CAPM Chapter 2

(PMO) project management office

A place that manages projects and programs. Provide support to PMs and helps present a consistent, reliable approach to managing projects across the organizations

A project coordinator takes a new position and she is concerned about the amount of work it will take to communicate with all of the stakeholders. The organization employs more than 30,000 people in 12 different locations. Her project team is a strong matrix organization. In her previous job her resources were projectized. As a general rule, what can she expect the communication to be?

Complex

Cathy is a new project manager with very little real experience. She has been assigned to lead a project which her boss feels she is perfectly suited. Her organization is a matrix organization. Based on these characteristics she should expect communications to be:

Complex

Enterprise Environmental Factors (EEF)

Conditions, not under the immediate control of the team, that influence, constrain, or direct the project, program, or portfolio.

Project Scope Management

The processes involved in defining and controlling what work is or is not included in a project

You are a Project Manager leading a large project within a manufacturing organization that is matrixed. One day one of your resources approaches you and states they do not know which of their several assignments for different projects is most important. Who should determine the priorities between projects in the organization?

The project management office (PMO)

In that type of organization does each employee have one clear superior and is grouped by specialty such as sales, marketing, engineering, accounting, etc.?

functional

Sally is a frustrated project coordinator. All of her resources split their time between operational responsibility and project work. It seems she can only get about 10% to 15% of their time. She also has very limited authority, and has very little administrative support. In what kind of organization does Sally work?

weak matrix

Weak Matrix Organization

-Low project manager authority -Low resource availability -Budgeted by functional manager -Part time project manager -Part time project admin staff

Strong Matrix Organization

-Moderate/High project manager authority -Moderate/High resource availability -Budgeted by project manager -Full time project manager -Full time project admin staff

Balanced Matrix Organization

-Moderate/Low project manager authority -Moderate/Low resource availability -Budgeted by project & functional manager (mixed) -Full time project manager -Part time project admin staff

1. In what type of organization does the project manager have little or no authority? A. Functional B. Weak matrix C. Balanced matrix D. Projectized

1. Answer A. PMBOK® Guide - Although a weak matrix provides a project manager with limited authority, only the functional organization provides the project manager with little or no authority. Remember, according to PMI the project manager is a very powerful position

In which of the following organization types can a PMO not exist?

A PMO may exist in any organization type

Project Phase

A collection of logically related project activities that culminates in the completion of one or more deliverables.

functional organization

A form of organizational structure. Functional organizations are traditional organizations with hierarchical reporting structures.

Phase Gate

A review at the end of a phase in which a decision is made to continue to the next phase, to continue with modification, or to end a project or program.

11. The term used to describe most modern organizations that use multiple organizational structures is what? A. Composite organization B. Balanced Matrix C. Projectized D. Functiona

Answer A. PMBOK® Guide - Most modern organizations involve all of the structural types to one degree or another at their various levels. These organizations are called composite organizations.

2. In what type of organization is the functional manager likely to maintain project budget control? A. Weak matrix B. Balanced matrix C. Strong matrix D. Projectized

Answer A. PMBOK® Guide - According to PMI the project manager has a very powerful role and as the PM gets closer to a projectized organization they gain more influence. The role where they have the least authority is the weak matrix and this is where the functional manager has budgetary authority.

27. You are a Project Manager leading a large project within a manufacturing organization that is matrixed. One day one of your resources approaches you and states they do not know which of their several assignments for different projects is most important. Who should determine the priorities between projects in the organization? A. The project management office (PMO) B. The project manager C. The project team D. The project management team

Answer A. Because this question deals with multiple projects the only answer that can be correct is the project management office or PMO. A PMO deals with multiple projects.

17. A project manager comments to their spouse about how frustrated they are at work. Everyone is telling their resources what to do. In a functionally organized firm who can formally direct project resources? A. The functional manager B. The project sponsor C. The senior manager D. All of the above

Answer A. PMBOK® Guide p.28 - In a functional organization, the functional manager has the power to direct resources. The project manager must use influence to get the functional manager to direct the resources to achieve project tasks.

14. A very seasoned project manager leaves a position where the organization was highly projectized for one that is a balanced matrix. His new manager is very senior in the organization. Based on this information, he can expect communication to be: A. Complex B. Less structured C. More structured D. Easy

Answer A. PMBOK® Guide p.28 - This is a trick question as much of the information is Chapter 2 — Organizations & Project Management CAPM Exam Preparation Student Guide v. 10.0 ©2018 Looking Glass Development Page 47 unnecessary to correctly answer it. The only piece of information necessary to answer this question is the fact that the new organization is a balanced matrix. In matrix organizations communication is complex because of the importance placed on communicating with the many power structures.

15. A project coordinator takes a new position and she is concerned about the amount of work it will take to communicate with all of the stakeholders. The organization employs more than 30,000 people in 12 different locations. Her project team is a strong matrix organization. In her previous job her resources were projectized. As a general rule, what can she expect the communication to be? A. Complex B. Simple C. More structured D. Hard to automate

Answer A. PMBOK® Guide p.28 - This is a trick question as much of the information is unnecessary to correctly answer it. The only piece of information necessary to answer this question is the fact that the new organization is a strong matrix. In matrix organizations communication is complex because of the importance placed on communicating with the many power structures.

