WGU - C722 With Questions And CORRECT DETAILED ANSWERS
1. Three essential drivers that must be achieved to generate positive characteristics in
project teams: Cohesiveness, Trust, Motivation
2. The five stages Dr. Bruce Tuckman (1965) introduced of group development-
: Forming, Storming, Norming, Performing, Adjorning
3. 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.
4. 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.
5. 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.
,6. 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.
7. 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.
8. Co-located Teams: involves team members physically working at the same location or
holding project meetings together in a common setup.
9. 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.
10. 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.
11. Scope creep: occurs when the project team integrates enhancements to the scope
without proper evaluation and approval.
12. work performance data: will identify the work activities that are completed,
partially completed, or not started.
13. 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.
14 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.
, 15. The Four Categories of Change: Contingency plans, improvement changes, external
events, scope change
16. The change management system: is in place to formally identify, evaluate, decide,
and communicate project changes.
17. Recording: is the process of documenting and archiving project-related information.
18. Reporting: is a key nonverbal communications methodology used to inform and to
document project information.
19. Weekly status reports that are often working documents for the team to
communicate:: Accomplishments, Issues, Schedules, Resource utilization
20. 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
21. Monthly Financial Report: showing progress against the budget quantifying monies
spent and planned to be spent and identifying issues with recommendations for
resolution
22. Change management reporting: showing changes identified, requiring approval,
and resolution.
23. 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.
24. Three Aspects of Project Quality: quality management, quality assurance, and
quality control.
1. Three essential drivers that must be achieved to generate positive characteristics in
project teams: Cohesiveness, Trust, Motivation
2. The five stages Dr. Bruce Tuckman (1965) introduced of group development-
: Forming, Storming, Norming, Performing, Adjorning
3. 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.
4. 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.
5. 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.
,6. 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.
7. 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.
8. Co-located Teams: involves team members physically working at the same location or
holding project meetings together in a common setup.
9. 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.
10. 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.
11. Scope creep: occurs when the project team integrates enhancements to the scope
without proper evaluation and approval.
12. work performance data: will identify the work activities that are completed,
partially completed, or not started.
13. 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.
14 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.
, 15. The Four Categories of Change: Contingency plans, improvement changes, external
events, scope change
16. The change management system: is in place to formally identify, evaluate, decide,
and communicate project changes.
17. Recording: is the process of documenting and archiving project-related information.
18. Reporting: is a key nonverbal communications methodology used to inform and to
document project information.
19. Weekly status reports that are often working documents for the team to
communicate:: Accomplishments, Issues, Schedules, Resource utilization
20. 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
21. Monthly Financial Report: showing progress against the budget quantifying monies
spent and planned to be spent and identifying issues with recommendations for
resolution
22. Change management reporting: showing changes identified, requiring approval,
and resolution.
23. 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.
24. Three Aspects of Project Quality: quality management, quality assurance, and
quality control.
