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WGU Project Management Exam Prep
2025: 150 Practice Questions with
Verified Answers | Updated C722 Style
Test
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.
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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.
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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.
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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.
WGU Project Management Exam Prep
2025: 150 Practice Questions with
Verified Answers | Updated C722 Style
Test
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.
,2|Page
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.
,3|Page
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.
, 4|Page
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.
