CH3

21) There are often considerable differences in how projects are managed within certain firms, even when similar project management structures are being used. ⊚ true ⊚ false

TRUE

13) While organization culture is important to the overall function of an organization, it has minor influence on its project management. ⊚ true ⊚ false

FALSE

15) Control is the cultural characteristic that refers to the degree to which management decisions take into account the effect of outcomes on people within the organization. ⊚ true ⊚ false

FALSE

18) Unit integration is the cultural characteristic that refers to the degree to which units within the organization are encouraged to operate in a coordinated or independent manner. ⊚ true ⊚ false

FALSE

9) The ten primary characteristics of an organization's culture all exist on a continuum. ⊚ true ⊚ false

TRUE

6) When determining the most appropriate project management structure, considerations need to be made at the organizational level and at the project level. ⊚ true ⊚ false

TRUE

16) What is more important for project success, the formal project management structure or the culture of the parent organization?

The culture of the parent organization is more important than the formal project management structure. The project management structure should derive from the culture of the organization. The culture should reveal what types of projects the organization will do and in turn will be reflected by the project management structure.

7) From the list below, which is NOT a primary characteristic of organizational culture? A) Profitability B) Risk tolerance C) Control D) Conflict tolerance E) Team emphasis

A) Profitability

11) Organization ________ refers to a system of shared norms, beliefs, values, and assumptions which bind people together, thereby creating shared meanings. A) culture B) personality C) mission D) values E) governance

A) culture

14) The cultural characteristic that refers to the degree to which rewards such as promotion and salary increases are allocated according to employee performance rather than seniority, favoritism, or other nonperformance factors is known as _____________. A) reward criteria B) member identity C) team emphasis D) unit integration E) management focus

A) reward criteria

5) The cultural characteristic that refers to the degree to which employees are encouraged to be aggressive, innovative, and risk seeking is known as _____________. A) risk tolerance B) open-systems focus C) means versus ends orientation D) control E) team emphasis

A) risk tolerance

19) Identify and briefly describe at least two advantages and two disadvantages of organizing projects within the functional organization.

Advantages include no alteration in the design or operation of the parent organization, flexibility in use of staff, in-depth expertise, and easy post-project transition. Disadvantages include lack of focus, poor integration, longer project duration and lack of motivation and

1) Which of the following is NOT a disadvantage of organizing projects within a matrix arrangement? A) Stressful. B) Expensive. C) Longer project duration. D) Infighting. E) Dysfunctional conflict between functional managers and project managers.

B) Expensive.

10) Which of the following is an advantage of a functional project management organization? A) Good integration across functional units B) Maximum flexibility in the use of staff C) Shorter project duration D) Longer project duration E) Strong motivation of project team members

B) Maximum flexibility in the use of staff

20) Research suggests that there is a strong connection between project management structure, organizational ________, and project success. A) governance B) culture C) mission D) personality E) values

B) culture

23) In a(n) ________ system, there are usually two chains of command, one along functional lines and the other along project lines. A) functional B) matrix C) unified D) projectized E) dedicated project team

B) matrix

2) In all cases of looking for an ideal project culture, there is always the need for A) considerable support from all levels of management. B) more funding. C) balance among multiple project dimensions. D) a very strong project management office. E) a project sponsor

C) balance among multiple project dimensions.

3) Identified weaknesses of high expense, conflict between the team and the organization, and difficult post-project transitions are typical of A) None of these. B) functional teams. C) dedicated teams. D) matrixed teams. E) projectized teams.

C) dedicated teams.

24) High project costs and difficult post-project transition are two evident weaknesses of a(n) __________ organization. A) weak matrix B) functional C) projectized D) strong matrix E) dedicated project team

C) projectized

25) The goal of the resource pool PMO is to provide the organization with a cadre of ______. A) resources, tools and templates B) tools C) templates D) trained project managers and professionals E) resources

D) trained project managers and professionals

22) The personality of an organization is a simple explanation of ___________. A) Organizational identity B) Organizational structure C) All of these D) Organizational governance E) Organizational culture

E) Organizational culture

17) Which of the following cultural characteristics relates to the degree to which work activities are organized around groups rather than individuals? A) Member identity B) Managerial focus C) Unit integration D) Control E) Team emphasis

E) Team emphasis

4) The cultural characteristic that refers to the degree to which employees are encouraged to air conflicts and criticisms openly is known as ___________. A) unit integration B) reward criteria C) open-systems focus D) team emphasis E) conflict tolerance

E) conflict tolerance

8) High levels of stress and dysfunctional conflict are disadvantages of a(n) _________ organization. A) functional B) dedicated project team C) projectized D) unified E) matrix

E) matrix

12) Identify and briefly describe three of the 10 primary characteristics of organization culture.

Member identity, team emphasis, management focus, unit integration, unit integration, control, risk tolerance, reward criteria, conflict tolerance, means vs. end orientation and open system focus.