WGU - C722 EXAM QUESTIONS WITH CERTIFIED
SOLUTIONS.
Terms in this set (281)
Three essential drivers that Cohesiveness, Trust, Motivation
must be achieved to generate
positive characteristics in
project teams
The five stages Dr. Bruce Forming, Storming, Norming, Performing, Adjorning
Tuckman (1965) introduced
of group development
Forming In this stage, team members may be meeting for the first
time. Often, no one really knows much about anyone else on
the team. It may be premature to refer to this group of
individuals as a team. It is a time of introduction and forming
relationships and understanding from exchange of
information.
Team members are beginning to know about each other,
but they do not yet understand how to work together.
Members may "jockey for position" within the team. The
dynamics of working together beyond any written
Storming statement of "roles and responsibilities" are being
established. Personalities surface, showing the strengths,
weaknesses, and personal needs of each individual on the
team. Integration into a team may come with some struggle
and conflict.
,Norming Team members have "figured out" how they will interact
with each other. Working relationships are beginning to
form. Trust and understanding is beginning to form between
team members. They are beginning to feel comfortable
working together and openly and willingly sharing
information.
Performing Team members are fully comfortable working together.
Trust has been developed. Working relationships have
jelled. Work is being conducted and project progress is
occurring.
Adjourning This only occurs when all the team's work has been
completed and the team is no longer required. This may
occur at any time in the project life cycle.
Co-located Teams involves team members physically working at the same
location or holding project meetings together in a common
setup.
Virtual Teams are teams whose members interact primarily through electronic
communications. Members of a virtual team may be within the
same building or across continents.
Two common situations The scope may be expanded to include additional functionality or
occur that may prompt a the scope may be diminished due to changes in the project
change to the baseline environment such as reduced funding or requirements or
scope changing time/due date.
Scope creep occurs when the project team integrates enhancements to
the scope without proper evaluation and approval.
work performance data will identify the work activities that are completed, partially
completed, or not started.
is a list of potential risks, how the risks will be monitored,
risk register
and what action will be taken should the risk event occur.
,corrective action is a document issued to identify quality failures and how
they will be corrected. The deliverable itself may need to be
reworked and the project plan may need to be revised to
ensure that future deliverables do not include the same
error.
The Four Categories of Contingency plans, improvement changes, external events,
Change scope change
The change management is in place to formally identify, evaluate, decide, and communicate
system project changes.
Recording is the process of documenting and archiving projectrelated
information.
Reporting is a key nonverbal communications methodology used to
inform and to document project information.
Weekly status reports that Accomplishments, Issues, Schedules, Resource utilization
are often working documents
for the team to
communicate:
Monthly status reports for Project overview bragging about progress, Issues including
senior stakeholders that red light (critical) problems needing immediate resolution,
would include:
yellow light items that are warning flags, and resolved issues,
Current accomplishments, Future plans for the next month,
Resource utilization and plans
Monthly Financial Report showing progress against the budget quantifying monies
spent and planned to be spent and identifying issues with
recommendations for resolution
Change management showing changes identified, requiring approval, and resolution.
reporting
are the data gathering, management, and analytical
processes used to predict, understand, and constructively
Project controls
influence the time and cost outcomes of a project or
program.
, Three Aspects of Project quality management, quality assurance, and quality control.
Quality
Quality management is the process of identifying the customer's requirements and
how they will be measured.
Quality assurance is the process of validating that the requirements and
measurements are appropriate for the project environment.
Quality control is the process of monitoring and changing project execution
to ensure that activities are being executed as planned and
will result in meeting the customer requirements. It is the
monitoring and controlling process that occurs during project
execution.
Standards are requirements that are generally accepted by a group of
firms that produce similar products or services.
Requirements are what the customer needs to achieve from the completed
project.
Quality audits are rigorous reviews of the project performance. These
reviews are often completed by groups of experts outside of
the project team such as a company's quality assurance (QA)
department or an outside consultant.
positive outcomes of the Identifying issues before we go into production
audit Identifying best practices that can be adopted by
future project teams
Identifying lessons learned that can improve performance on
other projects
Identifying problems that can be corrected before additional costs
are incurred
are one way of monitoring that activities/tasks have been
Checklists addressed and one method of assuring that all needed
documents are written.
