WGU - C722 exam| Questions and Answers | 2026/2027 Update |
100% correct| graded a+
Time Management Plan _answer-Explains how the schedule will be developed,
monitored and controlled.
Configuration Management Plan _answer-Documents how the project team and
stakeholders will keep track of the versions of project documents to ensure that the
most up-to-date document is in use.
Change Management Plan _answer-Documents how changes to the project outcomes
will be managed, approved, implemented, and monitored.
Process Improvement Plan _answer-Describes how the processes and procedures
used on the project will be evaluated to ensure that the most efficient methods are
implemented.
Requirements Management Plan _answer-Documents how the customer and
stakeholder requirements will be identified, integrated to the project scope, tracked
throughout the project, and verified at closure.
monitoring and controlling _answer-It is central to the PM's role to know the status of
the project work (monitor) and take action as needed to ensure the project plan is
completed as planned (control).
lessons learned _answer-have great value to the project organization because they
provide guidance for future projects.
,The triple constraint concept _answer-It is not possible to change any one side of a
triangle without affecting the other two characteristics
The triple constraints are: _answer-Time, Cost, Scope
project scope _answer-is, simply put, what the result of the project is desired to be.
statement of work (SOW) _answer-It defines the product of the project.
Scope creep _answer-occurs when there are any—but particularly small—incremental
additions to the project scope that are not subject to the formal scope change process.
critical path _answer-is defined as the path with the longest duration from the start of
the project to its completion.
Float time/slack time _answer-is the amount of time an activity can be delayed without
affecting the completion date of the project.
Administrative activities _answer-during the project closing phase include performance
report preparation, return of assets to the sponsoring organizations, archival of records,
and documentation of lessons learned.
Customer delivery activities _answer-project closing phase include returning excess
materials, reconciling accounts payable, and preparing required financial reports.
Milestones _answer-in a project schedule identify critical events and other activities that
must be performed by specific dates before the project may proceed.
Iterative planning processes _answer-allows the project to move forward in phases
when not enough information is known to plan the entire project
common components of project scope statements _answer-Project constraints, project
acceptance criteria and technical requirements
Project schedule _answer-A timeline that specifies when the project begins and when it
is supposed to end
Project cost _answer-The sum total of all expenses directly charged to the project
Traditional project management methods _answer-PERT, CPM, critical chain, waterfall,
and PRINCE2
Project evaluation and review technique (PERT) _answer-was developed in the 1950s
to support the U.S. Navy's Polaris missile project. It uses a statistical approach to
estimate the time that will be required to complete project work activities.
, Critical path method (CPM) _answer-was developed for the DuPont Corporation to help
with projects in their manufacturing plants. It used for estimating project activity
durations but CPM assumes that the estimates do not vary and time can be reliably
estimated.
Critical chain project management (CCPM) _answer-focuses on managing the
uncertainties of a project. It assumes that resources available to complete the project
are in limited supply and it specifically plans to ensure resource availability.
Waterfall _answer-is a traditional practice which found its best use in software and
hardware development.
Extreme _answer-addresses issues of extraordinary uncertainty or complexity.
PRINCE2 _answer-is a highly structured project management method which focuses
on the specification of the outputs rather than the coordination of activities
duration _answer-describe the number of time periods required to complete some
portion of the work.
activities _answer-are the starting point for developing the project schedule because
they identify specific work that will need to occur in order to execute the project.
Deterministic duration estimation techniques _answer-are appropriate when the activity
durations are very predictable.
Probabilistic duration estimation techniques _answer-are used when there is
uncertainty in how long an activity will take.
one-point estimate _answer-requires that the team expert provide a reliable estimate of
the time necessary to complete the activity.
triangular distribution _answer-Activity Duration=O+M+P/3
beta distribution _answer-uses the three estimates (optimistic, most likely, and
pessimistic) but places emphasis on the most likely estimate. Activity
Duration=O+4M+P/6
learning curves _answer-that as a person repeats a task, the time required to complete
the task decreases.
