QUALITY MANAGEMENT
1. The processes required to ensure that the project will satisfy the needs
for which it was undertaken include all activities of the overall manage-
ment function that determines the quality policy, objectives, and re-
sponsibilities and implements them by means such as quality planning,
quality control, quality assurance, and quality improvement, within the
quality system. This is called:
a. Quality assurance.
b. Quality control.
c. Quality planning.
d. Quality management.
2. Decisions as to the types of projects that should be accomplished and
strategic plans as to the quality of the projects that is required should
be the decision of which of the following?
a. Project manager
b. Procurement manager
c. Upper management
d. Stakeholders
3. According to Deming and Juran most of the quality problems that exist
are due to a defect or failure in processes that are controlled by:
a. The project manager.
b. The procurement manager.
c. Upper management.
d. Stakeholders.
4. A project manager is managing a large project and must consider the
application of a quality management plan. One of the critical factors in
such a plan is the cost of implementing the plan. The project manager
should:
a. Invoice the client for all quality improvements.
b. Implement the highest quality possible regardless of cost.
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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:
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289Quality Management
a. General manager.
b. Quality control manager.
c. Quality assurance manager.
d. Chief designer.
9. One of the fundamental tenets of quality management is that quality:
a. Must exceed customer expectations.
b. Is planned in and not inspected in.
c. Will increase cost.
d. Costs must all be passed onto the customer.
10. 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.
11. 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 chronologi-
cally as they occurred, the cost of the repair necessary to correct each
defect, the person involved, and a description of the defect. The man-
ager 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

agement plan are:
a. Inputs to quality control.
b. Outputs from quality control.
c. Inputs to quality assurance.
d. Outputs from quality assurance.
16. A control chart is being used to control a manufacturing process. As
part of the control a sample of five parts is taken from the manufactur-
ing 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
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291Quality Management
c. Sample average
d. Control average
17. A project manager for the quality department is trying to solve a prob-
lem 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 of the causes. This diagram is called a:
a. Pareto diagram.
b. Fishtank diagram.
c. Cause and effect diagram.
d. Scatter diagram.
18. As the manager of the production department where electrical circuits
are being made you observe the inspection station where the completed

top management to the lowest level worker in the organization. This is
called:
a. Kamban.
b. Kaizen.
c. PDCA.
d. Deming cycle.
22. The primary benefits of meeting quality requirements are:
a. Cost and delays are reduced, production improves, cost to customer
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.
23. 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.
24. The quality management plan provides input to
and
addresses quality control, quality assurance, and quality improvement.
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293Quality Management
a. The overall project plan
b. The WBS
c. The project scope
d. External stakeholders
25. 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

11
A.M.
12
A.M.
1
P.M.
X bar 125 126 127 128 129
R 21423
a. The process is not in control and should be adjusted.
b. The process is in control and should not be adjusted.
c. The value of R is too high at 11 ..
d. The value for X bar is outside the control limits.
29. The diagram that ranks defects in the order of frequency of occurrence
and shows the number of defects and the cumulative percentage from
the greatest number of defects to the least number of defects is called a:
a. Bar chart.
b. Critical path.
c. Pie chart.
d. Pareto diagram.
30. Employees of a company were measured on the amount of scrap that
they produced over a period of time. The number of hours of training
that they had was also measured. When these results were plotted on a
scatter diagram, they were found to be negatively correlated. This means
that:
a. Scrap increased as training hours increased.
b. Scrap decreased as training hours increased.
c. Scrap increased as training hours decreased.
d. Scrap decreased as training hours decreased.
It was decided to set up a process to control the output of a machine that
was manufacturing buttons. The following measurements of the diameter of

b. 55.1 inches
c. .010 inches
d. 10 inches
34. In acceptance sampling the ideal operating characteristic curve would:
a. Reject all lots that were above the AQL.
b. Accept all lots that were above the AQL.
c. Have buyer’s risk below the AQL.
d. Have seller’s risk below the AQL.
35. A company uses sampling inspection to inspect parts that are sent to
their customers. If a lot of parts is rejected from sampling inspection, it
is inspected 100% and the rejected parts are sent back to the manufac-
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296 Preparing for the Project Management Professional Certification Exam
turing department for rework or scrap. What happens to the overall
outgoing quality level as the number of defective parts increases?
a. The overall outgoing quality level decreases at first and then increases.
b. The overall outgoing quality level increases at first and then decreases.
c. The overall outgoing quality level decreases.
d. The overall outgoing quality level increases.
36. ISO standards are reviewed and reissued every:
a. Ten years.
b. One year.
c. Two years.
d. Five years.
37. In the Shewhart and Deming cycle, the letters P D C A stand for:
a. Purchase, deliver, cost, and acquisition.
b. Prevent defects caused by anyone.
c. Plan, do, check, and act.
d. Please don’t cause accidents.
38. The Deming cycle is usually represented by: