1. Bill is working on a project involving the upgrading of a management information system. The project is being managed by the information systems department with coordination with other departments occurring through normal channels. He is working in a _________ organisation.
A. functional
B. balanced matrix
C. strong matrix
D. project
2. Which of the following combinations represents the extremes of project organisation?
A. Strong matrix and balanced matrix organisations
B. Functional and dedicated project teams
C. Project and balanced matrix organisations
D. Project and strong matrix organisations
3. Which of the following structures is referred to in popular literature as a projectised form of organisation?
A. Functional organisation
B. Weak matrix organisation
C. Strong matrix organisation
D. Projectised organisation
4. _________ organisation is a hybrid form in which a horizontal project management structure is overlaid on the normal functional hierarchy.
A. Functional
B. Matrix
C. Project
D. Balanced
5. The project structure that is ranked as most effective for developing new products is ______ organisation.
A. functional
B. project
C. strong matrix
D. weak matrix
6. Which of the following cultural characteristics relates to the degree to which employees identify with the organisation as a whole rather than with their type of job or field of professional expertise?
A. Member identity
B. Team emphasis
C. Managerial focus
D. Unit integration
7. Which of the following cultural characteristics relates to the degree to which work activities are organised around groups rather than individuals?
A. Member identity
B. Team emphasis
C. Managerial focus
D. Unit integration
8. Which of the following cultural characteristics relates to the degree to which groups within the organisation are encouraged to operate in a coordinated or interdependent manner?
A. Member identity
B. Team emphasis
C. Managerial focus
D. Unit integration
9. While organisation culture is important to the overall function of an organisation, it has minor influence on its project management.
True False
10. Many organisations have struggled with project management organisation because projects contradict fundamental design principals associated with traditional organisations.
True False
11. The project form of project management structure is commonly used when one functional area plays a dominant role in completing the project or has a dominant interest in the success of the project
True False
12. The matrix form of project management structure is a good choice when the scope of the project is narrow and maximum flexibility in staff usage is important.
True False
13. A disadvantage of using the functional form of project management structure is that projects generally take longer to complete.
True False
14. In the projectised form of company organisation the main responsibility of traditional functional departments is to assist and support the project teams.
True False
15. Identify and briefly describe (draw) the three basic project management structures.