withdrawing /avoiding
– Retreat from potential conflict situation
• Smoothing / accommodating
– Emphasizing on agreement rather than differences
• Compromising
– Searching of solutions to bring certain level of satisfaction to
all parties
• Forcing
• Collaborating
• Confronting / problem solving

59. Project HR Management
• Manage Project Team – TT (cont’d)
– Conflict management (cont’d)
• Forcing
– Pushing one’s point of view at the expense of others (win-lose
situation)
• Collaborating
– Gather all parties’ viewpoints, reach consensus and
commitment
• Confronting / problem solving
– Treat conflict as problem to be solved by examining
alternatives; requires a give-and-take attitude and open
dialogue

60. Project HR Management
• Manage Project Team – TT (cont’d)
– Issue log
– Interpersonal skills
• Leadership
• Influencing (persuasive and considerate)
• Listening skills
• Effective decision making

61. Project HR Management
• Manage Project Team – O
– EEF U
– OPA U
– CR
– PMP U

62. Project HR Management
• Motivating your team
– Maslow’s hierarchy of needs
• People have layers of needs
• Fill the lower layer first before filling the upper layer

63. Project HR Management
• Motivating your team (cont’d)
– Herzberg’s Motivation-Hygiene Theory
• Hygiene factor
– They do not bring satisfaction but prevent dissatisfaction
– E.g.: level of supervision or ownership, relationship with
superiors, compensation, etc
• Motivating factor
– Bring in / increase job satisfaction
– E.g.: challenging work assignment, opportunity / career
advancement, recognition, etc

64. Project HR Management
• Motivating your team (cont’d)
– McClelland’s Achievement Motivation Theory
• Achievement
– The need to perform well, achieve success, and get recognized
• Affiliation
– Good relationship at work, feel connected at work
• Power
– Power to influence people or events

65. Project HR Management
• Motivating your team (cont’d)
– McGregor’s X-Y Theory
• Theory X
– Believes most people are self-centered
– Believes people are motivated by their physiological and
safety needs, indifferent to organization they work for, lack
ambition, have little creativity, and low problem solving
capacity
– Appears dislike their work and will try to avoid it; also avoid
responsibility and initiative
– Distrusts their employees  authoritarian

66. Project HR Management
• Motivating your team (cont’d)
– McGregor’s X-Y Theory
• Theory Y
– Trusts their employees
– Believes people are discipline, high performers, committed to
meet organization’s needs they work for, like to take
responsibility and high initiative
– Tends to provide more freedom and opportunity for career
growth

67. Project HR Management
• Motivating your team (cont’d)
– Expectancy Theory
• “What’s in it for me?”
• Desires objective that matched with effort and rewards

68. Sample Questions
1. What is the name of a quality planning
technique that involves comparing the results
of similar activities?
A. Brainstorming
B. Benchmarking
C. Cost/benefit analysis
D. Quality metrics

69. Sample Questions
2. The plan-do-check-act cycle of quality
management was:
A. Defined by Shewhart and modified by
Deming.
B. Originally defined by Deming and then
modified by Shewhart.
C. Defined by Crosby and modified by Deming.
D. Defined by Crosby and modified by Juan.

70. Sample Questions
3. One of the fundamental tenets of modern quality
management is:
A. Inspect the quality and then build it in.
B. There is no need to design and build in the quality
until you do the inspection, if it’s needed.
C. Break all rules: Deliver the product in a timely
fashion and then work on the quality.
D. Plan, design, and build in quality as opposed to
inspecting it in.

71. Sample Questions
4. Which of the following is not the input to the
QA process?
A. Quality metrics
B. Quality control measurements
C. Work performance information
D. Recommended corrective actions

72. Sample Questions
5. You are the project manager for the ABC project.
You are going to meet with your project team to
discuss how to ensure that the project will be
completed without any deviations from the project
requirements. Which of the following processes are
you performing?
A. Quality control
B. Quality planning
C. Quality assurance
D. Conduct procurements

73. Sample Questions
6. You are directing and managing the project execution.
You see that there are some change requests that some
stakeholders are pushing for implementation. However,
these change requests have no record of being
approved. These change requests:
A. Should be sent through the approval process and only
implemented if approved
B. Should be sent to the QA department
C. Must be opposed if they are going to change the scope,
schedule, or cost of the project
D. Should be accepted if they come from an influential
stakeholder

74. Sample Questions
7. You are the project manager of the Green Driving
project. Your supervisor has asked you to make
some self checks and inspections before the
stakeholders ask for a formal inspection. It is time
to perform which process?
A. Plan Quality
B. Perform Quality Control
C. Inspect Quality
D. Perform Quality Assurance

75. Sample Questions
8. Quality audits are part of which of the following
quality management processes?
A. Quality assurance
B. Quality control
C. Quality planning
D. Quality inspection

76. Sample Questions
9. Which of the following is generally the best conflict-
resolution technique in most situations?
A. Avoidance
B. Compromise
C. Accommodation
D. Collaboration

77. Sample Questions
10. Karl, one of your team members, is arguing with
you over how to perform a specific task. At the end
of a long discussion, you say, “Karl, please do me a
favor and do it this way for my peace of
mind.”Which conflict resolution technique are you
using?
A. Avoidance
B. Compromise
C. Accommodation
D. Forcing

78. Sample Questions
11. Which of the following is not a situation well
suited for team development efforts?
A. The kickoff meeting
B. A conflict between two groups within the team
C. Low team morale
D. Changes in the budget

79. Sample Questions
12. You are in the beginning of executing your project,
and you need to make assignments to individuals
who will do the project work. Which process should
you perform?
A. Develop Human Resource Plan
B. Develop Project Team
C. Acquire Project Team
D. Make Staff Assignments

80. Sample Questions
13. Virtual teams are a tool and technique used in
which of the following processes?
A. Develop Human Resource Plan
B. Develop Project Team
C. Acquire Project Team
D. Manage Project Team

81. Sample Questions
14. You heard in the hallway that the project manager
of The Da Vinci Code project, named Pappu Gloria,
has very poor soft skills. If this is true, Pappu Gloria
needs to improve his:
A. Software skills
B. Interpersonal skills
C. Ways of handling equipment
D. Capability to use scheduling software

82. Sample Questions
15. Which of the following is usually not the tool or
technique you need to acquire a project team?
A. DELPHI technique
B. Negotiations
C. Virtual teams
D. Acquisition

83. Sample Questions
16. Shilpa Bedi, the engineering manager, receives daily
progress reports from all the engineers she manages. She
also visits the cubicles of the engineers several times a day
to ensure that they are working and not just browsing the
web. Most of the engineers agree that she is a
micromanager. What kind of management theory is she
applying?
A. Theory Alpha
B. Theory X
C. Theory Y
D. McClelland’s achievement motivation theory

84. Sample Questions
17. Gary Travis, the engineering manager, receives
weekly progress reports from all engineers he
manages. He encourages them to take ownership of
their assignments. Most of the engineers agree that
he trusts his engineers. What kind of management
theory is he applying?
A. Theory Alpha
B. Theory X
C. Theory Y
D. McClelland’s achievement motivation theory

85. Sample Questions
18. Lois Travis, the project manager, receives weekly progress reports from
all engineers she manages. She rewards the achievements of her
employees and always gives the credit to her employees for their
accomplishments. She is always interested in mentoring her team
members and putting them on a career path. She also helps the good
performers get the assignments and projects of their choice. What kind
of management theory is she applying?
A. Theory Alpha
B. Theory X
C. Theory Y
D. McClelland’s achievement motivation theory