FAQ Frequently Asked Question PMBOK GUIDE 6th Edition:
Chapter 08 PROJECT QUALITY MANAGEMENT
Chapter 09 PROJECT RESOURCE MANAGEMENT
Project Quality Management includes the processes for incorporating the organization’s quality policy regarding
planning, managing, and controlling project and product quality requirements in order to meet stakeholders’ objectives.
Project Quality Management also supports continuous process improvement activities as undertaken on behalf of the performing organization.
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2. Sebutkan nama-nama proses yang merupakan bagian dari Knowledge Area PQM serta tujuan (konteks) dari masing masing proses tersebut.
8.1 Plan Quality Management
The process of identifying quality requirements and/or standards for the project
and its deliverables, and documenting how the project will demonstrate compliance with quality requirements and/
or standards.
8.2 Manage Quality
The process of translating the quality management plan into executable quality activities that
incorporate the organization’s quality policies into the project.
8.3 Control Quality
The process of monitoring and recording the results of executing the quality management
activities to assess performance and ensure the project outputs are complete, correct, and meet customer expectations.
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3. Apakah perbedaan antara
a. Quality dan Grade.
b. Prevention dan Inspection
c. Attribute Sampling dan Variable Sampling
d. Tolerances dan Control Limit
Quality vs grade:
Quality and grade are not the same concepts. Quality as a delivered performance or result is “the degree to which a set of inherent characteristics fulfill requirements” (ISO 9000 [18].). Grade as a design intent is a category assigned to deliverables having the same functional use but different technical characteristics. The project manager and the project management team are responsible for managing the trade-offs associated with delivering the required levels of both quality and grade. While a quality level that fails to meet quality requirements is always a problem, a low-grade product may not be a problem.
For example:
- It may not be a problem if a suitable low-grade product (one with a limited number of features) is of high quality (no obvious defects). In this example, the product would be appropriate for its general purpose of use.
- It may be a problem if a high-grade product (one with numerous features) is of low quality (many defects). In essence, a high-grade feature set would prove ineffective and/or inefficient due to low quality.
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Prevention dan Inspection
Prevention is preferred over inspection. It is better to design quality into deliverables, rather than to find quality issues during inspection. The cost of preventing mistakes is generally much less than the cost of correcting mistakes when they are found by inspection or during usage.
Depending on the project and the industry area, the project team may need a working knowledge of statistical control processes to evaluate data contained in the Control Quality outputs. The team should know the differences between the following pairs of terms:
- Prevention (keeping errors out of the process) and inspection (keeping errors out of the hands of the customer);
- Attribute sampling (the result either conforms or does not conform) and variable sampling (the result is rated on a continuous scale that measures the degree of conformity); and
- Tolerances (specified range of acceptable results) and control limits (that identify the boundaries of common variation in a statistically stable process or process performance).
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Attribute Sampling dan Variable Sampling
- Attribute sampling (the result either conforms or does not conform) and
- variable sampling (the result is rated on a continuous scale that measures the degree of conformity);
Tolerances dan Control Limit
- Tolerances (specified range of acceptable results) and
- Control limits (that identify the boundaries of common variation in a statistically stable process or process performance).
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4. Apakah trend yang berkembang dalam praktik Project Quality Management menurut PMBOK Ed 6?
Modern quality management approaches seek to minimize variation and to deliver results that meet defined
stakeholder requirements. Trends in Project Quality Management include but are not limited to:
- Customer satisfaction. Understand, evaluate, define, and manage requirements so that customer expectations are met. This requires a combination of conformance to requirements (to ensure the project produces what it was created to produce) and fitness for use (the product or service needs to satisfy the real needs). In agile environments, stakeholder engagement with the team ensures customer satisfaction is maintained throughout the project.
- Continual improvement. The plan-do-check-act (PDCA) cycle is the basis for quality improvement as defined by Shewhart and modified by Deming. In addition, quality improvement initiatives such as total quality management (TQM), Six Sigma, and Lean Six Sigma may improve both the quality of project management, as well as the quality of the end product, service, or result.
- Management responsibility. Success requires the participation of all members of the project team. Management retains, within its responsibility for quality, a related responsibility to provide suitable resources at adequate capacities.
