WGU C722 PROJECT MANAGEMENT
COMPREHENSIVE STUDY GUIDE 2026
FULL QUESTIONS AND SOLUTIONS
GRADED A+
◍ Project.
Answer: A temporary activity that creates a unique result. Initiatives with
specific goals and start and end dates. Develop a new product or service,
reduce costs, add technology, etc.Examples:A car company developing a
new passenger car. A freight company adding a computer program to
optimize cargo carrying capacity.A construction company building a new
facility for a customer.
◍ Project Life Cycle Phases.
Answer: Defining, Planning, Executing, Closing
◍ Defining phase.
Answer: Idea for the project is generated and formalized into a project
proposal and the decision on whether the project will be selected for
implementation is made
◍ Planning phase.
Answer: Where detailed planning occurs. Level of detail aligns with
complexity of project. Use Work Breakdown Structure to identify outcomes
needed. Can require significant time for large projects. Typically ends when
baselines for scope, budget, and schedule are approved by customer and/or
sponsor and project team.
◍ Executing phase.
Answer: Where most of the work is done. Deliverables are completed.
, Progress is monitored and actions taken as needed to stay on track.May
return to planning phase as needed if objectives can't be met, to modify
budget, schedule, or scope.Critical to be careful of scope creep - don't add
functionality without considering impact.This phase is complete when all
work activities and deliverables are ready to be delivered to
customer/sponsor.
◍ Closing phase.
Answer: When project outcomes are delivered to the customer and/or
sponsor. Project Manager ties up loose ends:- Reassign project resources
back to company- Document project results and lessons learned- Close out
procurement activities- Verify completed project is transitioned to customer
◍ Triple Constraints of Project Management.
Answer: Describes the required balance of time, cost, and scope for a
project.
◍ Functional/Departmentalized Org.
Answer: Oldest & most basic form. PROSClear lines of authority.SMEs can
work on multiple projects.Flexible use of staff within unit.Easy to prioritize
dept work within unit.Clear paths for career growth. CONSLow project
manager authority.Ineffective for projects.Org doesn't focus on solving
business-wide issues.Sharing resources across functions can be
difficult.Project customer not only focus; customer response can be
slow.Can lead to information silos.
◍ Matrix Org.
Answer: The principal differentiation between a matrix structure and either a
functional or a projectized structure is that a matrix has less clearly defined
lines of reporting.PROSProject is central focusPMs have access to lots of
technically skilled people, SMEs as neededTeam members have less anxiety
about futuresCustomer response is fastNo duplication in admin
personnelTeam organization is flexibleCONSRequires cooperation,
coordination among managersSMEs not in daily contact with other SMEs to
share knowledgeDecision making authority not always clearResource
, balancing is simpler, but can lead to frictionCloseouts can be
difficultDivision of authority is complex
◍ Strong Matrix Organization.
Answer: There are attempts to provide the appearance of project teams in
the matrix organization.The project manager has much more control over
various project aspects than in other organizational forms, including:*Scope,
including trade-offs*Schedule*Budget*Assignments of functional personnel
◍ Balanced Matrix Organization.
Answer: Recognizes the need for a project manager, it does not provide the
project manager with the full authority over the project and project
fundingThe project manager defines what needs to be accomplished and
establishes the overall:plan,schedule,budget,etc.The functional manager
determines how the project will be accomplished. The functional
manager:assigns personnel and executes plans in accordance with schedule
and standards defined by the PM, which requires close cooperation between
the PM and the functional manager.
◍ Weak Matrix Organization.
Answer: Maintains many of the characteristics of a functional organization,
and the project manager role is more of a coordinator or expediter than that
of a true project manager.The project managers are designated to coordinate
project activities and essentially act as a coordinator between different
functions and departments.The functional managers remain responsible for
their own portions of the projects.
◍ Projectized Org.
Answer: PM is manager/leader for specific projects. SMEs from different
functional units report to PMs for specific projectsCross-functional
cooperation promoted.At project end, resources return to home
depts.Collaboration is KEY PROSPM has full authorityResponse to
customers/stakeholders faster, clearerTimely decisions on project issuesOrg
structure simple, flexible, easy to understand CONSMust keep SMEs busy
or risk losing to another projectCan be expensive - duplication of
COMPREHENSIVE STUDY GUIDE 2026
FULL QUESTIONS AND SOLUTIONS
GRADED A+
◍ Project.
