TOPIC: Free CAPM® Exam Sample Question

Where is process improvement expected to be executed?

A. Plan Quality Management
B. Manage Quality
C. Control Quality
D. Monitor and Control Project Work

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HINT: Which process falls within the Executing process group?

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Answer and Explanation:
The correct answer is B.

The Manage Quality process falls within the Executing process group. Process analysis is a data analysis technique used during this process to identify opportunities for process improvements by analyzing problems and constraints experienced or non-value-added steps in processes.

Details for each option:

A. Plan Quality Management
Incorrect. The Plan Quality Management process may define the data representation models used for process analysis and improvement. However, this process is firmly within planning. Executing process improvement is reserved for a process in the Executing process group.

B. Manage Quality
Correct. One of the purposes of the Manage Quality process is to identify needed improvements to enhance the process performance. This process is firmly within the Executing process group and is responsible for executing process improvement.

C. Control Quality
Incorrect. The Control Quality process only monitors and records the results of executing quality management activities to verify that project deliverables and work meet the requirements and documenting or otherwise demonstrating that the sponsor’s or customer’s acceptance criteria have been met. The tools and techniques of this process do not reflect process improvements.

D. Monitor and Control Project Work
Incorrect. The Monitor and Control Project Work process is concerned with tracking, reviewing, and reporting overall progress to meet the performance objectives defined in the project management plan. Since this process falls under the Monitoring and Controlling process group, you will not find an expectation for executing process improvements here.

Reference: A Guide to the Project Management Body of Knowledge, (PMBOK^® Guide) – Sixth Edition, Project Management Institute Inc., 2017, Page(s) 288-290, 292