SOLUTIONS.
Terms in this set (281)
Three essential drivers that Cohesiveness, Trust, Motivation
must be achieved to generate
positive characteristics in
project teams
The five stages Dr. Bruce Forming, Storming, Norming, Performing, Adjorning
Tuckman (1965) introduced
of group development
Forming In this stage, team members may be meeting for the first
time. Often, no one really knows much about anyone else on
the team. It may be premature to refer to this group of
individuals as a team. It is a time of introduction and forming
relationships and understanding from exchange of
information.
Team members are beginning to know about each other,
but they do not yet understand how to work together.
Members may "jockey for position" within the team. The
dynamics of working together beyond any written
Storming statement of "roles and responsibilities" are being
established. Personalities surface, showing the strengths,
weaknesses, and personal needs of each individual on the
team. Integration into a team may come with some struggle
and conflict.
,Norming Team members have "figured out" how they will interact
with each other. Working relationships are beginning to
form. Trust and understanding is beginning to form between
team members. They are beginning to feel comfortable
working together and openly and willingly sharing
information.
Performing Team members are fully comfortable working together.
Trust has been developed. Working relationships have
jelled. Work is being conducted and project progress is
occurring.
Adjourning This only occurs when all the team's work has been
completed and the team is no longer required. This may
occur at any time in the project life cycle.
Co-located Teams involves team members physically working at the same
location or holding project meetings together in a common
setup.
Virtual Teams are teams whose members interact primarily through electronic
communications. Members of a virtual team may be within the
same building or across continents.
Two common situations The scope may be expanded to include additional functionality or
occur that may prompt a the scope may be diminished due to changes in the project
change to the baseline environment such as reduced funding or requirements or
scope changing time/due date.
Scope creep occurs when the project team integrates enhancements to
the scope without proper evaluation and approval.
work performance data will identify the work activities that are completed, partially
completed, or not started.
is a list of potential risks, how the risks will be monitored,
risk register
and what action will be taken should the risk event occur.
,corrective action is a document issued to identify quality failures and how
they will be corrected. The deliverable itself may need to be
reworked and the project plan may need to be revised to
ensure that future deliverables do not include the same
error.
The Four Categories of Contingency plans, improvement changes, external events,
Change scope change
The change management is in place to formally identify, evaluate, decide, and communicate
system project changes.
Recording is the process of documenting and archiving projectrelated
information.
Reporting is a key nonverbal communications methodology used to
inform and to document project information.
Weekly status reports that Accomplishments, Issues, Schedules, Resource utilization
are often working documents
for the team to
communicate:
Monthly status reports for Project overview bragging about progress, Issues including
senior stakeholders that red light (critical) problems needing immediate resolution,
would include:
yellow light items that are warning flags, and resolved issues,
Current accomplishments, Future plans for the next month,
Resource utilization and plans
Monthly Financial Report showing progress against the budget quantifying monies
spent and planned to be spent and identifying issues with
recommendations for resolution
Change management showing changes identified, requiring approval, and resolution.
reporting
are the data gathering, management, and analytical
processes used to predict, understand, and constructively
Project controls
influence the time and cost outcomes of a project or
program.
, Three Aspects of Project quality management, quality assurance, and quality control.
Quality
Quality management is the process of identifying the customer's requirements and
how they will be measured.
Quality assurance is the process of validating that the requirements and
measurements are appropriate for the project environment.
Quality control is the process of monitoring and changing project execution
to ensure that activities are being executed as planned and
will result in meeting the customer requirements. It is the
monitoring and controlling process that occurs during project
execution.
Standards are requirements that are generally accepted by a group of
firms that produce similar products or services.
Requirements are what the customer needs to achieve from the completed
project.
Quality audits are rigorous reviews of the project performance. These
reviews are often completed by groups of experts outside of
the project team such as a company's quality assurance (QA)
department or an outside consultant.
positive outcomes of the Identifying issues before we go into production
audit Identifying best practices that can be adopted by
future project teams
Identifying lessons learned that can improve performance on
other projects
Identifying problems that can be corrected before additional costs
are incurred
are one way of monitoring that activities/tasks have been
Checklists addressed and one method of assuring that all needed
documents are written.
