WGU - C722
1. Three essential drivers that must be achieved to generate positive charac- teristics 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 person
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 loca- tion 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.
, WGU - C722
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 infor- mation.
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 utiliza- tion 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 ap- proval, and resolution.
23.Project controls: are the data gathering, management, and analytical process- es 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.
25.Quality management: is the process of identifying the customer's requirements and how they will be measured.
26.Quality assurance: is the process of validating that the requirements and measurements are appropriate for
the project environment.
27.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.
28.Standards: are requirements that are generally accepted by a group of firms that produce similar products or
services.
, WGU - C722
29.Requirements: are what the customer needs to achieve from the completed project.
30.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.
31.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
32.Checklists: are one way of monitoring that activities/tasks have been addressed and one method of assuring that all
needed documents are written.
33.project charters: 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.
34.Statement of Work (SOW): defines the project's outcomes in terms of objec- tives, specific deliverables,
acceptance criteria, technical requirements, milestones, constraints, and assumptions.
35.Work Breakdown Structure (WBS): is a methodical deconstruction of deliver- ables into activities and then tasks
to be performed. It details each activity that must be completed.
36.living documents: are all planning documents
37.project scope: 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).
38.Evolution of the Scope Statement: Initial Scope (defining phase), Approved Scope Statement (planning phase),
scope management (executing phase), scope verification (closing phase)
39.product scope: is used to describe the portion of the scope statement that defines the features and functions of
the project outcome or deliverables.
40.project scope statement: represents a mutual understanding between the customer and the project team.
41.project requirement: is a characteristic, function, or capability that must be present in the project final
outcome.
42.Project deliverables: are the features and functions of the project outcome that form the product scope.
43.Resource Responsibility Matrix: the resources needed are identified and the roles and responsibilities are detailed
1. Three essential drivers that must be achieved to generate positive charac- teristics 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 person
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 loca- tion 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.
, WGU - C722
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 infor- mation.
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 utiliza- tion 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 ap- proval, and resolution.
23.Project controls: are the data gathering, management, and analytical process- es 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.
25.Quality management: is the process of identifying the customer's requirements and how they will be measured.
26.Quality assurance: is the process of validating that the requirements and measurements are appropriate for
the project environment.
27.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.
28.Standards: are requirements that are generally accepted by a group of firms that produce similar products or
services.
, WGU - C722
29.Requirements: are what the customer needs to achieve from the completed project.
30.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.
31.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
32.Checklists: are one way of monitoring that activities/tasks have been addressed and one method of assuring that all
needed documents are written.
33.project charters: 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.
34.Statement of Work (SOW): defines the project's outcomes in terms of objec- tives, specific deliverables,
acceptance criteria, technical requirements, milestones, constraints, and assumptions.
35.Work Breakdown Structure (WBS): is a methodical deconstruction of deliver- ables into activities and then tasks
to be performed. It details each activity that must be completed.
36.living documents: are all planning documents
37.project scope: 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).
38.Evolution of the Scope Statement: Initial Scope (defining phase), Approved Scope Statement (planning phase),
scope management (executing phase), scope verification (closing phase)
39.product scope: is used to describe the portion of the scope statement that defines the features and functions of
the project outcome or deliverables.
40.project scope statement: represents a mutual understanding between the customer and the project team.
41.project requirement: is a characteristic, function, or capability that must be present in the project final
outcome.
42.Project deliverables: are the features and functions of the project outcome that form the product scope.
43.Resource Responsibility Matrix: the resources needed are identified and the roles and responsibilities are detailed
