Chapter 5

1. Identify the statement that is NOT a major advantage of placing a project within a functional element of the parent
organization.
a) The flexible use of staff increases.
b) Expertise is easily shared across multiple projects.
c) The functional division tends to be oriented towards activities particular to its function.*
d) The functional division serves as a base of technological continuity.
Response: Refer to the section: Projects in a Functional Organization.
2. Identify the statement that is NOT a major disadvantage of placing a project within a functional element of the parent
organization.
a) There is a tendency to suboptimize the project.
b) The client is not the primary focus of activity in the function.
c) The motivation of people assigned to the project tends to be weak.
d) The functional division contains the normal path of advancement for individuals whose expertise is in the functional
area.*
Response: Refer to the section: Projects in a Functional Organization.
3. Identify the statement that is NOT a major advantage of placing a project within the pure project organization.
a) The functional manager retains full line authority over project team members.*
b) The lines of communication are shortened.
c) Centralized authority tends to increase the speed of decision-making.
d) A holistic approach to performing the project is supported.
Response: Refer to the section: Projects in a Projectized Organization.
4. Identify the statement that is NOT a major disadvantage of placing a project within the pure project organization.
a) The project manager has full line authority over the project.*
b) Projects duplicate effort because resources are not shared across projects.
c) Projects attempt to stockpile resources.
d) Policies and procedures of the organization are inconsistently used and enforced.
Response: Refer to the section: Projects in a Projectized Organization.
5. If the project manager controls when and what people do while the functional managers control who will be assigned to
the project and what technology will be used, the __________ organizational form is probably being used.
a) projectized
b) pure project
c) matrix*
d) weak project
Response: Refer to the section: Projects in Composite Organizational Structures. The sharing of control is indicative of a
matrix organizational structure.
6. In the systems approach to design, one organization would have to take responsibility for __________.
a) manufacturing everything in the system
b) the integrity of the project design*
c) the integrity of the subcontractors
d) product warranties
Response: Refer to the section: Projects in a Matrixed Organization.
7. Identify the statement that is NOT a major advantage of placing a project in the matrix approach.
a) A single individual, the project manager, takes responsibility for managing the project.
b) The project will have access to representatives from the administrative units of the parent firm.
c) The division of authority between the project manager and the functional managers is complex.*
d) There is less anxiety among team members about what will happen to them when the project is completed.
Response: Refer to the section: Projects in a Matrixed Organization.

8. Identify the statement that is NOT a major disadvantage of placing the project in the matrix approach.
a) The balance of power between stakeholders is delicate.
b) Balancing the demands of competing projects using shared resource pools is complicated.
c) The principle of unity of command is violated.
d) The project manager takes responsibility for managing the project.*
Response: Refer to the section: Projects in a Matrixed Organization.
9. When a project requires the integration of inputs from several functional areas and involves reasonably sophisticated
technology, but does not require all the technical specialists to work for the project on a full-time basis, the __________
organizational form should be used.
a) functional
b) matrix*
c) pure project
d) mixed
Response: Refer to the section: Selecting a Project Form.
10. The process of dealing with uncertainties in projects has come to be known as __________.
a) scope management
b) risk management*
c) quality management
d) procurement management
Response: Refer to the section: The Project Management Office (PMO).
11. The project management office is often created by organizations to __________.
a) establish consistent project management standards and methods*
b) deal with technological obsolescence
c) train process managers
d) administer application software
Response: Refer to the section: The Project Management Office (PMO).
12. A major purpose of the project management office should be to serve as __________.
a) the central location for all clerical support
b) the critical disaster recovery support
c) a link between strategic management and project management *
d) maintenance for the project management library
Response: Refer to the section: The Project Management Office (PMO).
13. This member of the project team is in charge of product design and development and is responsible for functional
analysis, specifications, drawings, cost estimates, quality/reliability, engineering changes, and documentation.
a) systems architect*
b) manufacturing engineer
c) project controller
d) support services manager
Response: Refer to the section: The Project Team.
14. This member of the project team is responsible for the efficient production of the product of the process, including the
manufacturing engineering, design and production of tooling, production scheduling, and other production tasks.
a) project engineer
b) development engineer*
c) contract administrator
d) support services manager
Response: Refer to the section: The Project Team.