Other factors that can influence the impact of learning curves _answer-The complexity
of the activity
The level of human input required
The duration of the activity
100% correct| graded a+
Time Management Plan _answer-Explains how the schedule will be developed,
monitored and controlled.
Configuration Management Plan _answer-Documents how the project team and
stakeholders will keep track of the versions of project documents to ensure that the
most up-to-date document is in use.
Change Management Plan _answer-Documents how changes to the project outcomes
will be managed, approved, implemented, and monitored.
Process Improvement Plan _answer-Describes how the processes and procedures
used on the project will be evaluated to ensure that the most efficient methods are
implemented.
Requirements Management Plan _answer-Documents how the customer and
stakeholder requirements will be identified, integrated to the project scope, tracked
throughout the project, and verified at closure.
monitoring and controlling _answer-It is central to the PM's role to know the status of
the project work (monitor) and take action as needed to ensure the project plan is
completed as planned (control).
lessons learned _answer-have great value to the project organization because they
provide guidance for future projects.
,The triple constraint concept _answer-It is not possible to change any one side of a
triangle without affecting the other two characteristics
The triple constraints are: _answer-Time, Cost, Scope
project scope _answer-is, simply put, what the result of the project is desired to be.
statement of work (SOW) _answer-It defines the product of the project.
Scope creep _answer-occurs when there are any—but particularly small—incremental
additions to the project scope that are not subject to the formal scope change process.
critical path _answer-is defined as the path with the longest duration from the start of
the project to its completion.
Float time/slack time _answer-is the amount of time an activity can be delayed without
affecting the completion date of the project.
Administrative activities _answer-during the project closing phase include performance
report preparation, return of assets to the sponsoring organizations, archival of records,
and documentation of lessons learned.
Customer delivery activities _answer-project closing phase include returning excess
materials, reconciling accounts payable, and preparing required financial reports.
Milestones _answer-in a project schedule identify critical events and other activities that
must be performed by specific dates before the project may proceed.
Iterative planning processes _answer-allows the project to move forward in phases
when not enough information is known to plan the entire project
common components of project scope statements _answer-Project constraints, project
acceptance criteria and technical requirements
Project schedule _answer-A timeline that specifies when the project begins and when it
is supposed to end
Project cost _answer-The sum total of all expenses directly charged to the project
Traditional project management methods _answer-PERT, CPM, critical chain, waterfall,
and PRINCE2
Project evaluation and review technique (PERT) _answer-was developed in the 1950s
to support the U.S. Navy's Polaris missile project. It uses a statistical approach to
estimate the time that will be required to complete project work activities.
, Critical path method (CPM) _answer-was developed for the DuPont Corporation to help
with projects in their manufacturing plants. It used for estimating project activity
durations but CPM assumes that the estimates do not vary and time can be reliably
estimated.
Critical chain project management (CCPM) _answer-focuses on managing the
uncertainties of a project. It assumes that resources available to complete the project
are in limited supply and it specifically plans to ensure resource availability.
Waterfall _answer-is a traditional practice which found its best use in software and
hardware development.
Extreme _answer-addresses issues of extraordinary uncertainty or complexity.
PRINCE2 _answer-is a highly structured project management method which focuses
on the specification of the outputs rather than the coordination of activities
duration _answer-describe the number of time periods required to complete some
portion of the work.
activities _answer-are the starting point for developing the project schedule because
they identify specific work that will need to occur in order to execute the project.
Deterministic duration estimation techniques _answer-are appropriate when the activity
durations are very predictable.
Probabilistic duration estimation techniques _answer-are used when there is
uncertainty in how long an activity will take.
one-point estimate _answer-requires that the team expert provide a reliable estimate of
the time necessary to complete the activity.
triangular distribution _answer-Activity Duration=O+M+P/3
beta distribution _answer-uses the three estimates (optimistic, most likely, and
pessimistic) but places emphasis on the most likely estimate. Activity
Duration=O+4M+P/6
learning curves _answer-that as a person repeats a task, the time required to complete
the task decreases.
Other factors that can influence the impact of learning curves _answer-The complexity
of the activity
The level of human input required
The duration of the activity
