D079 continues the business environment sequence with the processes that turn plans into results: projects, operations, supply chains and organizational change.
WGU's program guide describes three parts. The first covers business processes such as project and risk management. The second introduces operations management, supply chains and logistics.
The course finishes with change management models and how to use them to overcome barriers in organizations, with themes of ethics, problem solving and innovative thinking throughout.
Like D078 it is listed at 2 competency units. The breadth is the challenge: three disciplines in one short course, each with its own vocabulary.
Course at a Glance
| Item | Details |
|---|---|
| University | Western Governors University (WGU) |
| Code | D079 |
| Level | Undergraduate, business core |
| Competency units | 2 |
| Subject area | Project management, operations and change |
| Typical work | Scenario analysis and concept study (check your course page for the assessment format) |
What D079 Covers
| Competency (summarized) | What it means |
|---|---|
| Explain how project management helps an organization reach its goals | Scope, schedule, budget, risk and the project life cycle |
| Explain why logistics matter to successful operations | Moving and storing goods and information efficiently through the supply chain |
| Apply change management models | Using a structured model to lead people through change |
Key Concepts Explained
The Triple Constraint
Every project balances scope, time and cost, with quality affected by all three. Changing one usually moves another: adding features without more time or money puts quality at risk.
Risk Management
Risks are identified, assessed for likelihood and impact, and given a response: avoid, reduce, transfer or accept. A simple risk register keeps this visible.
Example: A firm is moving its warehouse. Risk: the new racking arrives late (likely, high impact). Response: order early and agree a penalty clause with the supplier (reduce and transfer). Risk: a short power cut on moving day (unlikely, medium impact). Response: accept, with a backup plan.
Logistics and the Supply Chain
The supply chain links suppliers, production, distribution and customers. Logistics is the part that plans transport, warehousing and inventory. Good logistics balances service levels against holding and transport costs.
Change Management Models
Lewin's model describes unfreezing, changing and refreezing. Kotter's eight steps begin with creating urgency and building a guiding coalition and end with anchoring change in culture. ADKAR focuses on individual awareness, desire, knowledge, ability and reinforcement.
Applying a Change Model to a Scenario
The change competency asks you to apply, not just describe, a model. That means mapping each stage to concrete actions in the scenario.
Example (Kotter): A distributor introduces handheld scanners in its warehouse. Urgency: share data on picking errors and customer complaints. Coalition: shift supervisors and a respected senior picker. Vision: "right order, first time". Communicate: short team briefings. Remove barriers: training on every shift. Short-term wins: celebrate the first error-free week. Build on change: extend scanning to returns. Anchor: include accuracy in performance reviews.
Explain why each step matters for the people involved. Resistance usually comes from fear of failure or loss of status, so address it directly.
Typical Tasks and How to Approach Them
| Task type | What it tests | How to approach it |
|---|---|---|
| Project scenario | Planning and risk thinking | Define scope, milestones and top risks with responses |
| Logistics analysis | Linking logistics to performance | Show the effect on cost, speed and customer service |
| Change plan | Applying a model | Map every stage of one model to specific actions |
The Project Life Cycle in Practice
Project scenarios are easier when you follow the life cycle: initiating, planning, executing, monitoring and controlling, and closing. Each stage produces something you can describe.
| Stage | Typical output |
|---|---|
| Initiating | Project charter with goals and sponsor |
| Planning | Scope, schedule, budget, risk register |
| Executing | The work itself, team coordination |
| Monitoring | Progress reports, change control |
| Closing | Handover and lessons learned |
Linking the stages to organizational goals is what the competency asks for. A warehouse move, for instance, supports a goal of faster delivery only if the plan protects service levels during the transition, so explain how the schedule and risk responses do that.
Where Students Get Stuck
- Mixing models. Choose one change model and apply it fully rather than borrowing pieces of three.
- Generic risks. Use risks that come from the scenario's facts.
- Logistics as transport only. Include warehousing, inventory and information flow.
- Ignoring people. Change and projects fail more often from resistance than from poor plans.
Study Tips for D079
- Make a one-page summary of Lewin, Kotter and ADKAR side by side.
- Practice a risk register on a personal project, such as moving house.
- Trace the supply chain of one product you buy regularly.
- Link D079 back to D078: structure affects how easily change spreads.
How We Help with D079
Send the task, scenario and rubric. An operations tutor can explain the frameworks, prepare a custom project or change plan, or review your draft for clear application.
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Frequently Asked Questions
Business processes such as project and risk management, an introduction to operations, supply chains and logistics, and change management models.
The B.S. Accounting program guide lists it at 2 competency units.
Any recognized model your course materials cover can work. Kotter suits organization-wide change; ADKAR suits individual adoption.
No. It gives an introductory look at operations within a broader business course.
The two are designed as a sequence. Check your degree plan for the order.
No, but we can prepare a model on a similar scenario and review your own plan.