Question 1

Technology, environment, rules, and reward systems can all contribute to a company's culture.

Accepted Answer

A) True 
 B)False

Question 2

Developing vision and mission statements is an important tactical step in project management.

Accepted Answer

A) True 
 B)False

Question 3

The resource pool model of the project management office (PMO) provides skilled labor to an organization's projects.

Accepted Answer

A) True 
 B)False

Question 4

The group that provides raw materials or resources that the project team needs to complete the project is:

Accepted Answer

A)  Suppliers. 
B)  Intervenor groups. 
C)  Top management. 
D)  Functional managers. 
A)  Suppliers. 
B)  Intervenor groups. 
C)  Top management. 
D)  Functional managers.

Question 5

One element of strategic management is cross-functional decision making.

Accepted Answer

A) True 
 B)False

Question 6

A project structure for an organization is a peach when you consider how well it:

Accepted Answer

A)  Creates legions of project management experts. 
B)  Maintains a pooled supply of intellectual capital. 
C)  Assuages the fear of unemployment by project team members once the project has ended. 
D)  Fosters loyalty to the overall organization by project team members. 
A)  Creates legions of project management experts. 
B)  Maintains a pooled supply of intellectual capital. 
C)  Assuages the fear of unemployment by project team members once the project has ended. 
D)  Fosters loyalty to the overall organization by project team members.

Question 7

A matrix organization for project management has a distinct advantage because:

Accepted Answer

A)  Dual hierarchies mean two bosses. 
B)  A significant amount of time is spent negotiating the sharing of critical resources. 
C)  Workers must reconcile competing project and functional demands. 
D)  Project importance is enhanced by setting authority equal to that of functional departments. 
A)  Dual hierarchies mean two bosses. 
B)  A significant amount of time is spent negotiating the sharing of critical resources. 
C)  Workers must reconcile competing project and functional demands. 
D)  Project importance is enhanced by setting authority equal to that of functional departments.

Question 8

Compare and contrast the three types of project management offices with regards to place in organization, function, and effectiveness in project management.

Accepted Answer

A project management office (PMO) is a c

Question 9

Most companies are well suited to allow for successful completion of projects in conjunction with other ongoing corporate activities.

Accepted Answer

A) True 
 B)False

Question 10

The project manager controls most of the project activities and functions, including the assignment and control of project resources in the:

Accepted Answer

A)  Strong matrix. 
B)  Weak matrix. 
C)  Dual matrix. 
D)  Primal matrix. 
A)  Strong matrix. 
B)  Weak matrix. 
C)  Dual matrix. 
D)  Primal matrix.

Question 11

Span of control refers to:

Accepted Answer

A)  The number of departments involved in a project. 
B)  The number of days that the project manager is allowed to complete the project. 
C)  The number of employees one person supervises. 
D)  The number of levels from top to bottom in an organization. 
A)  The number of departments involved in a project. 
B)  The number of days that the project manager is allowed to complete the project. 
C)  The number of employees one person supervises. 
D)  The number of levels from top to bottom in an organization.

Question 12

The solution to external and internal problems that has worked consistently for a group and that is therefore taught to new members as the correct way to perceive, think about, and feel in relation to these problems is known as:

Accepted Answer

A)  Groupthink. 
B)  Socialization. 
C)  Organizational culture. 
D)  A frame of reference. 
A)  Groupthink. 
B)  Socialization. 
C)  Organizational culture. 
D)  A frame of reference.

Question 13

One way that organizational culture affects project management is by:

Accepted Answer

A)  How the environment is affected by the culture. 
B)  Where the project occurs and how much it ultimately costs. 
C)  The level of resources needed to complete the project. 
D)  How departments are expected to interact with each other. 
A)  How the environment is affected by the culture. 
B)  Where the project occurs and how much it ultimately costs. 
C)  The level of resources needed to complete the project. 
D)  How departments are expected to interact with each other.

Question 14

What are the advantages and disadvantages of using a functional structure to manage a project?

Accepted Answer

A functional structure groups people and

Question 15

External stakeholders that are external to a project but possess the power to effectively disrupt the project's development are:

Accepted Answer

A)  Intervenor groups. 
B)  Environmental groups. 
C)  Stressor groups. 
D)  Special-interest groups. 
A)  Intervenor groups. 
B)  Environmental groups. 
C)  Stressor groups. 
D)  Special-interest groups.

Question 16

The tale of Professor Larry Foster and his grade book filled with Fs was told by one generation of faculty to the next with a mix of envy, awe and delight. If there was one thing you could be sure of, there was no grade inflation in his department, whose culture was formed primarily by:

Accepted Answer

A)  Critical incident. 
B)  Reward system. 
C)  Rules and procedures. 
D)  Environment. 
A)  Critical incident. 
B)  Reward system. 
C)  Rules and procedures. 
D)  Environment.

Question 17

Staffing fluctuations associated with project completion and initiation are most likely to occur in organizations that are:

Accepted Answer

A)  Functionally structured. 
B)  Project structured. 
C)  Matrix structured. 
D)  Process structured. 
A)  Functionally structured. 
B)  Project structured. 
C)  Matrix structured. 
D)  Process structured.

