WGU C722 FINAL EXAM COMPREHENSIVE QUESTIONS
WITH 100% TOP SCORE 2024-2025
Three essential drivers that must be achieved to generate positive characteristics in project teams
Cohesiveness, Trust, Motivation
The five stages Dr. Bruce Tuckman (1965) introduced of group development
Forming, Storming, Norming, Performing, Adjorning
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.
Storming
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 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 occur that may prompt a change to the baseline scope
The scope may be expanded to include additional functionality or the scope may be diminished due to
changes in the project environment such as reduced funding or requirements or 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.
risk register
is a list of potential risks, how the risks will be monitored, 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 Change
Contingency plans, improvement changes, external events, scope change
The change management system
is in place to formally identify, evaluate, decide, and communicate project changes.
Recording
is the process of documenting and archiving project-related information.
Reporting
is a key nonverbal communications methodology used to inform and to document project information.
Weekly status reports that are often working documents for the team to communicate:
Accomplishments, Issues, Schedules, Resource utilization
Monthly status reports for senior stakeholders that would include:
Project overview bragging about progress, Issues including red light (critical) problems needing
immediate resolution, 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 reporting
showing changes identified, requiring approval, and resolution.
Project controls
are the data gathering, management, and analytical processes used to predict, understand, and
constructively influence the time and cost outcomes of a project or program.
Three Aspects of Project Quality
quality management, quality assurance, and quality control.
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 audit
Identifying issues before we go into production
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
Checklists
WITH 100% TOP SCORE 2024-2025
Three essential drivers that must be achieved to generate positive characteristics in project teams
Cohesiveness, Trust, Motivation
The five stages Dr. Bruce Tuckman (1965) introduced of group development
Forming, Storming, Norming, Performing, Adjorning
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.
Storming
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 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 occur that may prompt a change to the baseline scope
The scope may be expanded to include additional functionality or the scope may be diminished due to
changes in the project environment such as reduced funding or requirements or 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.
risk register
is a list of potential risks, how the risks will be monitored, 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 Change
Contingency plans, improvement changes, external events, scope change
The change management system
is in place to formally identify, evaluate, decide, and communicate project changes.
Recording
is the process of documenting and archiving project-related information.
Reporting
is a key nonverbal communications methodology used to inform and to document project information.
Weekly status reports that are often working documents for the team to communicate:
Accomplishments, Issues, Schedules, Resource utilization
Monthly status reports for senior stakeholders that would include:
Project overview bragging about progress, Issues including red light (critical) problems needing
immediate resolution, 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 reporting
showing changes identified, requiring approval, and resolution.
Project controls
are the data gathering, management, and analytical processes used to predict, understand, and
constructively influence the time and cost outcomes of a project or program.
Three Aspects of Project Quality
quality management, quality assurance, and quality control.
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 audit
Identifying issues before we go into production
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
Checklists