13. A project manager takes a job with a new firm. He has little experience and will be working in a matrix organization. Based upon his situation he should expect communication with his stakeholders to be: A. Complex B. Formal and written C. Formal and verbal D. Informal and written

Answer A. PMBOK® Guide p.28 - This is a trick question as much of the information is unnecessary to correctly answer it. The only piece of information necessary to answer this question is the fact that the organization is a matrix. In matrix organizations communication is complex because of the importance placed on communicating with the many power structures.

20. A project manager is trying to complete a complicated COTS software project but is struggling to get enough attention to complete the required work. Most of the resources needed are focused on completing operational work, and the project manager has doesn't have authority to shift their focus or assign other resources. In which type of organization must the project manager be working? A. A functional organization B. A technical matrix organization C. An operational matrix organization D. A weak matrix organization

Answer A. This is an example of a functional organization as the project manager does not have any power to shift resources who are focused on operational activities.

25. The previous project manager for your project did their work without much formal organization. There is a lack of management control and no clearly defined deliverables. Which of the following would be the best choice for getting the project better organized? A. Define the project methodology B. Adopt a lifecycle approach to the project C. Develop specific work plans for each work package D. Develop a description of the product of the project

Answer B. Don't be tempted to select developing a work plan for each work package. Although this would help control each phase, it would do nothing for the integration of the phases. The only option that both improves the scope of the project and the integration.

5. In what type of organization is the project manager likely to have a variety of possible budgetary control models? A. Functional B. Balanced matrix C. Projectized D. Any of the above

Answer B. PMBOK® Guide - Only in a balanced matrix organization are there mixed models of budgetary control.

6. Sally is a frustrated project coordinator. All of her resources split their time between operational responsibility and project work. It seems she can only get about 10% to 15% of their time. She also has very limited authority, and has very little administrative support. In what kind of organization does Sally work? A. Functional B. Weak matrix C. Balanced matrix D. Strong matrix

Answer B. PMBOK® Guide - Sally works in a weak matrix organization. The keys to this question are the facts that she gets some administrative support even though it is not much and she does have a little authority. If not for these two differences she would be in a functional organization.

7. Kevin is a full-time project manager within his organization who is struggling. He gets some administrative support, but really has to fight to get any time from his resources because of his low level of authority. In what type of organization does Kevin work? A. Weak matrix B. Balanced matrix C. Strong matrix D. Projectized

Answer B. PMBOK® Guide - The fact that Kevin is full time tells you he does not work in a weak matrix organization and the fact that he has a low level of authority tells you he does not work in a strong matrix or projectized organization. Only the balanced matrix meets these criteria.

16. Two project managers are arguing over who is the more senior in a weak matrix organization. Eventually they determine that one of them is actually a project manager and the other is a project expeditor. How is the expeditor different than the project manager? A. The manager cannot spend money B. The expeditor cannot make decisions C. The manager reports to a higher level authority D. The expeditor can spend money

Answer B. PMBOK® Guide p.28 - A project expeditor has no authority to make decisions or spend money. Typically a true project manager can make decisions and often reports to a higher level authority, but this is not guaranteed.

18. Two project managers are discussing how frustrated they are on their projects because of the number of people providing direction to their project resources. In a matrix organization, who can direct project resources? A. The project manager B. The functional manager C. The project sponsor D. All of the above

Answer D. PMBOK® Guide p.28 - In a matrix organization, The functional manager, project manager or sponsor could have the power to direct resources.

19. Sam is talking to Sally about his new job. As he describes his position he concludes that although he is called a project manager he is actually a project coordinator. Sally comments that he is doing better than her because she is a project expeditor. Which of the following most accurately describes the difference(s) between an project expeditor and a project coordinator? The project coordinator cannot make more decisions The project coordinator can make more decisions C. The project expeditor reports to a higher level manager D. The project expeditor has more authority

Answer B. The project coordinator can typically make more decisions than an expeditor. They also usually have more authority and report to a higher level manager than the expeditor.

26. The project cycle differs from the product life cycle in that the project life cycle: A. Does not incorporate a methodology B. Is different for each industry C. Can spawn many projects. D. Describes project management activities

Answer B. The project life cycle does incorporate a methodology—for doing the work. It is the product life cycle that spawns many projects. Project management activities are described in the project management process. The project life cycle is different for each industry, so that is the correct answer.

8. Ann is new to her company, the XYZ Widget Co. She really likes her job because although she has to interface with functional managers, she has a high degree of authority within the company, can quickly get the resources she needs, and gets a lot of administrative support. In what kind of organization does Ann work? A. Functional B. Balanced matrix C. Strong matrix D. Projectized

Answer C. PMBOK® Guide - The key to this question is the fact that functional managers still exist in Ann's organization. Without this difference she could be in a projectized organization.

