WGU - C722 EXAM QUESTIONS
WITH ANSWERS 100% VERIFIED
Three essential drivers that must be achieved to generate positive characteristics in project teams -
ANSWER-Cohesiveness, Trust, Motivation
The five stages Dr. Bruce Tuckman (1965) introduced of group development - ANSWER-Forming,
Storming, Norming, Performing, Adjorning
Forming - ANSWER-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 - ANSWER-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 - ANSWER-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 - ANSWER-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 - ANSWER-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 - ANSWER-involves team members physically working at the same location or
holding project meetings together in a common setup.
Virtual Teams - ANSWER-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 - ANSWER-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 - ANSWER-occurs when the project team integrates enhancements to the scope without
proper evaluation and approval.
work performance data - ANSWER-will identify the work activities that are completed, partially
completed, or not started.
risk register - ANSWER-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 - ANSWER-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 - ANSWER-Contingency plans, improvement changes, external events,
scope change
The change management system - ANSWER-is in place to formally identify, evaluate, decide, and
communicate project changes.
Recording - ANSWER-is the process of documenting and archiving project-related information.
Reporting - ANSWER-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: - ANSWER-
Accomplishments, Issues, Schedules, Resource utilization
Monthly status reports for senior stakeholders that would include: - ANSWER-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 - ANSWER-showing progress against the budget quantifying monies spent
and planned to be spent and identifying issues with recommendations for resolution
Change management reporting - ANSWER-showing changes identified, requiring approval, and
resolution.
Project controls - ANSWER-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 - ANSWER-quality management, quality assurance, and quality
control.
Quality management - ANSWER-is the process of identifying the customer's requirements and how
they will be measured.
Quality assurance - ANSWER-is the process of validating that the requirements and measurements
are appropriate for the project environment.
Quality control - ANSWER-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 - ANSWER-are requirements that are generally accepted by a group of firms that produce
similar products or services.
Requirements - ANSWER-are what the customer needs to achieve from the completed project.
Quality audits - ANSWER-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 - ANSWER-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 - ANSWER-are one way of monitoring that activities/tasks have been addressed and one
method of assuring that all needed documents are written.
project charters - ANSWER-contain enough information to understand who the project sponsor and
project manager are, the purpose the project, a general idea of the scope, budget, and schedule.
Statement of Work (SOW) - ANSWER-defines the project's outcomes in terms of objectives, specific
deliverables, acceptance criteria, technical requirements, milestones, constraints, and assumptions.
Work Breakdown Structure (WBS) - ANSWER-is a methodical deconstruction of deliverables into
activities and then tasks to be performed. It details each activity that must be completed.
living documents - ANSWER-are all planning documents
project scope - ANSWER-describes how the project outcomes will be created. Documents the
customer's expectations with regard to when the project will be completed (the time/schedule
constraint) and how much the completed project will cost (the budget or cost constraint).
Evolution of the Scope Statement - ANSWER-Initial Scope (defining phase), Approved Scope
Statement (planning phase), scope management (executing phase), scope verification (closing phase)
product scope - ANSWER-is used to describe the portion of the scope statement that defines the
features and functions of the project outcome or deliverables.
project scope statement - ANSWER-represents a mutual understanding between the customer and
the project team.
project requirement - ANSWER-is a characteristic, function, or capability that must be present in the
project final outcome.
Project deliverables - ANSWER-are the features and functions of the project outcome that form the
product scope.
WITH ANSWERS 100% VERIFIED
Three essential drivers that must be achieved to generate positive characteristics in project teams -
ANSWER-Cohesiveness, Trust, Motivation
The five stages Dr. Bruce Tuckman (1965) introduced of group development - ANSWER-Forming,
Storming, Norming, Performing, Adjorning
Forming - ANSWER-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 - ANSWER-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 - ANSWER-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 - ANSWER-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 - ANSWER-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 - ANSWER-involves team members physically working at the same location or
holding project meetings together in a common setup.
Virtual Teams - ANSWER-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 - ANSWER-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 - ANSWER-occurs when the project team integrates enhancements to the scope without
proper evaluation and approval.
work performance data - ANSWER-will identify the work activities that are completed, partially
completed, or not started.
risk register - ANSWER-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 - ANSWER-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 - ANSWER-Contingency plans, improvement changes, external events,
scope change
The change management system - ANSWER-is in place to formally identify, evaluate, decide, and
communicate project changes.
Recording - ANSWER-is the process of documenting and archiving project-related information.
Reporting - ANSWER-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: - ANSWER-
Accomplishments, Issues, Schedules, Resource utilization
Monthly status reports for senior stakeholders that would include: - ANSWER-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 - ANSWER-showing progress against the budget quantifying monies spent
and planned to be spent and identifying issues with recommendations for resolution
Change management reporting - ANSWER-showing changes identified, requiring approval, and
resolution.
Project controls - ANSWER-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 - ANSWER-quality management, quality assurance, and quality
control.
Quality management - ANSWER-is the process of identifying the customer's requirements and how
they will be measured.
Quality assurance - ANSWER-is the process of validating that the requirements and measurements
are appropriate for the project environment.
Quality control - ANSWER-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 - ANSWER-are requirements that are generally accepted by a group of firms that produce
similar products or services.
Requirements - ANSWER-are what the customer needs to achieve from the completed project.
Quality audits - ANSWER-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 - ANSWER-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 - ANSWER-are one way of monitoring that activities/tasks have been addressed and one
method of assuring that all needed documents are written.
project charters - ANSWER-contain enough information to understand who the project sponsor and
project manager are, the purpose the project, a general idea of the scope, budget, and schedule.
Statement of Work (SOW) - ANSWER-defines the project's outcomes in terms of objectives, specific
deliverables, acceptance criteria, technical requirements, milestones, constraints, and assumptions.
Work Breakdown Structure (WBS) - ANSWER-is a methodical deconstruction of deliverables into
activities and then tasks to be performed. It details each activity that must be completed.
living documents - ANSWER-are all planning documents
project scope - ANSWER-describes how the project outcomes will be created. Documents the
customer's expectations with regard to when the project will be completed (the time/schedule
constraint) and how much the completed project will cost (the budget or cost constraint).
Evolution of the Scope Statement - ANSWER-Initial Scope (defining phase), Approved Scope
Statement (planning phase), scope management (executing phase), scope verification (closing phase)
product scope - ANSWER-is used to describe the portion of the scope statement that defines the
features and functions of the project outcome or deliverables.
project scope statement - ANSWER-represents a mutual understanding between the customer and
the project team.
project requirement - ANSWER-is a characteristic, function, or capability that must be present in the
project final outcome.
Project deliverables - ANSWER-are the features and functions of the project outcome that form the
product scope.
