Q&A Hero

Q: A company with may periodically undertake projects, but these are typically in-house projects rather than projects for external customers. For such projects, a multifunctional project team or task force is formed.a. an autonomous project organizational structureb. a functional organizational structurec. a matrix organizational structured. a project management office

Q: Each concentrates on performing its own activities in support of the company's business mission.a. autonomous project organizational structureb. functional organizational structurec. matrix organizational structured. project management office

Q: work groups consist of individuals who perform the same function, such as engineering or manufacturing.a. An autonomous project organizational structureb. A functional organizational structurec. A matrix organizational structured. A project management office

Q: is typically used in businesses that primarily sell and produce standard products. For example, a company that manufactures and sells video recorders.a. An autonomous project organizational structureb. A functional organizational structurec. A matrix organizational structured. A project management office

Q: A disadvantage of a matrix organizational structure is that conflicts will arise between project managers and functional managers regarding priorities. a. True b. False

Q: A disadvantage of a matrix organizational structure is that a company that uses a matrix organization structure must establish operating guidelines to assure a the balance of power between project managers and functional managers favors one or the other. a. True b. False

Q: A disadvantage of a matrix organizational structure is that members of a project team in a matrix organization structure have a dual reporting relationship, which can cause anxiety and conflict over work priorities. a. True b. False

Q: A disadvantage of an autonomous project organizational structure is that at the end of a project, people may be laid off if there is not a new project to which they can be assigned leading to team members experiencing high anxiety about reassignment.a. Trueb. False

Q: A disadvantage of an autonomous project organizational structure is that project team members do not have a functional "home." a. True b. False

Q: A disadvantage of an autonomous project organizational structure is that individuals are dedicated to working on one project. a. True b. False

Q: A disadvantage of an autonomous project organizational structure is that there is a high level of knowledge transfer among projects. a. True b. False

Q: A disadvantage of an autonomous project organizational structure is that there is a potential for duplication of activities on several concurrent projects. a. True b. False

Q: A disadvantage of an autonomous project organizational structure is that when things are slow, individuals have a tendency to stretch out their work to fill up the time available or if they do not have any tasks to do for temporary periods, their unapplied time is still a cost to the company.a. Trueb. False

Q: A disadvantage of an autonomous project organizational structure is that it can be cost-inefficient because of underutilization of resources. a. True b. False

Q: A disadvantage of a functional organizational structure is that there is a stronger allegiance to the function than to the project or the customer. a. True b. False

Q: A disadvantage of a functional organizational structure is that there is a lack of customer focus. a. True b. False

Q: A disadvantage of a functional organizational structure is that the hierarchical structure causes communication, problem resolution, and decision making to be fast and efficient. a. True b. False

Q: A disadvantage of a functional organizational structure is that decisions may be parochial rather than in the best interests of the overall project. a. True b. False

Q: A disadvantage of a functional organizational structure is that teamwork is emphasized, with much cross fertilization of ideas among functions. a. True b. False

Q: A disadvantage of a functional organizational structure is that functional-type organizations can be insular with each component concerned about only its own performance. a. True b. False

Q: may also provide project management training, provide administrative support staff for projects, establish consistent procedures, and develop best practices and templates for planning, monitoring, and controlling projects.a. an autonomous project organizational structureb. a functional organizational structurec. a matrix organizational structured. a project management office

Q: can help to resolve priority conflicts between projects and can facilitate decisions regarding the priority among projects.a. An autonomous project organizational structureb. A functional organizational structurec. A matrix organizational structured. A project management office

Q: plays an important role in the matrix organizational structure because it oversees and coordinates multiple projects.a. An autonomous project organizational structureb. A functional organizational structurec. A matrix organizational structured. A project management office

Q: is customer focused.a. an autonomous project organizational structureb. a functional organizational structurec. a matrix organizational structured. a project management office

Q: In , project team members can inform the project manager and the functional manager.a. an autonomous project organizational structureb. a functional organizational structurec. a matrix organizational structured. a project management office

Q: also facilitates information flow.a. an autonomous project organizational structureb. a functional organizational structurec. a matrix organizational structured. a project management office

Q: In , people experience greater learning and growth, and their knowledge and skills are transferred from project to project.a. an autonomous project organizational structureb. a functional organizational structurec. a matrix organizational structured. a project management office

Q: In , knowledge stays with the company, ready to be used on future projects.a. an autonomous project organizational structureb. a functional organizational structurec. a matrix organizational structured. a project management office

Q: provides a core of functional expertise that is available to all projects.a. an autonomous project organizational structureb. a functional organizational structurec. a matrix organizational structured. a project management office

Q: Because they have a functional home in , individuals can be moved among projects.a. an autonomous project organizational structureb. a functional organizational structurec. a matrix organizational structured. a project management office

