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WGU C722 Project Management Pre-
assessment Exam Questions and Answers
1. A project manager is working on a large two-year IT project. At the end of
the first year, the project is two months behind schedule because
the interface programming is taking longer than planned. The sponsor will
not extend the deadline or the budget but is willing to eliminate an
interface.
Which schedule compression technique can the project manager use? -
ANSWER Scope reduction
2. A project manager is working on a large two-year IT project. At the end of
the first year, the project is two months behind schedule because
the interface programming is taking longer than planned. The sponsor will
not extend the deadline or reduce the scope. The project manager
decides to crash the schedule to meet the project deadline.
What is the risk of this decision? - ANSWER Reduced quality of
deliverables
3. A project was authorized as an operational necessity to repair a design flaw
in the date field on a computer system that constrains the year
number to two digits instead of permitting the year to be indicated with four
digits. During execution of the activity concerned with
identifying the affected software, five relevant software modules were
discovered that had not been included in the scope baseline. The
project team must adjust the baselines to include the omitted scope.
Which change management phase does this scenario describe? - ANSWER
Preparing for the change
4. A general contractor is managing a highway construction project that will
repair a flood-damaged road. The Department of Transportation
offered an incentive fee if the repairs are completed early. Therefore, the
project manager has established a rewards and recognition program
and has communicated this program to the project team members. The
project's recognition program will reward project team members who
, 2
add value by accelerating the project while maintaining its ability to deliver
the completed scope correctly.
Which change management phase does this scenario describe? - ANSWER
Reinforcing the change
5. A general contractor is managing a construction project that will add a new
conference room to an existing office building. The project was
documented in a fixed-price contract that specified a completion date. The
contract includes a damages clause imposing a late completion
penalty if the conference room is not ready for use by the due date. One
month into the implementation, the customer wants to modify the
room's lighting equipment. The requested change will delay the project's
critical path by three months.
Which process should be used to maintain the existing baseline? - ANSWER
Using a Change Management System to influence performance
6. A general contractor from Germany is managing a construction project in
Norway that will add a new conference room to an existing office
building. The project needs to collect requirements from the client prior to
developing plans to build the new conference room.
Which two actions would prove useful to plan the project's quality?
2 answers - ANSWER Defining traceable and verifiable requirements that
can be validated at project closure & Establishing metrics that describe what
to measure and how to measure it.
7. What is the purpose of the Cost Performance Index (CPI)? - ANSWER To
measure a project's cost effeciency
8. What is the purpose of the Schedule Performance Index (SPI)? - ANSWER
To determine a project's time efficiency
9. Strategic Business Initiative - ANSWER A project aimed at enhancing
competitiveness.
10.Business Management Project - ANSWER Initiative to improve service
delivery efficiency.
11.Independent Operations - ANSWER Tasks that function without
interdependencies.
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12.Interdependent Tasks - ANSWER Tasks that rely on each other for
completion.
13.Regulatory Concept - ANSWER Compliance with laws and regulations in
projects.
14.External Environment - ANSWER Factors outside the organization affecting
projects.
15.Stakeholder - ANSWER Individual or group with interest in project
outcomes.
16.Director of Operations - ANSWER Key stakeholder initiating strategic
business initiatives.
17.Five Process Groups - ANSWER Initiating, Planning, Executing,
Monitoring, Closing.
18.Risk Process Group - ANSWER Focuses on identifying and managing
project risks.
19.PRINCE2 - ANSWER Project management methodology for controlled
environments.
20.PMBOK - ANSWER Project Management Body of Knowledge framework.
21.Executing Process Group - ANSWER Main activities of project
management occur here.
22.Functional Organizational Structure - ANSWER Departmentalized structure
with clear authority lines.
23.Project Customer - ANSWER Primary focus of project outcomes and
satisfaction.
24.Collaboration Efficiency - ANSWER Improved cooperation among
departments in projects.
25.Holistic Project Management - ANSWER Managing all aspects of a project
comprehensively.
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26.Project Management Office (PMO) - ANSWER Supports multiple projects
within an organization.
27.Projectized Organizational Structure - ANSWER Structure where projects
are the primary focus.
28.Functional Responsibilities - ANSWER Team members retain roles within
their departments.
29.Access to Technologies - ANSWER Project team members use latest tools
and skills.
30.Historical Data Access - ANSWER Utilizing past project data for current
projects.
31.Resource Coordination - ANSWER Monitoring shared resources across
multiple projects.
32.Corporate Strategy - ANSWER Defined in project charter for organizational
alignment.
33.Quality Process Group - ANSWER Ensures project deliverables meet
quality standards.
34.Communication Process Group - ANSWER Facilitates information sharing
among project stakeholders.
35.Closing Process Group - ANSWER Finalizing all project activities and
deliverables.
36.Timely Payment of Liabilities - ANSWER Ensures financial obligations are
met promptly.
37.Improvement in Product Design - ANSWER Enhancement of products to
meet customer needs.
38.Managerial Reserve Fund - ANSWER 10% fund for warranty back charges.
39.Cost Elimination - ANSWER Removing costs from corporate procedures.