Answer: A temporary activity that creates a unique result. Initiatives with
specific goals and start and end dates. Develop a new product or service,
reduce costs, add technology, etc.Examples:A car company developing a
new passenger car. A freight company adding a computer program to
optimize cargo carrying capacity.A construction company building a new
facility for a customer.
◍ Project Life Cycle Phases.
Answer: Defining, Planning, Executing, Closing
◍ Defining phase.
Answer: Idea for the project is generated and formalized into a project
proposal and the decision on whether the project will be selected for
implementation is made
◍ Planning phase.
Answer: Where detailed planning occurs. Level of detail aligns with
complexity of project. Use Work Breakdown Structure to identify outcomes
needed. Can require significant time for large projects. Typically ends when
baselines for scope, budget, and schedule are approved by customer and/or
sponsor and project team.
◍ Executing phase.
Answer: Where most of the work is done. Deliverables are completed.
, Progress is monitored and actions taken as needed to stay on track.May
return to planning phase as needed if objectives can't be met, to modify
budget, schedule, or scope.Critical to be careful of scope creep - don't add
functionality without considering impact.This phase is complete when all
work activities and deliverables are ready to be delivered to
customer/sponsor.
◍ Closing phase.
Answer: When project outcomes are delivered to the customer and/or
sponsor. Project Manager ties up loose ends:- Reassign project resources
back to company- Document project results and lessons learned- Close out
procurement activities- Verify completed project is transitioned to customer
◍ Triple Constraints of Project Management.
Answer: Describes the required balance of time, cost, and scope for a
project.
◍ Functional/Departmentalized Org.
Answer: Oldest & most basic form. PROSClear lines of authority.SMEs can
work on multiple projects.Flexible use of staff within unit.Easy to prioritize
dept work within unit.Clear paths for career growth. CONSLow project
manager authority.Ineffective for projects.Org doesn't focus on solving
business-wide issues.Sharing resources across functions can be
difficult.Project customer not only focus; customer response can be
slow.Can lead to information silos.
◍ Matrix Org.
Answer: The principal differentiation between a matrix structure and either a
functional or a projectized structure is that a matrix has less clearly defined
lines of reporting.PROSProject is central focusPMs have access to lots of
technically skilled people, SMEs as neededTeam members have less anxiety
about futuresCustomer response is fastNo duplication in admin
personnelTeam organization is flexibleCONSRequires cooperation,
coordination among managersSMEs not in daily contact with other SMEs to
share knowledgeDecision making authority not always clearResource
, balancing is simpler, but can lead to frictionCloseouts can be
difficultDivision of authority is complex
◍ Strong Matrix Organization.
Answer: There are attempts to provide the appearance of project teams in
the matrix organization.The project manager has much more control over
various project aspects than in other organizational forms, including:*Scope,
including trade-offs*Schedule*Budget*Assignments of functional personnel
◍ Balanced Matrix Organization.
Answer: Recognizes the need for a project manager, it does not provide the
project manager with the full authority over the project and project
fundingThe project manager defines what needs to be accomplished and
establishes the overall:plan,schedule,budget,etc.The functional manager
determines how the project will be accomplished. The functional
manager:assigns personnel and executes plans in accordance with schedule
and standards defined by the PM, which requires close cooperation between
the PM and the functional manager.
◍ Weak Matrix Organization.
Answer: Maintains many of the characteristics of a functional organization,
and the project manager role is more of a coordinator or expediter than that
of a true project manager.The project managers are designated to coordinate
project activities and essentially act as a coordinator between different
functions and departments.The functional managers remain responsible for
their own portions of the projects.
◍ Projectized Org.
Answer: PM is manager/leader for specific projects. SMEs from different
functional units report to PMs for specific projectsCross-functional
cooperation promoted.At project end, resources return to home
depts.Collaboration is KEY PROSPM has full authorityResponse to
customers/stakeholders faster, clearerTimely decisions on project issuesOrg
structure simple, flexible, easy to understand CONSMust keep SMEs busy
or risk losing to another projectCan be expensive - duplication of
