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WGU - C722 FINAL EXAM NEWEST VERSION 560 QUESTION AND CORRECT DETAILED ANSWERS RATED A GRADE.
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WGU - C722 FINAL EXAM NEWEST VERSION 560 QUESTION AND CORRECT DETAILED ANSWERS RATED A GRADE.
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wgu - c722 final exam 560question and correct answers
WGU - C722 FINAL EXAM
NEWEST VERSION 560
QUESTION AND CORRECT
DETAILED ANSWERS RATED A
GRADE.
Three essential drivers that must be achieved to generate positive characteristics in
project teams - ✔✔ANSW✔✔..Cohesiveness, Trust, Motivation
The five stages Dr. Bruce Tuckman (1965) introduced of group development -
✔✔ANSW✔✔..Forming, Storming, Norming, Performing, Adjorning
Forming - ✔✔ANSW✔✔..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 - ✔✔ANSW✔✔..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 - ✔✔ANSW✔✔..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 - ✔✔ANSW✔✔..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 - ✔✔ANSW✔✔..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 - ✔✔ANSW✔✔..involves team members physically working at the
same location or holding project meetings together in a common setup.
Virtual Teams - ✔✔ANSW✔✔..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 -
✔✔ANSW✔✔..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 - ✔✔ANSW✔✔..occurs when the project team integrates enhancements to
the scope without proper evaluation and approval.
work performance data - ✔✔ANSW✔✔..will identify the work activities that are
completed, partially completed, or not started.
risk register - ✔✔ANSW✔✔..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 - ✔✔ANSW✔✔..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 - ✔✔ANSW✔✔..Contingency plans, improvement
changes, external events, scope change
,The change management system - ✔✔ANSW✔✔..is in place to formally identify,
evaluate, decide, and communicate project changes.
Recording - ✔✔ANSW✔✔..is the process of documenting and archiving project-related
information.
Reporting - ✔✔ANSW✔✔..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: -
✔✔ANSW✔✔..Accomplishments, Issues, Schedules, Resource utilization
Monthly status reports for senior stakeholders that would include: -
✔✔ANSW✔✔..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 - ✔✔ANSW✔✔..showing progress against the budget
quantifying monies spent and planned to be spent and identifying issues with
recommendations for resolution
Change management reporting - ✔✔ANSW✔✔..showing changes identified, requiring
approval, and resolution.
Project controls - ✔✔ANSW✔✔..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 - ✔✔ANSW✔✔..quality management, quality
assurance, and quality control.
Quality management - ✔✔ANSW✔✔..is the process of identifying the customer's
requirements and how they will be measured.
Quality assurance - ✔✔ANSW✔✔..is the process of validating that the requirements
and measurements are appropriate for the project environment.
Quality control - ✔✔ANSW✔✔..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 - ✔✔ANSW✔✔..are requirements that are generally accepted by a group of
firms that produce similar products or services.
Requirements - ✔✔ANSW✔✔..are what the customer needs to achieve from the
completed project.
Quality audits - ✔✔ANSW✔✔..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 - ✔✔ANSW✔✔..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 - ✔✔ANSW✔✔..are one way of monitoring that activities/tasks have been
addressed and one method of assuring that all needed documents are written.
project charters - ✔✔ANSW✔✔..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) - ✔✔ANSW✔✔..defines the project's outcomes in terms of
objectives, specific deliverables, acceptance criteria, technical requirements,
milestones, constraints, and assumptions.
Work Breakdown Structure (WBS) - ✔✔ANSW✔✔..is a methodical deconstruction of
deliverables into activities and then tasks to be performed. It details each activity that
must be completed.
living documents - ✔✔ANSW✔✔..are all planning documents
project scope - ✔✔ANSW✔✔..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 - ✔✔ANSW✔✔..Initial Scope (defining phase),
Approved Scope Statement (planning phase), scope management (executing phase),
scope verification (closing phase)
product scope - ✔✔ANSW✔✔..is used to describe the portion of the scope statement
that defines the features and functions of the project outcome or deliverables.
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