WGU C722 Project Management Pre-
assessment Exam Questions and Answers
1. A project manager is working on a large two-year IT project. At the end of
the first year, the project is two months behind schedule because
the interface programming is taking longer than planned. The sponsor will
not extend the deadline or the budget but is willing to eliminate an
interface.
Which schedule compression technique can the project manager use? -
ANSWER Scope reduction
2. A project manager is working on a large two-year IT project. At the end of
the first year, the project is two months behind schedule because
the interface programming is taking longer than planned. The sponsor will
not extend the deadline or reduce the scope. The project manager
decides to crash the schedule to meet the project deadline.
What is the risk of this decision? - ANSWER Reduced quality of
deliverables
3. A project was authorized as an operational necessity to repair a design flaw
in the date field on a computer system that constrains the year
number to two digits instead of permitting the year to be indicated with four
digits. During execution of the activity concerned with
identifying the affected software, five relevant software modules were
discovered that had not been included in the scope baseline. The
project team must adjust the baselines to include the omitted scope.
Which change management phase does this scenario describe? - ANSWER
Preparing for the change
4. A general contractor is managing a highway construction project that will
repair a flood-damaged road. The Department of Transportation
offered an incentive fee if the repairs are completed early. Therefore, the
project manager has established a rewards and recognition program
and has communicated this program to the project team members. The
project's recognition program will reward project team members who
, 2
add value by accelerating the project while maintaining its ability to deliver
the completed scope correctly.
Which change management phase does this scenario describe? - ANSWER
Reinforcing the change
5. A general contractor is managing a construction project that will add a new
conference room to an existing office building. The project was
documented in a fixed-price contract that specified a completion date. The
contract includes a damages clause imposing a late completion
penalty if the conference room is not ready for use by the due date. One
month into the implementation, the customer wants to modify the
room's lighting equipment. The requested change will delay the project's
critical path by three months.
Which process should be used to maintain the existing baseline? - ANSWER
Using a Change Management System to influence performance
6. A general contractor from Germany is managing a construction project in
Norway that will add a new conference room to an existing office
building. The project needs to collect requirements from the client prior to
developing plans to build the new conference room.
Which two actions would prove useful to plan the project's quality?
2 answers - ANSWER Defining traceable and verifiable requirements that
can be validated at project closure & Establishing metrics that describe what
to measure and how to measure it.
7. What is the purpose of the Cost Performance Index (CPI)? - ANSWER To
measure a project's cost effeciency
8. What is the purpose of the Schedule Performance Index (SPI)? - ANSWER
To determine a project's time efficiency
9. Strategic Business Initiative - ANSWER A project aimed at enhancing
competitiveness.
10.Business Management Project - ANSWER Initiative to improve service
delivery efficiency.
11.Independent Operations - ANSWER Tasks that function without
interdependencies.
, 3
12.Interdependent Tasks - ANSWER Tasks that rely on each other for
completion.
13.Regulatory Concept - ANSWER Compliance with laws and regulations in
projects.
14.External Environment - ANSWER Factors outside the organization affecting
projects.
15.Stakeholder - ANSWER Individual or group with interest in project
outcomes.
16.Director of Operations - ANSWER Key stakeholder initiating strategic
business initiatives.
17.Five Process Groups - ANSWER Initiating, Planning, Executing,
Monitoring, Closing.
18.Risk Process Group - ANSWER Focuses on identifying and managing
project risks.
19.PRINCE2 - ANSWER Project management methodology for controlled
environments.
20.PMBOK - ANSWER Project Management Body of Knowledge framework.
21.Executing Process Group - ANSWER Main activities of project
management occur here.
22.Functional Organizational Structure - ANSWER Departmentalized structure
with clear authority lines.
23.Project Customer - ANSWER Primary focus of project outcomes and
satisfaction.
24.Collaboration Efficiency - ANSWER Improved cooperation among
departments in projects.
25.Holistic Project Management - ANSWER Managing all aspects of a project
comprehensively.
, 4
26.Project Management Office (PMO) - ANSWER Supports multiple projects
within an organization.
27.Projectized Organizational Structure - ANSWER Structure where projects
are the primary focus.
28.Functional Responsibilities - ANSWER Team members retain roles within
their departments.
29.Access to Technologies - ANSWER Project team members use latest tools
and skills.
30.Historical Data Access - ANSWER Utilizing past project data for current
projects.
31.Resource Coordination - ANSWER Monitoring shared resources across
multiple projects.
32.Corporate Strategy - ANSWER Defined in project charter for organizational
alignment.
33.Quality Process Group - ANSWER Ensures project deliverables meet
quality standards.
34.Communication Process Group - ANSWER Facilitates information sharing
among project stakeholders.
35.Closing Process Group - ANSWER Finalizing all project activities and
deliverables.
36.Timely Payment of Liabilities - ANSWER Ensures financial obligations are
met promptly.
37.Improvement in Product Design - ANSWER Enhancement of products to
meet customer needs.
38.Managerial Reserve Fund - ANSWER 10% fund for warranty back charges.
39.Cost Elimination - ANSWER Removing costs from corporate procedures.
