WGU C722 PROJECT MANAGEMENT 200 EXAM QUESTIONS
2026/2027 || COMPREHENSIVE PROJECT MANAGEMENT
EXAM PREPARATION WITH UPDATED COURSE CONTENT
AND STRUCTURED REVIEW SUPPORT || REAL WGU-STYLE
QUESTIONS WITH VERIFIED DETAILED ACCURATE
ANSWERS LATEST EDITION || ELITE A+ PREMIUM QUALITY
GUARANTEED
The answer is just after the question
A freight company adding a computer program to optimize cargo carrying
capacity.A construction company building a new facility for a customer.
Project Life Cycle Phases
Defining, Planning, Executing, Closing
Defining phase
Idea for the project is generated and formalized into a project proposal and the
decision on whether the project will be selected for implementation is made
Planning phase
Where detailed planning occurs. Level of detail aligns with complexity of project.
Use Work Breakdown Structure to identify outcomes needed.
Can require significant time for large projects.
Typically ends when baselines for scope, budget, and schedule are approved by
customer and/or sponsor and project team.
Executing phase
Where most of the work is done.
Deliverables are completed. Progress is monitored and actions taken as needed to
stay on track.
May return to planning phase as needed if objectives can't be met, to modify
budget, schedule, or scope.
,Critical to be careful of scope creep - don't add functionality without considering
impact.
This phase is complete when all work activities and deliverables are ready to be
delivered to customer/sponsor.
Closing phase
When project outcomes are delivered to the customer and/or sponsor.
Project Manager ties up loose ends:
- Reassign project resources back to company
- Document project results and lessons learned
- Close out procurement activities
- Verify completed project is transitioned to customer
Triple Constraints of Project Management
Describes the required balance of time, cost, and scope for a project.
Change Control Board (CCB)
Those with authority to approve changes.
Ensures change doesn't negatively impact the project's triple constraint of time,
cost, and scope.
Can be a small group of individuals from within a project team.
PMBOK
Project Management Body of Knowledge
Functional/Departmentalized Org
Oldest & most basic form.
PROS
Clear lines of authority.
SMEs can work on multiple projects.
,Flexible use of staff within unit.
Easy to prioritize dept work within unit.Clear paths for career growth.
CONS
Low project manager authority.
Ineffective for projects.
Org doesn't focus on solving business-wide issues.
Sharing resources across functions can be difficult.
Project customer not only focus; customer response can be slow.
Can lead to information silos.
Matrix Org
The principal differentiation between a matrix structure and either a functional or
a projectized structure is that a matrix has less clearly defined lines of reporting.
PROS
Project is central focus
PMs have access to lots of technically skilled people, SMEs as needed
Team members have less anxiety about futures
Customer response is fast
No duplication in admin personnel
Team organization is flexible
CONS
Requires cooperation, coordination among managers
, SMEs not in daily contact with other SMEs to share knowledge
Decision making authority not always clear
Resource balancing is simpler, but can lead to friction
Closeouts can be difficult
Division of authority is complex
Strong Matrix Organization
There are attempts to provide the appearance of project teams in the matrix
organization.
The project manager has much more control over various project aspects than in
other organizational forms, including:
*Scope, including trade-offs
*Schedule
*Budget
*Assignments of functional personnel
Balanced Matrix Organization
Recognizes the need for a project manager, it does not provide the project
manager with the full authority over the project and project funding
The project manager defines what needs to be accomplished and establishes the
overall:
plan,
schedule,
budget,
etc.
The functional manager determines how the project will be accomplished. The
functional manager:
assigns personnel and executes plans in accordance with schedule and standards
defined by the PM, which requires close cooperation between the PM and the
functional manager.
Weak Matrix Organization
2026/2027 || COMPREHENSIVE PROJECT MANAGEMENT
EXAM PREPARATION WITH UPDATED COURSE CONTENT
AND STRUCTURED REVIEW SUPPORT || REAL WGU-STYLE
QUESTIONS WITH VERIFIED DETAILED ACCURATE
ANSWERS LATEST EDITION || ELITE A+ PREMIUM QUALITY
GUARANTEED
The answer is just after the question
A freight company adding a computer program to optimize cargo carrying
capacity.A construction company building a new facility for a customer.
Project Life Cycle Phases
Defining, Planning, Executing, Closing
Defining phase
Idea for the project is generated and formalized into a project proposal and the
decision on whether the project will be selected for implementation is made
Planning phase
Where detailed planning occurs. Level of detail aligns with complexity of project.
Use Work Breakdown Structure to identify outcomes needed.
Can require significant time for large projects.
Typically ends when baselines for scope, budget, and schedule are approved by
customer and/or sponsor and project team.
Executing phase
Where most of the work is done.
Deliverables are completed. Progress is monitored and actions taken as needed to
stay on track.
May return to planning phase as needed if objectives can't be met, to modify
budget, schedule, or scope.
,Critical to be careful of scope creep - don't add functionality without considering
impact.
This phase is complete when all work activities and deliverables are ready to be
delivered to customer/sponsor.
Closing phase
When project outcomes are delivered to the customer and/or sponsor.
Project Manager ties up loose ends:
- Reassign project resources back to company
- Document project results and lessons learned
- Close out procurement activities
- Verify completed project is transitioned to customer
Triple Constraints of Project Management
Describes the required balance of time, cost, and scope for a project.
Change Control Board (CCB)
Those with authority to approve changes.
Ensures change doesn't negatively impact the project's triple constraint of time,
cost, and scope.
Can be a small group of individuals from within a project team.
PMBOK
Project Management Body of Knowledge
Functional/Departmentalized Org
Oldest & most basic form.
PROS
Clear lines of authority.
SMEs can work on multiple projects.
,Flexible use of staff within unit.
Easy to prioritize dept work within unit.Clear paths for career growth.
CONS
Low project manager authority.
Ineffective for projects.
Org doesn't focus on solving business-wide issues.
Sharing resources across functions can be difficult.
Project customer not only focus; customer response can be slow.
Can lead to information silos.
Matrix Org
The principal differentiation between a matrix structure and either a functional or
a projectized structure is that a matrix has less clearly defined lines of reporting.
PROS
Project is central focus
PMs have access to lots of technically skilled people, SMEs as needed
Team members have less anxiety about futures
Customer response is fast
No duplication in admin personnel
Team organization is flexible
CONS
Requires cooperation, coordination among managers
, SMEs not in daily contact with other SMEs to share knowledge
Decision making authority not always clear
Resource balancing is simpler, but can lead to friction
Closeouts can be difficult
Division of authority is complex
Strong Matrix Organization
There are attempts to provide the appearance of project teams in the matrix
organization.
The project manager has much more control over various project aspects than in
other organizational forms, including:
*Scope, including trade-offs
*Schedule
*Budget
*Assignments of functional personnel
Balanced Matrix Organization
Recognizes the need for a project manager, it does not provide the project
manager with the full authority over the project and project funding
The project manager defines what needs to be accomplished and establishes the
overall:
plan,
schedule,
budget,
etc.
The functional manager determines how the project will be accomplished. The
functional manager:
assigns personnel and executes plans in accordance with schedule and standards
defined by the PM, which requires close cooperation between the PM and the
functional manager.
Weak Matrix Organization
