Deck 11: Project Organizational Structures

Question 1

The matrix structure is an organizational structure where employees are grouped according to products,projects,customers,or geographic functions.

Answer 1

False

Question 2

Participating partners learning about each other's technology,data,and trade secrets is an advantage of the virtual structure.

Answer 2

False

Question 3

In a strong matrix,the project managers have more influence over their project team members than in the balanced or weak matrix structures.

Answer 3

True

Question 4

Deliberate projects are unplanned projects that bring about new changes in an organization.

Question 5

Project and organizational strategies have to be aligned for projects to succeed.

Question 6

More advancement potential for employees is a significant advantage of the flat structure.

Question 7

A disadvantage of the functional structure is that the barriers due to differences in goals and processes between functions can prevent functions from working together on projects.

Question 8

Based on Fayol's principles,specialization says that each and every organizational employee should have one supervisor.

Question 9

When functions work together on projects,there is a single central authority.

Question 10

Decentralized organizations have uniformity of policies,practices,and procedures and usually use area experts better.

Question 11

Responsibility is an employee's duty to perform assigned tasks or activities.

Question 12

The flat organizational model promotes the involvement of employees through a decentralized decision-making process.

Question 13

Duplication of efforts may arise if communication fails between projects is a disadvantage of the matrix structure.

Question 14

An advantage of the matrix structure is that the decision-making process becomes simplified due to authority.

Question 15

In a balanced matrix,the project manager assumes a full management role,authority,and accountability.

Question 16

In a weak matrix,the functional manager has a very small role and authority.

Question 17

Dell and Amazon are examples of virtual organizations.

Question 18

If projects demand better services for different types of markets,the department structure will work well.

Question 19

An organization's strategy does not need to be linked with its portfolio of projects.

Question 20

Decentralized is one of the five major organizational structures.

Question 21

Every project,regardless of its size or complexity,needs to have an organizational structure.

Question 22

The dominator makes a display of his or her lack of involvement in the project.

Question 23

Regarding knowledge transfer,the cognitive dimension can be defined as the resources that provide the learning aspect in projects,shared goals,and the shared culture to enable the project team members to achieve their tasks and deliver project outcomes.

Question 24

Mentoring project managers is a function of the PMO.

Question 25

An organizational structure where employees are grouped according to products,projects,customers,or geographic locations best defines

A)virtual structure.
B)matrix structure.
C)department structure.
D)functional structure.

Question 26

Regarding knowledge transfer,relational dimension factors include trust and collaboration among virtual and global project team members.

Question 27

The harmonizer offers to change position for the good of the group.

Question 28

Advantages of the functional structure include each of the following except

A)functional team members work in groups according to their functional specialties.
B)authority and responsibility are well established.
C)career advancement for functional team members within the functional area is possible when they show improved morale and productivity.
D)duplication of effort is avoided due to the coordinated mechanisms in place.

Question 29

Which of the following refers to how various tasks are divided,resources are deployed,and departments are coordinated in an organization?

A)organizational structure
B)deployment chart
C)organizational decomposition
D)organizational alignment

Question 30

An organization can be classified as

A)a functional structure.
B)a departmental structure.
C)a matrix structure.
D)all of the above.

Question 31

A manager's right to make decisions,issue orders,and allocate resources best defines

A)responsibility.
B)authority.
C)accountability.
D)reliability.

Question 32

The extent to which an individual or project team is answerable to the project stakeholders and provides visible evidence of actions best defines

A)reliability.
B)authority.
C)responsibility.
D)accountability.

Question 33

One of the functions of the PMO is to standardize and maintain prior project knowledge that can be used effectively in the execution of current and future projects.

Question 34

The self-confessor deflates the status of others by making personal attacks using belittling and insulting comments.

Question 35

The degree to which a project team member can be depended on to ensure the success of the project with a sound and consistent effort best defines

A)reliability.
B)flexibility.
C)accountability.
D)responsibility.

Question 36

With the differentiation strategy,organizations position themselves to be unique in some attributes that are perceived to be important to their consumers.

Question 37

The encourager role mediates the differences between team members.

Question 38

An obligation to work on the success of a project with or without guidance or authorization best defines

A)authority.
B)accountability.
C)responsibility.
D)reliability.

Question 39

Advantages of department structure include

A)due to their focus and close proximity to issues,project teams have better understanding of specific needs.
B)authority,communication,and control are better in these types of organizations.
C)unprofitable products or projects can be easily recognized and eliminated.
D)all of the above.

Question 40

An organizational structure where employees are grouped according to their specialties best defines

A)functional structure.
B)matrix structure.
C)departmental structure.
D)virtual structure.

Question 41

Which of the following PMO competency continuum stages is a simple unit of project organization?

A)PMO
B)project office
C)advanced PMO
D)Center of Excellence

Question 42

Which of the following roles asks for clarification of the values pertinent to what the team is undertaking or of values involved in a suggestion?

A)initiator-contributor
B)opinion seeker
C)elaborator
D)energizer

Question 43

An integrated organizational structure where teams are composed of employees from various specialized groups best defines

A)functional structure.
B)matrix structure.
C)flat structure.
D)virtual structure.

Question 44

Disadvantages of the virtual structure include

A)participating partners may come to know each other's technology,data,and some trade secrets.
B)differences in corporate cultures of participating companies can become obstacles.
C)it requires unique leadership and managerial skills.
D)all of the above.

Question 45

The project manager has a full-time job as a project manager,formal authority,full accountability,and responsibility in the

A)star matrix.
B)strong matrix.
C)weak matrix.
D)balanced matrix.