15. This behavior in a project manager would be highly correlated with unsuccessful project management.
a) conflict avoidance*
b) interdisciplinary problem solving
c) win -win negotiation techniques
d) risk mitigation
Response: Refer to the section: Human Factors and the Project Team.
16. This person is responsible for the installation, testing, and support of the product (process) once its engineering is
complete.
a) development engineer
b) systems architect
c) test engineer*
d) project controller
Response: Refer to the section: The Project Team.
17. One of the main technical problems faced by the project manager is meeting __________ without compromising
performance.
a) suppliers targets
b) schedule and cost goals*
c) technical specifications
d) cost and conflict goals
Response: Refer to the section: Human Factors and the Project Team.
18. An organization structure that is based on the Financial, Human Resources and Operational departments rather than by
project is termed as a(n) __________.
a) matrix organization
b) parent organization
c) functional organization *
d) projectized organization
Response: Refer to the section: The Project Management Office (PMO).
19. The key to conflict resolution is to turn a __________ into a __________.
a) win-lose situation, win-win situation*
b) matrix organization; mixed organization
c) subcontract; work breakdown structure
d) functional division, projectized division
Response: Refer to the section: Projects in a Functional Organization.
20. A major advantage of using a __________ placement for a project is that individual experts can be utilized by many
different projects.
a) standard
b) virtual
c) projectized
d) functional *
Response: Refer to the section: Projects in a Functional Organization.
21. A characteristic of __________ projects is that the work these projects can cross time, space, organizational, and
cultural boundaries.
a) Matrix
b) Projectized
c) Standard
d) Virtual*
Response: Refer to the section: Projects in a Matrixed Organization.

22. Virtual teams, when composed, should consist of boundary spanners who number about one in every __________
team members.
a) 6-7*
b) 8-12
c) 10-20
d) 25-30
Response: Refer to the section: Projects in a Matrixed Organization. Level: intermediate
23. A major contribution of __________ is to establish project administration procedures for selecting, initializing and
planning, budgeting, and scheduling projects as well as to serve as a repository for reports on the performance of the
planning, budgeting, scheduling, and resource allocation processes.
a) stakeholders
b) the change control board
c) PMOs*
d) team members
Response: Refer to the section: The Project Management Office (PMO).
24. Project priorities are more of a concern in the __________ stages of the project life cycle.
a) earlier*
b) later
c) middle
d) final
Response: Refer to the section: Human Factors and the Project Team. Level: advanced
Fill in the blanks
25. Subletting tasks out to smaller contractors is known as __________.
Ans: subcontracting
Response: Refer to the section: Glossary.
26. The underlying principle of modern organizations is __________ of the human elements in the group.
Ans: specialization
Response: Refer to the section: Introduction.
27. The __________ organizational form is a pure project organization overlaid on the functional divisions of the parent
firm.
Ans: matrix
Response: Refer to the section: Projects in a Matrixed Organization.
28. The __________ matrix is most similar to the resembles the projectized organizational form.
Ans: strong
Response: Refer to the section: Projects in a Matrixed Organization.
29. The __________ matrix is least similar to the pure project organizational form.
Ans: weak
Response: Refer to the section: Projects in a Matrixed Organization.
30 Viewing the whole at one time rather than each piece individually describes the __________ approach.
Ans: holistic
Response: Refer to the section: Glossary.
31. In the __________ form of organizational structure, pure functional and pure project organizations may coexist in the
firm.
Ans: mixed
Response: Refer to the section: Projects in Composite Organizational Structures.