Q: allows efficient utilization of resources by having individuals from various functions assigned to work on specific projects.a. an autonomous project organizational structureb. a functional organizational structurec. a matrix organizational structured. a project management office

Q: In , the project organization is highly responsive to the customer.a. an autonomous project organizational structureb. a functional organizational structurec. a matrix organizational structured. a project management office

Q: In , the project team has full control over the resources, including authority over how the work gets done and by whom.a. an autonomous project organizational structureb. a functional organizational structurec. a matrix organizational structured. a project management office

Q: provides the benefits associated with specialization and functional excellence.a. An autonomous project organizational structureb. A functional organizational structurec. A matrix organizational structured. A project management office

Q: reduces duplication and overlap of activities.a. An autonomous project organizational structureb. A functional organizational structurec. A matrix organizational structured. A project management office

Q: provides checks-and-balances and a fast response upon problem identification because it has both a horizontal (project) and a vertical (functional) path for the flow of information.a. An autonomous project organizational structureb. A functional organizational structurec. A matrix organizational structured. A project management office

Q: In , the project manager is the intermediary between the company and the customer.a. an autonomous project organizational structureb. a functional organizational structurec. a matrix organizational structured. a project management office

Q: In , each member of a project team has a dual reporting relationship; in a sense, each member has two managers, a (temporary) project manager and a (permanent) functional manager.a. an autonomous project organizational structureb. a functional organizational structurec. a matrix organizational structured. a project management office

Q: In , individuals can pursue career development through assignment to various types of projects. As they broaden their experience, individuals become more valuable for future assignments.a. an autonomous project organizational structureb. a functional organizational structurec. a matrix organizational structured. a project management office

Q: In , the company always needs to have new projects coming in as other projects are completed, in order to maintain a high applied-time rate for the functional staff.a. an autonomous project organizational structureb. a functional organizational structurec. a matrix organizational structured. a project management office

Q: In , the objective is to maximize the number of functional person-hours applied to work on projects and minimize the unapplied time.a. an autonomous project organizational structureb. a functional organizational structurec. a matrix organizational structured. a project management office

Q: Regular and open communication, trust, respect, open-mindedness, and a positive win-win attitude are keys to successfula. stakeholder identification.b. stakeholder engagement.c. stakeholder communication.d. stakeholder monitoring and closing.

Q: The needs to provide opportunities for regular two-way communication with each , not just when an issue or concern is identified.a. project manager, stakeholderb. risk identifier, risk mitigaterc. communication plan manager, communication channeld. communication coordinator, colleague

Q: Stakeholders' concerns should be addresseda. confrontationally, put off, ignored, or dismissed.b. as a group at the end of the project.c. in the final report only after being recorded throughout the project.d. early, positively, and in a timely manner; and not confrontationally, put off, ignored, or dismissed.

Q: List the most common types of project meetings.

Q: List some common barriers to effective listening:

Q: , to some extent, even provide features that provide team members with greater access and flexibility for using various interactive telecommunication technologies and collaboration tools such as email, internet access, document management, etc.a. Document management systemsb. Groupwarec. Cell phonesd. Web videoconferencing

Q: A is a system used to manage the content of a website, documents, or files.a. Document management systemsb. Groupwarec. Content management systemsd. Web videoconferencing

Q: are another collaboration tool that can provide a central repository for project information and capture the efforts of team members into a managed content environment.a. Document management systemsb. Groupwarec. Content management systemsd. Web videoconferencing

Q: can support team idea generation, brainstorming, problem solving and decision making.a. Document management systemsb. Groupwarec. Content management systemsd. Web videoconferencing

Q: , where each participant is connected using their own personal computer and webcam, is another tool used to conduct live meetings over the Internet.a. Document management systemsb. Groupwarec. Cell phonesd. Web videoconferencing

Q: allows the live exchange of information among members of the project team.a. Emailb. Verbal communicationc. Teleconferencingd. Written communication

Q: The needs to be updated as stakeholders or their information needs change, or if new people or new documents are identified.a. project document planb. project communication planc. project revision pland. project performance plan

Q: Possible elements of a include documents, author or originator or person responsible for creating the documents, required date or frequency for document completion and distribution, recipients for documents in distribution list, actions required, and comments related to each document.a. project document planb. project communication planc. project revision pland. project performance plan

Q: For any external resources that are used on the project, such as subcontractors, consultants, or vendors, thewill define requirements regarding documentation, approvals required, and distribution and include such requirements in subcontracts or purchase orders.a. customerb. project organizationc. project managerd. project team

Q: The often includes sponsor or customer requirements for specific documents, including frequency, the need for customer approvals, and who in the customer organization should receive copies of which documents.a. project document planb. project communication planc. project charter or contractd. project performance plan

Q: A identifies the various documents, who is responsible for creating each document, by when or how frequently the document must be distributed, to whom each document is to be distributed, and what action each recipient is expected to take.a. project document planb. project communication planc. project revision pland. project performance plan

Q: A defines the generation and distribution of project documents among project stakeholders throughout the project.a. project document planb. project communication planc. project revision pland. project performance plan

Q: It is good practice to put on each page of each type of document: any of the following excepta. a list of the changes made to the document.b. a list of the changes made to the document.c. a sequential revision number.d. the initials of the person who made the changes.

