PMP Questions 101-120
101. The totality of characteristics of an entity that bear on its ability to satisfy stated or implied needs is the definition for:
a. Modern quality management
b. Quality assurance
c. Quality
d. Quality control
102. A large project is being worked on by a large company. The client is interested in knowing how the company will be able to meet the quality needs of the project. In order to satisfy this request of the client the project manager arranges a meeting between the client and the:
a. General manager
b. Quality control manager
c. Quality assurance manager
d. Chief designer
103. One of the fundamental tenets of quality management is that quality:
a. Must exceed customer expectation
b. Is planned in and not inspected in
c. Will increase cost
d. Costs must all be passed onto the customer
104. A category or rank given to products that have the same functional use but different technical characteristics is called the product’s:
a. Quality
b. Functional characteristics
c. Grade
d. Technical characteristics
105. The quality manager of a company wishes to analyze the data that is coming to him in the form of a list of defects that have occurred in the shipping department. The report comes with defects listed chronologically as they occurred, the cost of the repair necessary to correct each defect, the person involved, and a description of the defect.
The manager would like to determine which of the defects should be corrected first according to the frequency of the defect occurring. He should use which of the following quality tools?
a. Cause and effect diagram
b. Sampling inspection
c. Pareto diagram
d. Quality critical path
106. A project manager from the quality control area is trying to categorize the number of mistakes that are made in the area that paints the right front fender of the Mercedes 560 SL. She list all the possible defects on a sheet of paper and asks the inspector to make a mark each time one of the listed defects is found. This is an example of using which of the following quality tools?
a. Scatter diagram
b. Statistical measurements
c. Check sheet
d. Random sampling
107. The project management team should be aware that modern quality management complements modern project management. For example, both disciplines recognize the importance of:
a. Completion in the shortest possible time frame
b. Making a maximum profit
c. Having lower cost than competitor
d. Customer satisfaction
108. In a manufacturing process that is being controlled by control charts there are variables occurring that will affect the process output. Variations in the process that are considered to be normal process variables are called:
a. Common causes
b. Uncommon causes
c. Special causes
d. Random causes
109. Work results, quality checklists, operational definitions, and the management plan are:
a. Inputs to quality control
b. Outputs from quality control
c. Inputs to quality assurance
d. Outputs from quality assurance
110. A control chart is being used to control a manufacturing process. As part of the control a sample of five years is taken from the manufacturing process each hour of operation. Each of the five parts is measured, and the dimension is recorded on the work sheet. The average of the five parts is plotted on the control chart. This is called which of the following values?
a. X
b. X bar
c. Sample average
d. Control average
111. A project manager for the quality department is trying to solve a problem with a machine that makes die cast aluminum parts that are used in automobiles. These parts are frequently made with defects. The project manager has decided to hold a meeting to discuss the process of making the parts. He creates a diagram that has branches that
show the possible causes of the problems. Each of the branches breaks the cause down into more and more detail. This diagram is called a:
a. Pareto diagram
b. Fishtank diagram
c. Cause and effect diagram
d. Scatter diagram
112. As the manager of the production department where electrical circuits are being made you observe the inspection station where the completed printed circuit assemblies are being inspected. In this operation the inspector takes the printed circuit assembly and
puts it into a fixture. The fixture is part of the testing machine that has three digital readouts. The inspector records the readings on the three digital readouts on his inspection report. This is an example of:
a. Attribute inspection
b. Variable inspection
c. Sampling inspection
d. Process control
113. One of the important advantages of using control charts in managing a production operation is that the control chart tells you when to take corrective action on the process being controlled. Another important result of using control charts is:
a. The control chart identifies the special causes
b. The control chart tells you when you should not take corrective action
c. The control chart shows how much the defects are costing
d. The control chart shows who is responsible for the defects
114. According to the ideas behind modern quality management, quality improvements should be made:
a. In large steps through detailed study of problems and then implemented as comprehensive solutions when they are funded
b. In small incremental steps
c. By assignment of permanent quality improvement teams
d. By hiring ISO certification consultants to point out quality deficient areas
115. The Japanese developed a method of modern quality management that relies on continuing small improvements involving everyone from the top management to the lowest level worker in the organization. This is called:
a. Kamban
b. Kaizen
c. PDCA
d. Deming cycle
116. The primary benefits of meeting quality requirements are:
a. Cost and delays are reduced, production improves, cost to customers goes up, and profits go up
b. Cost and delays are reduced, production improves, market share increases, and profits go up
c. Cost and delays are reduced, capital expenditures go down, market share increases, and profits go up
d. Cost and delays are reduced, production improves, market share increases, and profits are maintained
117. When the quality management discipline is implemented, the benefits to costs ratio should at least be:
a. Unable to be evaluated
b. Less than one
c. Of little importance
d. Greater than one
118. The quality management plan provides input to __________________ and addresses quality control, quality assurance, and quality improvement.
