Chapter 2

It is common practice to select the project manager prior to the project being selected.

False Page 44

The project manager should take a careful, analytic approach to making decisions about projects.

False Page 46

The most effective program managers tell their project managers exactly what to do. The project manager should not allow functional managers to usurp his or her control of the project.

False Page 47

Conflict occurs mainly at the beginning of the project.

False Page 51

Functional project organizations have higher personnel costs than pure project organizations.

False Page 51

When making trade-offs on a project, the project manager needs to be aware that profit for the firm is always the most important of the project's goals.

False Page 51

If the performance of all subsystems is optimized, it follows that the overall system is optimum.

False Page 53

Since the PM has position power there is no need for them to have credibility

False Page 53

Intrateam conflicts are minimal in a matrix organization.

False Page 54

Cross divisional project communication is enhanced when a project is organized in a functional project organization.

False Page 60

The job of managing work across multiple groups is called integration management.

False Page 62

It is more important for project team members to focus on their specific project activities than on the project's overall results.

False Page 67

Project "war rooms" discourage team cooperation, morale and communications.

False Page 68

Project team conflict stifles team creativity.

False Page 70

The project manager is supposed to facilitate the work of the project team and must, therefore, stay aloof from the conflicts arising among project team members

False Page 45

An advantage of pure project organization is its great depth of technical knowledge. `

False Page 60

When it comes to assigning individuals to work on projects, functional managers and project managers are often in conflict.

True Page 50

The functional manager has expertise in the function he or she manages, but the project manager rarely has expertise in many of the project's technical areas.

True Page 45

It is appropriate for the project manager to play an active role in communications between the client and the senior management of the organization conducting the project.

True Page 47

The project manager must maintain a high level of flexibility in dealing with people.

True Page 47

It is critical to a project's success to have top management support.

True Page 50

The individual with responsibility for performing a task is more likely to overestimate the time required to complete the task than his/her immediate supervisor.

True Page 50

Functionally organized projects are not seen as a high priority by functional managers.

True Page 51

A matrix organization is a combination of pure project organization and functional organization.

True Page 51&52

In order for a PM to be "believable" the PM must have technical and administrative credibility.

True Page 53

Project team members are often faced with conflicting orders in a matrix organization.

True Page 54

A pure project organization is usually too expensive for the management of small projects.

True Page 59

It is common to have more than one boss in a matrix organization.

True Page 61

The task of bringing the work of all groups together to make a harmonious whole is called systems engineering.

True Page 62

Matrix, pure project, and functional project organizations may exist in the same company.

True Page 63

Integration management and parallel tasking are fundamentally concerned with coordinating the flow of information.

True Page 65

Political savvy is not only an important characteristic of a project manager but is also important for project team members.

True Page 66

Morale of the project team is a key responsibility of the project manager.

True Page 67

"Projectitis" is most likely to occur in which type of project organizational structure? a) a pure project organization b) a matrix organization c) a functional organization d) b and c e) all of the above

a) a pure project organization Page 59

Which of the following types of organizations would likely not have a program manager? a) functional project organization b) pure project organization c) strong matrix project organization d) weak matrix organization e) All of the above would likely have program managers.

a) functional project organization Page60

A matrix project that closely resembles the pure project is referred to as a) a weak matrix b) a strong matrix c) a functional matrix d) a balanced matrix e) an unbalanced matrix

b) a strong matrix Page 61&62

The _________________ approach centers on understanding the bits and pieces in a system. a) facilitating b) analytical c) systems d) sensitivity e) matrix

b) analytical Page 46&46

A functional project structure is not characterized by: a) lower personnel costs b) improved communications c) lack of "projectitis" d) lack of technical knowledge depth e) all of the above are characteristics of a functional project structure

b) improved communications Page 60

Altering the specifications of an ongoing project is referred to as a) suboptimization b) scope creep c) a virtual project d) projectitis e) PMI

b) scope creep Page 48

The four essential skills of persuasion described Jay Conger (1998) include all of the following except: a) Effective persuaders must be credible to those they are trying to persuade b) They must find goals held in common with those being persuaded c) Must give locker-room motivational speeches d) They must connect with the emotions of those they are trying to persuade

c) Must give locker-room motivational speeches Page 44

During project formation stage, the major sources of conflict are all of the following except: a) Priorities b) Procedures c) Technical d) Schedules

c) Technical Page 60

Which of the following is not a characteristic of effective project team members? a) They are technically competent. b) They are politically sensitive. c) They have a strong orientation to their discipline. d) They have a strong goal orientation. e) They have high self-esteem.

c) They have a strong orientation to their discipline. Page 66&67

The three primary goals of any project are: a) profit, schedule, quality b) schedule, budget, quality c) performance, budget, schedule d) performance, quality, schedule e) budget, quality, profit

c) performance, budget, schedule Page 51

The PM's job includes all of the following except? a) Convener and chair of meetings b) Facilitator c) Communicator d) Supervisor e) Virtual project manager

d) Supervisor Page 36

"The operation was a success but the patient died" best exemplifies a) micromanagement b) the systems approach c) the need to fight fires d) suboptimization e) lack of leadership

d) suboptimization Page 46

Which of the following is not true concerning the difference between the project manager (PM) and the traditional manager TM)? a) the PM is a facilitator the TM is a technical supervisor b) the PM is a generalist the TM is a specialist c) the PM must be able to integrate tasks; the TM must be able to analyze tasks d) the PM uses an analytical approach the TM uses a systems approach e) all of

d) the PM uses an analytical approach the TM uses a systems approach Page 45&46

Dysfunctions of a team include? a) Absence of trust b) Fear of conflict c) Lack of commitment d) Avoidance of accountability e) All of the above

e) All of the above Page 62

How many different types of project organizations are there? a) 3 b) 6 c) 4 d) 5 e) Unlimited number

e) Unlimited number Page 66

The skill of persuasion has the following parts a) Credibility b) Common goals c) vivid language and compelling evidence d) connection to emotions e) all of the above

e) all of the above Page 44

The project manager is responsible to: a) the parent organization b) the project team c) the project's client d) the project manager's immediate supervisor e) all of the above

e) all of the above Page 48

Which of the following is an important project manager role? a) technical expert b) supervisor c) project champion d) micromanager e) communicator

e) communicator Page 48

The project team members should be all of the following except: a) politically sensitive b) technically competent c) goal oriented d) problem oriented e) focused on activities

e) focused on activities Page 66&67