- Mutually beneficial partnership with suppliers. An organization and its suppliers are interdependent. Relationships based on partnership and cooperation with the supplier are more beneficial to the organization and to the suppliers than traditional supplier management. The organization should prefer long-term relationships over short-term gains. A mutually beneficial relationship enhances the ability for both the organization and the suppliers to create value for each other, enhances the joint responses to customer needs and expectations, and optimizes costs and resources.
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5. Apa saja 5 tahap dalam perkembangan quality management dalam suatu organisasi?
There are five levels of increasingly effective quality management as follows:
- Usually, the most expensive approach is to let the customer find the defects. This approach can lead to warranty issues, recalls, loss of reputation, and rework costs.
- Detect and correct the defects before the deliverables are sent to the customer as part of the quality control process. The control quality process has related costs, which are mainly the appraisal costs and internal failure costs.
- Use quality assurance to examine and correct the process itself and not just special defects.
- Incorporate quality into the planning and designing of the project and product.
- Create a culture throughout the organization that is aware and committed to quality in processes and products.
7. Apa beda Quality Report dan Work Performance Report? Apakah Quality Report membutuhkan WPI sebagai input sebagaimana Work Performance Report?
Quality Report
The quality reports can be graphical, numerical, or qualitative. The information provided can be used by other
processes and departments to take corrective actions in order to achieve the project quality expectations. The information presented in the quality reports may include all quality management issues escalated by the team; recommendations for process, project, and product improvements; corrective actions recommendations (including rework, defect/bugs repair, 100% inspection, and more); and the summary of findings from the Control Quality process.
Work Performance Report
Work performance reports are the physical or electronic representation of work performance information intended to generate decisions, actions, or awareness. Performance reports that can help with project team management include results from schedule control, cost control, quality control, and scope validation. The information from performance reports and related forecasts assists in determining future team resource requirements, recognition and rewards, and updates to the resource management plan.
Apakah Quality Report membutuhkan WPI sebagai input sebagaimana Work Performance Report? Tidak
8. Apakah key points beserta contoh pelaksanaan project quality management dalam agile project ?
In order to navigate changes, agile methods call for frequent quality and review steps built in throughout the project
rather than toward the end of the project. Recurring retrospectives regularly check on the effectiveness of the quality processes. They look for the root cause of issues then suggest trials of new approaches to improve quality.
Subsequent retrospectives evaluate any trial processes to determine if they are working and should be continued or new adjusting or should be dropped from use.
In order to facilitate frequent, incremental delivery, agile methods focus on small batches of work, incorporating as
many elements of project deliverables as possible. Small batch systems aim to uncover inconsistencies and quality
issues earlier in the project life cycle when the overall costs of change are lower.
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9. Mengapa Project Charter dan Project Management Plan dibutuhkan dalam proses Plan Quality Management?
The project charter provides the high-level project description and product characteristics.
It also contains the project approval requirements, measurable project objectives, and related success criteria that will influence the quality management of the project.
Project Management Plan needed for the Plan Quality Management are:
· Requirements management plan. The requirements management plan provides the approach for identifying, analyzing, and managing the requirements that the quality management plan and quality metrics will reference.
· Risk management plan. Described in Section 11.1.3.1. The risk management plan provides the approach for identifying, analyzing, and monitoring risks. The information in the risk management plan and quality management plan work together to successfully deliver product and project success.
· Stakeholder engagement plan. Described in Section 13.2.3.1. The stakeholder engagement plan provides the method for documenting the stakeholders’ needs and expectations that provide the foundation for quality management.
· Scope baseline. Described in Section 5.4.3.1. The WBS along with the deliverables documented in the project scope statement are considered while determining which quality standards and objectives are suitable for the project, and which project deliverables and processes will be subjected to quality review. The scope statement includes the acceptance criteria for the deliverables. The definition of acceptance criteria may significantly increase or decrease quality costs and, therefore, project costs. Satisfying all acceptance criteria implies the needs of the stakeholders have been met.