a. The overall project plan
b. The WBS
c. The project scope
d. External stakeholders
119. Project quality assurance:
a. Includes policing the conformance of the project team to specs
b. Provides the project team and stakeholders with standards, by which the project performance is measured
c. Is a managerial process that defines the organization, design, resources, and objectives of quality management
d. Provide confidence that the project will satisfy relevant quality standards
120. What are the major advantages of the functional type of organization?
a. Single point of contact for the customer
b. Stable organizational structure
c. Project orientation
d. Multifunctional teams are easy to form
a. Modern quality management
b. Quality assurance
c. Quality
d. Quality control
102. A large project is being worked on by a large company. The client is interested in knowing how the company will be able to meet the quality needs of the project. In order to satisfy this request of the client the project manager arranges a meeting between the client and the:
a. General manager
b. Quality control manager
c. Quality assurance manager
d. Chief designer
103. One of the fundamental tenets of quality management is that quality:
a. Must exceed customer expectation
b. Is planned in and not inspected in
c. Will increase cost
d. Costs must all be passed onto the customer
104. A category or rank given to products that have the same functional use but different technical characteristics is called the product’s:
a. Quality
b. Functional characteristics
c. Grade
d. Technical characteristics
105. The quality manager of a company wishes to analyze the data that is coming to him in the form of a list of defects that have occurred in the shipping department. The report comes with defects listed chronologically as they occurred, the cost of the repair necessary to correct each defect, the person involved, and a description of the defect.
The manager would like to determine which of the defects should be corrected first according to the frequency of the defect occurring. He should use which of the following quality tools?
a. Cause and effect diagram
b. Sampling inspection
c. Pareto diagram
d. Quality critical path
106. A project manager from the quality control area is trying to categorize the number of mistakes that are made in the area that paints the right front fender of the Mercedes 560 SL. She list all the possible defects on a sheet of paper and asks the inspector to make a mark each time one of the listed defects is found. This is an example of using which of the following quality tools?
a. Scatter diagram
b. Statistical measurements
c. Check sheet
d. Random sampling
107. The project management team should be aware that modern quality management complements modern project management. For example, both disciplines recognize the importance of:
a. Completion in the shortest possible time frame
b. Making a maximum profit
c. Having lower cost than competitor
d. Customer satisfaction
108. In a manufacturing process that is being controlled by control charts there are variables occurring that will affect the process output. Variations in the process that are considered to be normal process variables are called:
a. Common causes
b. Uncommon causes
c. Special causes
d. Random causes
109. Work results, quality checklists, operational definitions, and the management plan are:
a. Inputs to quality control
b. Outputs from quality control
c. Inputs to quality assurance
d. Outputs from quality assurance
110. A control chart is being used to control a manufacturing process. As part of the control a sample of five years is taken from the manufacturing process each hour of operation. Each of the five parts is measured, and the dimension is recorded on the work sheet. The average of the five parts is plotted on the control chart. This is called which of the following values?
