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Understanding the culture, policies, and procedures of the organization in which the project is being performed is MOST challenging in:
A. Global organizations.
B. Manufacturing organizations.
C. Small organizations.
D. Agile organizations.
Answer A
Explanation Understanding the culture, policies, and procedures of the organization in which the project is being performed is especially challenging in global organizations. Culture, policies, and procedures in the performing office may be different from those of the office from which the project is managed, and may also vary between international offices of the same organization.
This will influence how the project is managed.
In a projectized organization, the project team:
A. Reports to many bosses.
B. Has no loyalty to the project.
C. Reports to the functional manager.
D. Will not always have a "home:'
Answer D
Explanation The main drawback of a projectized organization is that at the end of the project when the team is dispersed, they do not have a functional department ("home") to which to return.
A project manager is trying to complete a software development project, but cannot get enough attention for the project. Resources are focused on completing process-related work, and the project manager has little authority to assign resources. What form of organization must the project manager be working in?
A. Functional
B. Matrix
C. Expediter
D. Coordinator
Explanation In a functional organization, the project manager has the least support for the
project and has little authority to assign resources. Project expediter and project coordinator are roles in a weak matrix organization.
A project manager has very little project experience, but he has been assigned as the project manager of a new project. Because he will be working in a matrix organization to complete his project, he can expect communications to be:
A. Simple.
B. Open and accurate.
C. Complex.
D. Hard to automate.
Answer C
Explanation Because a project done in a matrix organization involves people from across the
organization, communications are more complex.
A project team member is talking to another team member and complaining that many people
are asking him to do things. If he works in a functional organization, who has the power to give
direction to the team member?
A. The project manager
B. The functional matnager
C. The team
D. The PMO
Answer B
Explanation In a functional organization, the functional manager is the team member's boss and probably also the project manager's boss.
Two project managers have just realized that they are in a weak matrix organization and that their power as project managers is quite limited. One figures out that he is really a project expediter, and the other realizes he is really a project coordinator. How is a project expediter different from a project coordinator?
A. The project expediter cannot make decisions.
B. The project expediter can make more decisions.
C. The project expediter reports to a higher-level manager.
D. The project expediter has some authority.
Explanation The project coordinator reports to a higher-level manager and has authority to
make some decisions. The project expediter has no authority to make decisions.
Who has the MOST power in a projectized organization?
B. The functional manager
D. They all share power
Explanation In a projectized organization, the entire company is organized by projects, giving
the project manager the most power.
All of the following are characteristics of a project EXCEPT:
A. It is temporary.
B. It has a definite beginning and end.
C. It has interrelated activities.
D. It repeats itself every month.
Explanation "It repeats itself every month'' implies that the whole project repeats every month. Generally, the only things that might repeat in a project are some activities. The whole project does not repeat.
A framework for keeping an organization focused on its overall strategy is:
A. Organizational project management.
B. The PMBOK® Guide.
C. Project governance.
D. Portfolio management.
Explanation Organizational project management (OPM) provides a framework and direction for how projects, programs, portfolios, and organizational work should be done to meet the organization's strategic goals.
Which of the following BEST describes the major constraints on a project?
A. Scope, number of resources, and cost
B. Scope, cost, and time
C. Scope, time, cost, quality, risk, resources, and customer satisfaction
D. Time, cost, and number of changes
Explanation "Scope, time, cost, quality, risk, resources, and customer satisfaction" is the most accurate list constraints, or competing demands, that the project manager must deal with.
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