Explanation:
Quality function deployment helps a design team to define, design, manufacture, and deliver a product or service to meet or exceed customer needs. Its main features are to capture the customer’s requirements, ensure cross-functional teamwork, and link the
main phases of product development -product planning, part deployment, process planning, and production planning.

Explanation:
Rework is a frequent cause of project overruns. The project team must make every reasonable effort to control and minimize rework so that defective or nonconforming components are brought into compliance with requirements or specifications.

Explanation:
Benchmarking involves comparing actual or planned practices to those practices of comparable projects to identify best practices, to note ideas for improvement, and to provide a way to measure performance.

Explanation:
Quality assurance increases project effectiveness and efficiency and provides added benefits to project stakeholders. It includes all the planned and systematic quality activities to ensure that the project uses all the processes to meet requirements. Quality
assurance should be performed throughout the project.

Explanation:
CPI = EV/AC and measures the efficiency of the physical progress accomplished compared to the baseline. A CPI of 0.84 means that for every dollar spent, you’re only receiving 84 cents of progress. Therefore, you should focus on improving the productivity by
which work is being performed.

Explanation:
Schedule variance is calculated: EV -PV or $1,000 -$1,200 = -$200. Because the SV is negative, physical progress is being accomplished at a slower rate than planned.

Explanation:
Because schedule performance index (SPI) and cost performance index (CPI) are expressed as ratios, they can be used to show performance for a specific time period or trends over a long-time horizon. Additionally, there is no need to disclose confidential
financial data to convey the project’s status to one’s customers; they should not have a need to know such information, unless there is a contractual requirement to do so.

Explanation:
Cost curves for planned and actual expenditures are created by adding each month’s costs to the previous reporting period’s expenditures. By doing so, one can quickly see how the project is performing.

Explanation:
The WBS provides the relationship among all the project deliverables and their components and should be reviewed before the budget is developed. As the budget is determined, the cost estimates for the activities should be aggregated by the work packages in
the WBS. Then, later, they are aggregated for the control accounts and finally for the entire project.

Explanation:
Lessons learned but not documented are “lessons lost.” The lessons learned knowledge database will help current project members, as well as people on future projects, make better decisions. Accordingly, the reasons for the variance, the rationale supporting
the corrective action, and other related information must be documented. They require updates as part of updates to organizational process assets as an output of control costs in terms of corrective actions taken and why they were selected.