a. X
b. X bar
c. Sample average
d. Control average
111. A project manager for the quality department is trying to solve a problem with a machine that makes die cast aluminum parts that are used in automobiles. These parts are frequently made with defects. The project manager has decided to hold a meeting to discuss the process of making the parts. He creates a diagram that has branches that
show the possible causes of the problems. Each of the branches breaks the cause down into more and more detail. This diagram is called a:
a. Pareto diagram
b. Fishtank diagram
c. Cause and effect diagram
d. Scatter diagram
112. As the manager of the production department where electrical circuits are being made you observe the inspection station where the completed printed circuit assemblies are being inspected. In this operation the inspector takes the printed circuit assembly and
puts it into a fixture. The fixture is part of the testing machine that has three digital readouts. The inspector records the readings on the three digital readouts on his inspection report. This is an example of:
a. Attribute inspection
b. Variable inspection
c. Sampling inspection
d. Process control
113. One of the important advantages of using control charts in managing a production operation is that the control chart tells you when to take corrective action on the process being controlled. Another important result of using control charts is:
a. The control chart identifies the special causes
b. The control chart tells you when you should not take corrective action
c. The control chart shows how much the defects are costing
d. The control chart shows who is responsible for the defects
114. According to the ideas behind modern quality management, quality improvements should be made:
a. In large steps through detailed study of problems and then implemented as comprehensive solutions when they are funded
b. In small incremental steps
c. By assignment of permanent quality improvement teams
d. By hiring ISO certification consultants to point out quality deficient areas
115. The Japanese developed a method of modern quality management that relies on continuing small improvements involving everyone from the top management to the lowest level worker in the organization. This is called:
a. Kamban
b. Kaizen
c. PDCA
d. Deming cycle
116. The primary benefits of meeting quality requirements are:
a. Cost and delays are reduced, production improves, cost to customers goes up, and profits go up
b. Cost and delays are reduced, production improves, market share increases, and profits go up
c. Cost and delays are reduced, capital expenditures go down, market share increases, and profits go up
d. Cost and delays are reduced, production improves, market share increases, and profits are maintained
117. When the quality management discipline is implemented, the benefits to costs ratio should at least be:
a. Unable to be evaluated
b. Less than one
c. Of little importance
d. Greater than one
118. The quality management plan provides input to __________________ and addresses quality control, quality assurance, and quality improvement.
a. The overall project plan
b. The WBS
c. The project scope
d. External stakeholders
119. Project quality assurance:
a. Includes policing the conformance of the project team to specs
b. Provides the project team and stakeholders with standards, by which the project performance is measured
c. Is a managerial process that defines the organization, design, resources, and objectives of quality management
d. Provide confidence that the project will satisfy relevant quality standards
120. What are the major advantages of the functional type of organization?
a. Single point of contact for the customer
b. Stable organizational structure
c. Project orientation
d. Multifunctional teams are easy to form
Answers
101. C
Quality
102. C
Quality assurance manager
103. B
Is planned in and not inspected in
104. C
Grade
105. C
Pareto diagram
106. C
Check sheet
107. D
Customer satisfaction
108. A
Common causes
109. A
Inputs to quality control
110. B
X bar
111. C
Cause and effect diagram
112. B
Variable inspection
113. B
The control chart tells you when you should not take corrective action
114. B
In small incremental steps
115. B
Kaizen
116. B
Cost and delays are reduced, production improves, market share increases, and profits go up
117. D
Greater than one
118. A
The overall project plan
119. D
Provide confidence that the project will satisfy relevant quality standards
120. B
Stable organizational structure
96. C
Upper management
97. C
Upper management
98. C
Implement quality improvements as long as the benefits outweigh the costs
99. B
Design of an experiment
100. A
Quality
102. C
Quality assurance manager
103. B
Is planned in and not inspected in
104. C
Grade
105. C
Pareto diagram
106. C
Check sheet
107. D
Customer satisfaction
108. A
Common causes
109. A
Inputs to quality control
110. B
X bar
111. C
Cause and effect diagram
112. B
Variable inspection
113. B
The control chart tells you when you should not take corrective action
114. B
In small incremental steps
115. B
Kaizen
116. B
Cost and delays are reduced, production improves, market share increases, and profits go up
117. D
Greater than one
118. A
The overall project plan
119. D
Provide confidence that the project will satisfy relevant quality standards
120. B
Stable organizational structure
96. C
Upper management
97. C
Upper management
98. C
Implement quality improvements as long as the benefits outweigh the costs
99. B
Design of an experiment
100. A
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