CHAPTER 13: PROJECT MANAGEMENT ORGANIZATIONAL
STRUCTURES
1. 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
2. A disadvantage of a functional organizational structure is that teamwork is emphasized, with much cross
fertilization of ideas among functions.
a. True
b. False
3. 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
Chapter 13: Project Management Organizational Structures
4. 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
5. A disadvantage of a functional organizational structure is that there is a lack of customer focus.
a. True
b. False
6. 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
7. A disadvantage of an autonomous project organizational structure is that it can be cost-inefficient
because of underutilization of resources.
a. True
b. False
Chapter 13: Project Management Organizational Structures
8. 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. True
b. False
9. 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
10. A disadvantage of an autonomous project organizational structure is that there is a high level of knowledge
transfer among projects.
a. True
b. False
Chapter 13: Project Management Organizational Structures
11. A disadvantage of an autonomous project organizational structure is that individuals are dedicated to working on
one project.
a. True
b. False
12. A disadvantage of an autonomous project organizational structure is that project team members do not have a
functional “home.”
a. True
b. False
13. 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. True
b. False
Chapter 13: Project Management Organizational Structures
14. 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
15. 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
16. A disadvantage of a matrix organizational structure is that conflicts will arise between project managers
and functional managers regarding priorities.
a. True
b. False
Chapter 13: Project Management Organizational Structures
17. 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 structure
b. A functional organizational structure
c. A matrix organizational structure
d. A project management office
18. work groups consist of individuals who perform the same function, such as engineering or manufacturing.
a. An autonomous project organizational structure
b. A functional organizational structure
c. A matrix organizational structure
d. A project management office
Chapter 13: Project Management Organizational Structures
19. Each concentrates on performing its own activities in support of the company’s business mission.
a. autonomous project organizational structure
b. functional organizational structure
c. matrix organizational structure
d. project management office
20. 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 structure
b. a functional organizational structure
c. a matrix organizational structure
d. a project management office
Chapter 13: Project Management Organizational Structures
21. In , team members may be assigned to the project either full-time or part-time.
a. an autonomous project organizational structure
b. a functional organizational structure
c. a matrix organizational structure
d. a project management office
22. In , in most cases if an individual serves part-time on a project task force, the individual continues to
perform her regular functional jobs.
a. an autonomous project organizational structure
b. a functional organizational structure
c. a matrix organizational structure
d. a project management office
Chapter 13: Project Management Organizational Structures
23. In , one of the team members is designated as the project leader or manager.
a. an autonomous project organizational structure
b. a functional organizational structure
c. a matrix organizational structure
d. a project management office
24. In , the project manager does not have complete authority over the project team, because administratively
the members still work for their respective functional managers.
a. an autonomous project organizational structure
b. a functional organizational structure
c. a matrix organizational structure
d. a project management office
Chapter 13: Project Management Organizational Structures
25. In , the project manager also needs to take the time to regularly update the other functional managers in the
company on the status of the project and thank them for the support of their people assigned to the task force.
a. an autonomous project organizational structure
b. a functional organizational structure
c. a matrix organizational structure
d. a project management office
26. is also known as a projectized organizational structure.
a. An autonomous project organizational structure
b. A functional organizational structure
c. A matrix organizational structure
d. A project management office
Chapter 13: Project Management Organizational Structures
27. Companies with are in the projects business; they do not produce standard products.
a. an autonomous project organizational structure
b. a functional organizational structure
c. a matrix organizational structure
d. a project management office
28. In , employees work on multiple projects at any given time.
a. an autonomous project organizational structure
b. a functional organizational structure
c. a matrix organizational structure
d. a project management office
Chapter 13: Project Management Organizational Structures
29. As projects wind down and are completed in , the company hopes to get contracts for new projects.
a. an autonomous project organizational structure
b. a functional organizational structure
c. a matrix organizational structure
d. a project management office
30. In , each project team is dedicated to only one project.
a. an autonomous project organizational structure
b. a functional organizational structure
c. a matrix organizational structure
d. a project management office
Chapter 13: Project Management Organizational Structures
31. In , each project is operated like a mini-company.
a. an autonomous project organizational structure
b. a functional organizational structure
c. a matrix organizational structure
d. a project management office
32. In , all the resources needed to accomplish each project are assigned full-time to work on that project.
a. an autonomous project organizational structure
b. a functional organizational structure
c. a matrix organizational structure
d. a project management office
Chapter 13: Project Management Organizational Structures
33. In , a full-time project manager has complete project and administrative authority over the project team.
a. an autonomous project organizational structure
b. a functional organizational structure
c. a matrix organizational structure
d. a project management office
34. can be cost-inefficient both for individual projects and for the company. Each project must pay the salaries
of its dedicated project team, even during parts of the project when they are not busy.
a. An autonomous project organizational structure
b. A functional organizational structure
c. A matrix organizational structure
d. A project management office