Question 18

A PMO is NOT used:

Accepted Answer

A)  As a resource center. 
B)  To act as a central repository for project documentation. 
C)  To replace the project manager as being responsible for the project. 
D)  As the place where project management improvements are identified and then disseminated to the rest of the organization. 
A)  As a resource center. 
B)  To act as a central repository for project documentation. 
C)  To replace the project manager as being responsible for the project. 
D)  As the place where project management improvements are identified and then disseminated to the rest of the organization.

Question 19

Cleland's project stakeholder management cycle:

Accepted Answer

A)  Requires all stakeholders to be identified and locked in as a first step. 
B)  Is used to identify only internal stakeholders. 
C)  Is used to identify only external stakeholders. 
D)  Is a recurring cycle that allows new stakeholders to be considered at any time. 
A)  Requires all stakeholders to be identified and locked in as a first step. 
B)  Is used to identify only internal stakeholders. 
C)  Is used to identify only external stakeholders. 
D)  Is a recurring cycle that allows new stakeholders to be considered at any time.

Question 20

An important step in stakeholder management is the assessment of your own capabilities.

Accepted Answer

A) True 
 B)False

Technology, environment, rules, and reward systems can all contribute to a company's culture.

Developing vision and mission statements is an important tactical step in project management.

The resource pool model of the project management office (PMO) provides skilled labor to an organization's projects.

The group that provides raw materials or resources that the project team needs to complete the project is:

One element of strategic management is cross-functional decision making.

A project structure for an organization is a peach when you consider how well it:

A matrix organization for project management has a distinct advantage because:

Compare and contrast the three types of project management offices with regards to place in organization, function, and effectiveness in project management.

Most companies are well suited to allow for successful completion of projects in conjunction with other ongoing corporate activities.

The project manager controls most of the project activities and functions, including the assignment and control of project resources in the:

Span of control refers to:

The solution to external and internal problems that has worked consistently for a group and that is therefore taught to new members as the correct way to perceive, think about, and feel in relation to these problems is known as:

One way that organizational culture affects project management is by:

What are the advantages and disadvantages of using a functional structure to manage a project?

External stakeholders that are external to a project but possess the power to effectively disrupt the project's development are:

The tale of Professor Larry Foster and his grade book filled with Fs was told by one generation of faculty to the next with a mix of envy, awe and delight. If there was one thing you could be sure of, there was no grade inflation in his department, whose culture was formed primarily by:

Staffing fluctuations associated with project completion and initiation are most likely to occur in organizations that are:

A PMO is NOT used:

Cleland's project stakeholder management cycle:

An important step in stakeholder management is the assessment of your own capabilities.

Introduction: Why Project Management

Project Selection and Portfolio Management

Leadership and the Project Manager

Scope Management

Project Team Building, Conflict, and Negotiation

Risk Management

Cost Estimation and Budgeting

Project Scheduling: Networks, Duration Estimation, and Critical Path

Project Scheduling: Lagging, Crashing, and Activity Networks

Advanced Topics in Planning and Scheduling: Agile and Critical Chain

Resource Management

Project Evaluation and Control

Project Closeout and Termination

Filters

Exam 2: The Organizational Context: Strategy, Structure, and Culture

Technology, environment, rules, and reward systems can all contribute to a company's culture.

Developing vision and mission statements is an important tactical step in project management.

The resource pool model of the project management office (PMO) provides skilled labor to an organization's projects.

The group that provides raw materials or resources that the project team needs to complete the project is:

One element of strategic management is cross-functional decision making.

A project structure for an organization is a peach when you consider how well it:

A matrix organization for project management has a distinct advantage because:

Compare and contrast the three types of project management offices with regards to place in organization, function, and effectiveness in project management.

Most companies are well suited to allow for successful completion of projects in conjunction with other ongoing corporate activities.

The project manager controls most of the project activities and functions, including the assignment and control of project resources in the:

Span of control refers to:

The solution to external and internal problems that has worked consistently for a group and that is therefore taught to new members as the correct way to perceive, think about, and feel in relation to these problems is known as:

One way that organizational culture affects project management is by:

What are the advantages and disadvantages of using a functional structure to manage a project?

External stakeholders that are external to a project but possess the power to effectively disrupt the project's development are:

The tale of Professor Larry Foster and his grade book filled with Fs was told by one generation of faculty to the next with a mix of envy, awe and delight. If there was one thing you could be sure of, there was no grade inflation in his department, whose culture was formed primarily by:

Staffing fluctuations associated with project completion and initiation are most likely to occur in organizations that are:

A PMO is NOT used:

Cleland's project stakeholder management cycle:

An important step in stakeholder management is the assessment of your own capabilities.

Introduction: Why Project Management

Project Selection and Portfolio Management

Leadership and the Project Manager

Scope Management

Project Team Building, Conflict, and Negotiation

Risk Management

Cost Estimation and Budgeting

Project Scheduling: Networks, Duration Estimation, and Critical Path

Project Scheduling: Lagging, Crashing, and Activity Networks

Advanced Topics in Planning and Scheduling: Agile and Critical Chain

Resource Management

Project Evaluation and Control

Project Closeout and Termination

Filters