Q: All of the following are guidelines for preparing project reports to help ensure usefulness and value to the recipients excepta. Make reports concise, readable, and understandable.b. Use short, understandable sentences rather than compound, complex, paragraph-length sentences.c. Put the most important points first and use graphics where possible.d. Pay more attention to the content of the report than to the format; inconsistent spacing, fonts. etc. do not matter.

Q: The final report might include the following excepta. a statement of the customer's original need, project objective, and original requirements.b. a description of the project and degree to which the original project objective was met.c. the actual versus anticipated benefits to the customer as a result of the project and a list of all deliverables provided to the customer.d. personal accomplishments of the project team members.

Q: A project progress report might include the following except a. accomplishments since prior report and milestones expected to be reached during next reporting period. b. progress toward resolution of previously identified problems. c. problems or potential problems since prior report and planned corrective actions. d. list of activities completed by each of the project team members.

Q: It is important to keep in mind that a progress report is nota. a list of completed milestones.b. an activity report.c. the current status of project performance.d. a list of milestones expected to be achieved by the next meeting.

Q: Written reports are verbal reports in communicating information about a project.a. just as important asb. not as important asc. more important thand. less effective than

Q: Use the 3-T approach in your presentation which includes all the following excepta. thank them for coming to the presentation.b. tell them what you are going to tell them.c. tell them what you told them.d. tell them.

Q: After the meeting, the project manager should publish the meeting resultsa. within 24 hours after the meeting.b. by the end of the week.c. before the next meeting.d. if the project manager has time to send the notes.

Q: Before a project team meeting, the should determine whether a meeting is really necessary, the purpose of the meeting, and who needs to participate in the meeting.a. the project teamb. the team member that identified a problemc. the project managerd. the customer

Q: A final when the contractor has completed the detailed specifications, drawings, screen and report formats, and such. The purpose of this final design review meeting is to gain approval from the customer.a. project status review meetingsb. problem-solving meetingsc. design review meetingsd. post-project evaluation meetings

Q: A preliminary when the contractor has completed the initial conceptual specifications, drawings, orflowcharts. The purpose of this preliminary design review meeting is to get the customer's agreement.a. project status review meetingsb. problem-solving meetingsc. design review meetingsd. post-project evaluation meetings

Q: Projects that involve a design phase, such as an information system project, may require one or more technicalto ensure that the customer agrees with or approves of the design.a. project status review meetingsb. problem-solving meetingsc. design review meetingsd. post-project evaluation meetings

Q: When a problem or potential problem is identified by an individual project team member, that person should promptly call a with other appropriate individuals, not wait for a future status review meeting.a. project status review meetingsb. problem-solving meetingsc. design review meetingsd. post-project evaluation meetings

Q: should be held on a regularly scheduled basis.a. Project status review meetingsb. Problem-solving meetingsc. Design review meetingsd. Post-project evaluation meetings

Q: The primary purposes of a are to inform, to identify problems, and to identify action items.a. project status review meetingb. problem-solving meetingc. design review meetingd. post-project evaluation meeting

Q: A project status review meeting is usually led or called bya. the project team.b. the team member that identified a problem.c. the project manager.d. the customer.

Q: All of the following are suggestions for improving listening skills excepta. focus on the person talking.b. interrupt the speaker to state clarification.c. engage in active listening, provide verbal and nonverbal feedback to the person talking.d. ask questions.

Q: Listening is more than just letting the other person talk. It must bea. a passive, not an active, process.b. an impatient, not a patient, process.c. an reactive, not a proactive, process.d. an active, not a passive, process.

Q: All of the following are barriers to effective listening excepta. pretending to listen.b. patience.c. bias and closed-mindedness.d. jumping to conclusions.

Q: Half of making communication effective isa. listening.b. responding.c. understanding.d. talking.

Q: The heart of communication is not words, buta. listening.b. responding.c. understanding.d. talking.

Q: body language can be a frown, crossed arms, slouching, fidgeting, gazing or looking away, doodling, or yawning.a. Neutralb. Negativec. Criticald. Positive