Question 1

What is a major advantage of the Functional Organization for a Project?

a. It offers maximum flexibility in use of personnel.

b. It can be used to hide secret projects.

c. It is very popular in industry.

d. Experts can be permanently assigned to the project.

Question 2

Typical problems in a Matrixed Organization happen because:

a. Stakeholders are not clearly identified.

b. Competition between conflicting projects is intense.

c. Project management tools are not relevant.

d. Confusion exists due to project members reporting to multiple managers.

Question 3

Common benefits of the Matrixed Organization include:

a. Rapid response to client needs & less anxiety over next job after project ends.

b. Higher salaries & better promotion potential.

c. Greater visibility to upper management & higher wages.

d. Less political infighting among PMs & workers have at least two bosses.

Question 4

Most firms eventually adopt which organizational form for running their projects?

a. Composite.

b. Functional.

c. Virtual.

d. Matrix.

Question 5

When a project requires input from several functional areas and uses a sophisticated technology, the recommended organizational structure is:

a. Functional.

b. Matrix.

c. Consensus.

d. Ad Hoc.

Question 6

The PMO is ....?

a. Personal Management Operational style.

b. Project Management Office.

c. Person of Most Objectivity.

d. Pre-meditated Organization.

Question 7

Typical responsibilities of the PMO include:

a. Establishing PM procedures, offering training, mentoring project managers, keeping reports of projects activities.

b. Providing legal services, typing reports, contacting advertising agencies.

c. Facilitating good customer relationships, speaking to the media.

d. Settling pricing disputes, hiring sales personnel, monitoring ROI.

Question 8

Which member of the Project Team is generally in personal control of the Project Schedule?

a. The Scheduler.

b. The expert in Microsoft Project software.

c. The technical design expert.

d. The Project Manager.

Question 9

Project success depends upon:

a. The use of partnerships and charters.

b. Technical skills of the project team members.

c. Political and negotiating skill of the PM.

d. Both the technical skills of the team and the political and negotiating skills of the PM are critical.

Question 10

Because the PM typically has no direct authority over project team members, s/he should motivate good performance how?

a. Using cash awards of various types.

b. Posting progress charts with goals and targets for each week.

c. Recognition, achievement, challenging assignments, responsibility, chance to learn new skills, & the work itself.

d. Threatening to expose their faults, errors, and poor performance.