22. Ralph is leading a project currently in the planning phase when two key stakeholders come to him asking for an explanation of the development methodology being used on the project. They are specifically interested in where it came from and how it differs from the methodology being used on most of the projects being done within the organization. As Ralph explains the methodology, the stakeholders become nervous about a number of new terms he uses with which they are unfamiliar and how this new methodology will impact the organization. They stakeholders are long-time associates of Ralph's. What should he do? A. Ask the stakeholders to trust him as they are long-time associates B. Supply the stakeholders with a glossary of terms for the new methodology C. Notify the PMO of the stakeholders' concerns D. Advise the stakeholders that he will keep them informed regularly on the project

Answer C. Many students believe this is an unfair or trick question. It is not, and actually represents a fairly common type of real exam question. The issue here is although you might do several of the items listed, what would you do first. The very first thing to be done is notify the PMO as they are the keepers of the organization's project management policies, procedures and methodologies.

In what type of organization is the project coordinator likely to be a part-time position with almost no administrative support? A. Balanced matrix B. Weak matrix C. Functional D. Projectized

Answer C. PMBOK® Guide - The key to this question is the fact that the role is called a coordinator, is part-time and has no administrative support. A coordinator with a little administrative support would have been a weak matrix, but as asked it is a functional organization.

10. In a weak matrix organization, the project manager's role is most like what? A. A true project manager B. A project sponsor C. A coordinator D. A functional manager

Answer C. PMBOK® Guide - Weak matrix organizations maintain many of the characteristics of a functional organization and the project manager's role is more like a coordinator or expediter than that of a manager.

23. A young project manager has just been assigned to their second project even though they have yet to complete their first project. The first project is relatively small and both the project manager and their boss believes the project manager has the capacity to manage both efforts at the same time. However, as time passes the second project begins to grow significantly in scope and the project manager quickly comes to believe they need help. In talking about the situation with their peers the project manager learns a similar project was completed 18 months prior. What should the project manager do? A. Wait to see if the second project continues to grow in scope B. Make sure the scope is agreed to by all stakeholders C. Obtain the historical records and guidance from the project management office (PMO) D. Contact the project manager from the previous project for guidance

Answer C. The concept of continuous improvement is very important to PMI®, and a key element to continuous improvement is the keeping of historical records for just such a situation as this. Although the project manager might do several of these items, the very first thing they should do is review the historical records from past similar projects.

21. Cathy is a new project manager with very little real experience. She has been assigned to lead a project which her boss feels she is perfectly suited. Her organization is a matrix organization. Based on these characteristics she should expect communications to be: A. Simple B. Mostly verbal C. Mostly automated and written D. Complex

Answer D. Matrix organizations increase the complexity of communications. This question has little to do with the amount of experience the project manager has. Additionally, it is not possible to tell if the communication would be written or verbal with the information given.

12. In which of the following organization types can a PMO not exist? A. Functional B. Balanced matrix C. Composite D. A PMO may exist in any organization type

Answer D. PMBOK® Guide - A PMO can exist in any of the organizational structures, including those with a functional organization. However, the more the organization moves towards a projectized organization the more likely a PMO becomes.

3. In that type of organization does each employee have one clear superior and is grouped by specialty such as sales, marketing, engineering, accounting, etc.? A. Projectized B. Balanced matrix C. Weak matrix D. Functional

Answer D. PMBOK® Guide - In a functional organization, people are organized based upon the job they perform. These silos provide the basis for power within the organization and project managers have very little authority.

9. Jim is a project manager within the ABC Company. Within his organization there are departments, but these groups provide support services to the various projects. In what kind of organization does Jim work? A. Functional B. Balanced matrix C. Strong matrix D. Projectized

Answer D. PMBOK® Guide - Only in a projectized organization are there departments that either report directly to the project manager or provide support services to the various projects.

24. A project manager gets assigned to a manufacturing effort for a new product and gathers their team to begin work. Although the team has worked together on previous efforts they struggle to create the project charter. Which of the following best describes the real problem? A. Constraints and assumptions have not been defined B. The project deadline has not been set C. They have not identified the project objectives D. They are working on an operation and not a project

Answer D. Read the question carefully. Did you notice the question describes an operation? Operations are not managed the same way as projects and attempting to do so is what is causing the problems.

Matrix Organization

Any organizational structure in which the project manager shares responsibility with the functional managers for assigning priorities and for directing the work of persons assigned to the project.

Two project managers are discussing how frustrated they are on their projects because of the number of people providing direction to their project resources. In a matrix organization, who can direct project resources?

PMBOK® Guide p.28 - In a matrix organization, The functional manager, project manager or sponsor could have the power to direct resources.

Project Integration Management

Processes that coordinate all project management knowledge areas throughout a project's life, including developing the project charter, developing the preliminary project scope statement, developing the project management plan, directing and managing the project, monitoring and controlling the project, providing integrated change control, and closing the project

Jim is a project manager within the ABC Company. Within his organization there are departments, but these groups provide support services to the various projects. In what kind of organization does Jim work?

Projectized

. to begin work. Although the team has worked together on previous efforts they struggle to create the project charter. Which of the following best describes the real problem?

They are working on an operation and not a project

In what type of organization is the functional manager likely to maintain project budget control?

Weak matrix

WBS

Work breakdown structure