32. When the major focus of a project must be on the in-depth application of a technology rather than on minimizing cost,
meeting a specific schedule or achieving speedy response to change, the __________ organizational form is apt to be the
form of choice.
Ans: functional
Response: Refer to the section: Selecting a Project Form.
33. When a firm engages in a large number of similar projects, the __________ organizational form is apt to be preferred.
Ans: pure project
Response: Refer to the section: Selecting a Project Form.
34. When the standard departments of the organization represent individual disciplines such as engineering, marketing,
purchasing, and so on, the organization follows __________.
Ans: functional management
Response: Refer to the section: Glossary.
35. According to Dewhurst, a group of individuals working independently is a __________.
Ans: name only team (NOT)
Response: Refer to the section: Human Factors and the Project Team.
36. The firm or organization within which the project is being conducted is known as the __________.
Ans: parent organization
Response: Refer to the section: Glossary.
37. __________ engineering refers to the use of a design team that includes design and manufacturing engineers as well as
staff from other relevant areas of the business.
Ans: Concurrent
Response: Refer to the section: Glossary.
38. The __________ is responsible for the installation, testing, and support of the product or process once the engineering
is complete.
Ans: test engineer
Reponse: Refer to the section: The Project Team.
39. The __________ manager is typically responsible for a number of related projects, each with its own project manager.
Ans: program
Response: Refer to the section: Glossary.
40. __________ is defined as inappropriately intense loyalty to the project.
Ans: Projectitis
Response: Refer to the section: Glossary.
41. __________ is the term that describes the optimization of a subelement of a system, perhaps to the detriment of the
overall system.
Ans: Suboptimization
Response: Refer to the section: Glossary.
42. A room where project teams can meet, and where the latest details on project progress will be available, is called the
__________.
Ans: war room
Response: Refer to the section: Glossary.
43. The __________ is a basic project document that describes all the work that must be done to complete the project and
forms the basis for costing, scheduling, and work responsibility.
Ans: WBS (work breakdown structure)
Response: Refer to the section: Glossary.

44. The approach to organizing that includes both functions (disciplines) and projects in its hierarchy is known as the
__________.
Ans: mixed organization
Response: Refer to the section: Glossary.
45. It is the responsibility of the __________ to ensure that the project is structured in such a way as to allow for
motivational factors to be used.
Ans: project manager
Response: Refer to the section: Human Factors and the Project Team.
Essay
46. Identify the major reasons for the rapid growth of project-oriented organizations.
Ans: Speed and market responsiveness have become requirements of successful competition. Moreover, clients want
increased customization of project outputs. Second, the development of new products, processes, and services has become
increasingly complex. This requires interdisciplinary collaboration and coordination. Third, rapid expansion of technological
possibilities tends to destabilize organizational structures. And finally, business managers are seeking to gain greater
control over the operations of the business.
Response: Refer to the section: Introduction.
47. Identify three major advantages and disadvantages of using functional elements of the parent organization as the
administrative home for a project. Assume that the structure is appropriate for the project being undertaken.
Ans: The advantages would include: the flexible use of staff in a manner that maximizes utilization of staff, the sharing of
expertise among multiple projects, and the provision of a stable base for technological continuity for the organization. The
disadvantages would include: the client is not the primary focus of activity within the function, lines of cross-functional
communication may be unclear, and responsiveness to client needs may be slow and arduous.
Response: Refer to the section: Projects in a Functional Organization. Any advantage or disadvantage listed in the textbook
is an appropriate answer to this question.
48. Identify three major advantages and disadvantages of using the pure project organization as the administrative home
for project. Assume that the structure is appropriate for the project being undertaken.
Ans: The advantages would include: the project manager has full line authority over the project, the structure tends to
support a holistic approach to running the project, and the ability to make swift decisions is greatly enhanced. The
disadvantages would include: the duplication of resources which are not shared between projects, the inconsistent
adherence to corporate policies and procedures, and the potential to develop projectitis in a manner that distorts
relationships between project team members and their counterparts in the parent organization.
Response: Refer to the section: Projects in a Projectized Organization. Any advantage or disadvantage listed in the textbook
is an appropriate answer to this question.
49. Discuss the advantages of empowering the project team.
Ans: By empowering a project team, team members are enabled to manipulate tasks so that project objectives are met.
Team members are encouraged to find better ways to do things. A participative style of management avoids
micromanaging professionals and enables them to achieve goals using appropriate methods of their choosing. Team
members begin to understand that they are responsible and accountable for achieving the projects deliverables. There is a
good chance that synergistic solutions will result from team collaboration. The project manager will serve as a tool for
evaluating a team's performance and will be positioned to provide timely feedback to keep the team on track.
Response: Refer to the section: Human Factors and the Project Team.
50. Explain how a company can go about implementing a PMO.
Ans: The best way to implement a PMO is to treat it as a project and apply good project management procedures. In
addition, given the role of this special type of project, it is also suggested that the effort not be initiated until it has the full
commitment of the top managers of the organization. It should also have a senior management sponsor/ champion who is
determined to see this project through to success. One way to initiate the project is through a pilot program in one of the
areas that falls under the responsibility of the PMO project champion. Following its completion, the pilot project can be
assessed, any mistakes corrected, and the benefi ts publicized to the rest of the organization.
Response: Refer to the section: The Project Management Office (PMO).