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10. Jelaskan komponen yang ada dan merupakan bagian dari Quality Management Plan
· Quality standards that will be used by the project;
· Quality objectives of the project;
· Quality roles and responsibilities;
· Project deliverables and processes subject to quality review;
· Quality control and quality management activities planned for the project;
· Quality tools that will be used for the project; and
· Major procedures relevant for the project, such as dealing with nonconformance, corrective actions procedures, and continuous improvement procedures.
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11. Apakah maksud Cost of Quality? Jelaskan pembagian beserta contoh-contohnya.
Cost of Quality is all costs incurred over the life of the product by investment in preventing nonconformance to requirements, appraising the product or service for conformance to requirements, and failing to meet requirements (rework).
- Prevention costs. Costs related to the prevention of poor quality in the products, deliverables, or services of the specific project. Ex. Training.
- Appraisal costs. Costs related to evaluating, measuring, auditing, and testing the products, deliverables, or services of the specific project. Ex. Testing.
- Failure costs (internal/external). Costs related to nonconformance of the products, deliverables, or services to the needs or expectations of the stakeholders. Ex. Rework, Liabilities.
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12. Apakah maksud the optimal COQ?
The optimal COQ is one that reflects the appropriate balance for investing in the cost of prevention and appraisal to avoid failure costs. Models show that there is an optimal quality cost for projects, where investing in additional prevention/appraisal costs is neither beneficial nor cost effective.
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13. Apakah perbedaan Manage Quality dan Quality Assurance, berikan contohnya
Manage Quality is the process of translating the quality management plan into executable quality activities that incorporate the organization’s quality policies into the project. The key benefits of this process are that it increases the probability of meeting the quality objectives as well as identifying ineffective processes and causes of poor quality.
Manage Quality uses the data and results from the control quality process to reflect the overall quality status of the project to the stakeholders. This process is performed throughout the project.
Manage Quality is sometimes called quality assurance, although Manage Quality has a broader definition than quality assurance as it is used in nonproject work. In project management, the focus of quality assurance is on the processes used in the project. Quality assurance is about using project processes effectively. It involves following and meeting standards to assure stakeholders that the final product will meet their needs, expectations, and requirements. Manage Quality includes all the quality assurance activities, and is also concerned with the product design aspects and process improvements. Manage Quality work will fall under the conformance work category in the cost of quality framework.
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14. Gambarkan secara sederhana, pembacaan dan tujuan dari tool: Flowcharts, Matrix Diagram, Logical Data Model, Mind Mapping, Ishikawa Diagram, Affinity Diagram, Flowcharts, Histogram, Paretto Diagram, Scatter Diagram, Checklists, Checksheets, Control Chart
- Flowcharts show a series of steps that lead to a defect.
- Affinity diagrams can organize potential causes of defects into groups showing areas that should be focused on the most.
- The matrix diagram seeks to show the strength of relationships among factors, causes, and objectives that exist between the rows and columns that form the matrix.
- Ishikawa diagrams breaks down the causes of the problem statement identified into discrete branches, helping to identify the main or root cause of the problem. Figure 8-9 is an example of a cause-and-effect diagram.
- Mind mapping is a diagrammatic method used to visually organizing information.
- Matrix diagrams help find the strength of relationships among different factors, causes, and
objectives that exist between the rows and columns that form the matrix.
- Logical data models are a visual representation of an organization’s data, described in business language and independent of any specific technology. The logical data model can be used to identify where data integrity or other quality issues can arise.
- A scatter diagram is a graph that shows the relationship between two variables. Scatter diagrams can demonstrate a relationship between any element of a process, environment, or activity on one axis and a quality defect on the other axis.
- Control charts are used to determine whether or not a process is stable or has predictable performance.
- A checklist is a list of items, actions, or points to be considered.
- Checksheets is a tally sheet that can be used as a checklist when gathering data.
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15. Apakah perbedaan antara Quality Audit dan Inspection. Berikan contohnya
An audit is a structured, independent process used to determine if project activities comply with organizational and project policies, processes, and procedures. A quality audit is usually conducted by a team external to the project.
An inspection is the examination of a work product to determine if it conforms to documented standards.
Audits are not just about finding problems, but also about finding best practices or positives. On the other hand, Inspections are largely to find problems. This is the main difference.
