WGU - C722
Three essential drivers that must be achieved to generate positive characteristics in project teams ***
Cohesiveness, Trust, Motivation
The five stages Dr. Bruce Tuckman (1965) introduced of group development *** Forming, Storming,
Norming, Performing, Adjorning
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.
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.
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.
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.
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.
Co-located Teams *** involves team members physically working at the same location or holding
project meetings together in a common setup.
,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.
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.
Scope creep *** occurs when the project team integrates enhancements to the scope without proper
evaluation and approval.
work performance data *** will identify the work activities that are completed, partially completed, or
not started.
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.
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.
The Four Categories of Change *** Contingency plans, improvement changes, external events, scope
change
The change management system *** is in place to formally identify, evaluate, decide, and communicate
project changes.
Recording *** is the process of documenting and archiving project-related information.
,Reporting *** 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: ***
Accomplishments, Issues, Schedules, Resource utilization
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
Monthly Financial Report *** showing progress against the budget quantifying monies spent and
planned to be spent and identifying issues with recommendations for resolution
Change management reporting *** showing changes identified, requiring approval, and resolution.
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.
Three Aspects of Project Quality *** quality management, quality assurance, and quality control.
Quality management *** is the process of identifying the customer's requirements and how they will be
measured.
Quality assurance *** is the process of validating that the requirements and measurements are
appropriate for the project environment.
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.
, Standards *** are requirements that are generally accepted by a group of firms that produce similar
products or services.
Requirements *** are what the customer needs to achieve from the completed project.
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.
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
Checklists *** are one way of monitoring that activities/tasks have been addressed and one method of
assuring that all needed documents are written.
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.
Statement of Work (SOW) *** defines the project's outcomes in terms of objectives, specific
deliverables, acceptance criteria, technical requirements, milestones, constraints, and assumptions.
Work Breakdown Structure (WBS) *** is a methodical deconstruction of deliverables into activities and
then tasks to be performed. It details each activity that must be completed.
living documents *** are all planning documents
Three essential drivers that must be achieved to generate positive characteristics in project teams ***
Cohesiveness, Trust, Motivation
The five stages Dr. Bruce Tuckman (1965) introduced of group development *** Forming, Storming,
Norming, Performing, Adjorning
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.
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.
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.
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.
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.
Co-located Teams *** involves team members physically working at the same location or holding
project meetings together in a common setup.
,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.
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.
Scope creep *** occurs when the project team integrates enhancements to the scope without proper
evaluation and approval.
work performance data *** will identify the work activities that are completed, partially completed, or
not started.
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.
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.
The Four Categories of Change *** Contingency plans, improvement changes, external events, scope
change
The change management system *** is in place to formally identify, evaluate, decide, and communicate
project changes.
Recording *** is the process of documenting and archiving project-related information.
,Reporting *** 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: ***
Accomplishments, Issues, Schedules, Resource utilization
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
Monthly Financial Report *** showing progress against the budget quantifying monies spent and
planned to be spent and identifying issues with recommendations for resolution
Change management reporting *** showing changes identified, requiring approval, and resolution.
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.
Three Aspects of Project Quality *** quality management, quality assurance, and quality control.
Quality management *** is the process of identifying the customer's requirements and how they will be
measured.
Quality assurance *** is the process of validating that the requirements and measurements are
appropriate for the project environment.
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.
, Standards *** are requirements that are generally accepted by a group of firms that produce similar
products or services.
Requirements *** are what the customer needs to achieve from the completed project.
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.
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
Checklists *** are one way of monitoring that activities/tasks have been addressed and one method of
assuring that all needed documents are written.
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.
Statement of Work (SOW) *** defines the project's outcomes in terms of objectives, specific
deliverables, acceptance criteria, technical requirements, milestones, constraints, and assumptions.
Work Breakdown Structure (WBS) *** is a methodical deconstruction of deliverables into activities and
then tasks to be performed. It details each activity that must be completed.
living documents *** are all planning documents