Question 46

A temporary organizational structure where people come together for a specific business purpose or project and then disassemble when the purpose or project is completed best defines

A)flat structure.
B)virtual structure.
C)functional structure.
D)matrix structure.

Question 47

Which of the following PMO competency continuum stages provides a forum to host and control multiple projects with multiple project managers?

A)PMO
B)project office
C)advanced PMO
D)Center of Excellence

Question 48

Strategies to achieve a sustainable competitive advantage include each of the following except

A)cost leadership.
B)cost/differentiation.
C)disaggregation.
D)differentiation.

Question 49

The matrix structure can be categorized as each of the following except

A)weak.
B)balanced.
C)flexible.
D)strong.

Question 50

Disadvantages of the matrix structure include each of the following except

A)employees reporting to dual supervisors may run into potential conflict during allocation to projects and evaluation.
B)employees may experience conflicting reporting relationships with dual supervisors.
C)processes cannot be tailored for individual projects.
D)shifting team members from one project to another may hinder their growth and development to their specialized areas.

Question 51

Which of the following PMO competency continuum stages can be a separate business unit within an organization and has the responsibility for enterprise-wide project management activities?

A)PMO
B)project office
C)advanced PMO
D)Center of Excellence

Question 52

An integrated organizational structure that has few or no levels of intervening management best defines

A)flat structure.
B)functional structure.
C)virtual structure.
D)matrix structure.

Question 53

Advantages of the flat structure include

A)the decision process includes all members of the team,which builds employee morale.
B)eliminating layers of middle management makes it possible for employee comments and feedback.
C)customer feedback reaches all levels of the organization.
D)all of the above.

Question 54

A project manager has a very small role or authority in the

A)balanced matrix.
B)strong matrix.
C)flexible matrix.
D)weak matrix.

Question 55

Which of the following roles suggests or proposes original ideas or different ways of approaching team problems or project goals?

A)initiator-contributor
B)opinion seeker
C)elaborator
D)energizer

Question 56

A project manager has little formal authority and may provide some input to performance reviews in the

A)balanced matrix.
B)weak matrix.
C)star matrix.
D)strong matrix.

Question 57

Which of the following is the department or group that defines and maintains the standards of the process related to project management within the organization?

A)IT Product Office
B)Accounting
C)Human Resources
D)Project Management Office

Question 58

Each of the following is a PMO competency continuum stage except

A)designated PMO.
B)Center of Excellence.
C)advanced PMO.
D)standard PMO.

Question 59

Advantages of the matrix structure include

A)project managers can maintain maximum project control and authority with the help of functional managers over their team members and cost.
B)budgeting and staffing for projects become easy to create and manage.
C)the decision-making process becomes simplified due to authority.
D)all of the above.

Question 60

Disadvantages of the department structure include each of the following except

A)inability to respond quickly to changes that affect product,customer,or location.
B)duplication of efforts and therefore increases in cost.
C)instability for employees if projects are terminated.
D)lack of opportunities to share new advances and technology between groups.

Question 61

Which of the following roles defines and clarifies the team's position on project tasks and project-related issues?

A)information seeker
B)opinion giver
C)orienteer
D)recorder

Question 62

Benefits of virtual and global teams include

A)facilitate flexibility or agility in projects.
B)increase speed and therefore shorten schedules.
C)leverage expertise from dispersed knowledge workers.
D)all of the above.

Question 63

Which of the following roles concentrates the group's energy on forward movement?

A)initiator-contributor
B)opinion seeker
C)elaborator
D)energizer

Question 64

The project lifespan stage where team members have built strong relationships and trust each other best describes

A)forming.
B)storming.
C)norming.
D)performing.

Question 65

Which of the following group building and maintenance roles goes along with the team more or less passively?

A)standard setter
B)gatekeeper-expediter
C)follower
D)blocker

Question 66

Which of the following roles spells out suggestions using examples?

A)initiator-contributor
B)opinion seeker
C)elaborator
D)energizer

Question 67

The project lifespan stage that kicks in after the team starts working together best describes

A)forming.
B)storming.
C)norming.
D)performing.

Question 68

Which of the following roles acts as the secretary or minute-keeper?

A)information seeker
B)opinion giver
C)orienteer
D)recorder

Question 69

Which of the following group building and maintenance roles tends to be negative,opposes every idea or opinion without or beyond reason that is put forward,yet refuses to make own suggestions?

A)standard setter
B)gatekeeper-expediter
C)follower
D)blocker

Question 70

Identify nine reasons organizations outsource projects.

Question 71

Which of the following group building and maintenance roles expresses standards to be applied in evaluating the quality of team process?

A)standard setter
B)gatekeeper-expediter
C)follower
D)blocker

Question 72

Which of the following group building and maintenance roles attempts to regulate the flow of communication?

A)standard setter
B)gatekeeper-expediter
C)follower
D)blocker

Question 73

Organizations can be classified into five major structures.Identify and define these structures.

Question 74

The project lifespan stage where team members come together for a purpose best describes

A)forming.
B)storming.
C)norming.
D)performing.

Question 75

Which of the following roles requests clarification of comments in terms of their factual adequacy?

A)information seeker
B)opinion giver
C)orienteer
D)recorder

Question 76

Identify the eight main areas in which a PMO is expected to function.

Question 77

Describe four ways that knowledge transfer occurs in virtual and global teams.

Question 78

Which of the following roles states his/her belief pertinently to a suggestion or the subject being discussed?

A)information seeker
B)opinion giver
C)orienteer
D)recorder

Question 79

Under what conditions will the department structure work well?

Question 80

The project lifespan stage where team members agree and start cooperating with some preconceived notions best describes

A)forming.
B)storming.
C)norming.
D)performing.