Audit is a Quality Assurance function, which comes under the Manage Quality process of PMBOK Guide, 6th edition, whereas Inspection is a Quality Control function, which comes under the Control Quality process of PMBOK Guide, 6th edition.
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16. Apa perbedaan antara WBS dan OBS?
The WBS is designed to show how project deliverables are broken down into work packages and provide a way of showing high-level areas of responsibility.
While the WBS shows a breakdown of project deliverables, an OBS is arranged according to an organization’s existing departments, units, or teams, with the project activities or work packages listed under each department. An operational department, such as information technology or purchasing, can see all of its project responsibilities by looking at its portion of the OBS.
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17. Apa saja dan jelaskan step-step problem solving?
· Identify the problem. Specify the problem.
· Define the problem. Break it into smaller, manageable problems.
· Investigate. Collect data.
· Analyze. Find the root cause of the problem.
· Solve. Choose the suitable solution from a variety of available ones.
· Check the solution. Determine if the problem has been fixed.
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18. Apa perbedaan utama antara role, authority, responsibility, and competence?? Dan di Plan mana bisa kita temukan?
At Resource Management Plan
Role. The function assumed by, or assigned to, a person in the project. Examples of project roles are civil engineer, business analyst, and testing coordinator.
Authority. The rights to apply project resources, make decisions, sign approvals, accept deliverables, and influence others to carry out the work of the project.
Responsibility. The assigned duties and work that a project team member is expected to perform in order to complete the project’s activities.
Competence. The skill and capacity required to complete assigned activities within the project constraints.
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19. Apa itu team charter? Dan apa key content dari suatu team charter??
The team charter is a document that establishes the team values, agreements, and operating guidelines for the team.
The team charter may include but is not limited to:
· Team values,
· Communication guidelines,
· Decision-making criteria and process,
· Conflict resolution process,
· Meeting guidelines, and
· Team agreements.
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20. Apa yang dimaksud Resource Calendars di Estimate Activity Resources Process? Dari mana asalnya?
A resource calendar identifies the working days, shifts, start and end of normal business hours, weekends, and public holidays when each specific resource is available.
Information on which resources (such as team resource, equipment, and material) are potentially available during a planned activity period is used for estimating resource utilization. Resource calendars also specify when, and for how long, identified team and physical resources will be available during the project. This information may be at the activity or project level. This includes consideration of attributes such as resource experience and/or skill level, as well as various geographical locations.
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21. Apa pertimbangan utama saat mengambil keputusan dalam acquire resources process dengan tim proyek berada di luar negeri dengan bahasa daerah yang berbeda?
Using a multicriteria decision analysis tool, criteria are developed and used to rate or score potential resources (for example, choosing between internal and external team resources). The criteria are weighted according to their relative importance and values can be changed for different types of resources.
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22. Apakah itu Virtual Team? Apa manfaat dan kekurangan utama yang bekerja dengan Virtual Team? 23. Apa tujuan dari Colocation? mengapa Colocation diperlukan?
Virtual teams can be defined as groups of people with a shared goal who fulfill their roles with little or no time spent meeting face to face.
The virtual team model makes it possible to:
· Form teams of people from the same organization who live in widespread geographic areas;
· Add special expertise to a project team even though the expert is not in the same geographic area;
· Incorporate employees who work from home offices;
· Form teams of people who work different shifts, hours, or days;
· Include people with mobility limitations or disabilities;
· Move forward with projects that would have been held or canceled due to travel expenses; and
· Save the expense of offices and all physical equipment needed for employees.
Communication planning becomes increasingly important in a virtual team environment. Additional time may be needed to set clear expectations, facilitate communications, develop protocols for resolving conflict, include people in decision making, understand cultural differences, and share credit in successes.
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23. Apa tujuan dari Colocation? mengapa Colocation diperlukan?
Colocation involves placing many or all of the most active project team members in the same physical location to enhance their ability to perform as a team. Colocation can be temporary, such as at strategically important times during the project, or can continue for the entire project. Colocation strategies can include a team meeting room, common places to post schedules, and other conveniences that enhance communication and a sense of community.
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24. Tolong sebutkan dan jelaskan tahap-tahap Tuckman Ladder team development!
· Forming. This phase is where the team members meet and learn about the project and their formal roles and responsibilities. Team members tend to be independent and not as open in this phase.
