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, te...
WGU - C722 Questions and Correct
Answers the Latest Update and
Recommended Version
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
→ 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.
→ 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.
→ 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.
→ 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
1|Page| GradeA+ | 2 0 0 2 5
The benefits of buying summaries with Stuvia:
Guaranteed quality through customer reviews
Stuvia customers have reviewed more than 700,000 summaries. This how you know that you are buying the best documents.
Quick and easy check-out
You can quickly pay through credit card or Stuvia-credit for the summaries. There is no membership needed.
Focus on what matters
Your fellow students write the study notes themselves, which is why the documents are always reliable and up-to-date. This ensures you quickly get to the core!
Frequently asked questions
What do I get when I buy this document?
You get a PDF, available immediately after your purchase. The purchased document is accessible anytime, anywhere and indefinitely through your profile.
Satisfaction guarantee: how does it work?
Our satisfaction guarantee ensures that you always find a study document that suits you well. You fill out a form, and our customer service team takes care of the rest.
Who am I buying these notes from?
Stuvia is a marketplace, so you are not buying this document from us, but from seller TestTrackers. Stuvia facilitates payment to the seller.
Will I be stuck with a subscription?
No, you only buy these notes for $13.49. You're not tied to anything after your purchase.