· Storming. During this phase, the team begins to address the project work, technical decisions, and the project management approach. If team members are not collaborative or open to differing ideas and perspectives, the environment can become counterproductive.
· Norming. In this phase, team members begin to work together and adjust their work habits and behaviors to support the team. The team members learn to trust each other.
· Performing. Teams that reach the performing stage function as a well-organized unit. They are interdependent and work through issues smoothly and effectively.
· Adjourning. In this phase, the team completes the work and moves on from the project. This typically occurs when staff is released from the project as deliverables are completed or as part of the Close Project or Phase process.
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25. Tolong sebutkan dan jelaskan dengan contoh : lima teknik umum untuk resolving conflicts!
There are five general techniques for resolving conflict. Each technique has its place and use:
· Withdraw/avoid. Retreating from an actual or potential conflict situation; postponing the issue to be better prepared or to be resolved by others.
· Smooth/accommodate. Emphasizing areas of agreement rather than areas of difference; conceding one’s position to the needs of others to maintain harmony and relationships.
· Compromise/reconcile. Searching for solutions that bring some degree of satisfaction to all parties in order to temporarily or partially resolve the conflict. This approach occasionally results in a lose-lose situation.
· Force/direct. Pushing one’s viewpoint at the expense of others; offering only win-lose solutions, usually enforced through a power position to resolve an emergency. This approach often results to a win-lose situation.
· Collaborate/problem solve. Incorporating multiple viewpoints and insights from differing perspectives; requires a cooperative attitude and open dialogue that typically leads to consensus and commitment. This approach can result in a win-win situation.
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26. Mengapa Agreement diperlukan dalam control resources process?
Agreements made within the context of the project are the basis for all resources external to the organization and should define procedures when new, unplanned resources are needed or when issues arise with the current resources.
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27. Tolong berikan contoh change request dalam proses Acquire Resources, Develop Team, Manage Team dan Control Resource.
When changes occur as a result of carrying out the Acquire Resources process (for example, impacts to the schedule) or when recommended corrective or preventive actions impact any of the components of the project management plan or project documents, the project manager needs to submit a change request
If change requests occur as a result of carrying out the Develop Team process or if recommended corrective or preventive actions impact any of the components of the project management plan or project documents, the project manager needs to submit a change request and follow the Perform Integrated Change Control process
When change requests occur as a result of carrying out the Manage Team process or when recommended corrective or preventive actions impact any of the components of the project management plan or project documents, the project manager needs to submit a change request. For example, staffing changes, whether made by choice or by uncontrollable events, can disrupt the project team.
When change requests occur as a result of carrying out the Control Resources process or when recommended, corrective, or preventive actions impact any of the components of the project management plan or project documents, the project manager needs to submit a change request.
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28. Apa perbedaan antara Ground Rules dan Team Charter?
Ground rules, defined in the team charter set the expected behavior for project team members, as well as other stakeholders, with regard to stakeholder engagement.
Team Charter is A document that records the team values, agreements, and operating guidelines, as well as establishing clear expectations regarding acceptable behavior by project team members.
Team Charter is an OUTPUT that documents what are the values, vision, expectations (e.g., ground rules), guidelines, decision-making criteria and processes, etc.
Ground rules is a TOOL used to inform team members of acceptable behavior, say in a meeting with stakeholders. Ground rules are defined in the Team Charter.
So, a project manager can use the ground rules documented in the team charter to inform his team what behavior is acceptable and what is not.
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29. Apa beda Project organization charts & Resource Breakdown Structure?
Project Organization Chart is a document that graphically depicts the project team members and their interrelationships for a specific project.
Resource Breakdown Structure is a hierarchical representation of resources by category and type.
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30. Apa singkatan dari RACI? Mengapa RACI diperlukan? Apa yg unik di RACI?
RACI is responsible, accountable, consult, and inform. It shows the project resources assigned to each work package. It is used to illustrate the connections between work packages, or activities, and project team members. This also ensures that there is only one person accountable for any one task to avoid confusion about who is ultimately in charge or has authority for the work. A RACI chart is a useful tool to use to ensure clear assignment of roles and responsibilities when the team consists of internal and external resources.
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