Chapter 13: Project Management Organizational Structures
35. In , there is little opportunity for members of different project teams to share knowledge or technical
expertise, because each project team tends to be isolated.
a. an autonomous project organizational structure
b. a functional organizational structure
c. a matrix organizational structure
d. a project management office
36. is found primarily in companies that are involved in very large projects.
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
37. In , multiple projects are worked on at any one time, and these projects vary in size and complexity.
a. an autonomous project organizational structure
b. a functional organizational structure
c. a matrix organizational structure
d. a project management office
38. In , projects are continually being completed and started.
a. an autonomous project organizational structure
b. a functional organizational structure
c. a matrix organizational structure
d. a project management office
39. is kind of a hybrid, a mix of both the functional and autonomous project organizational structures.
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
40. In provides the project and customer focus of the project structure, but it retains the functional expertise of
the functional structure.
a. an autonomous project organizational structure
b. a functional organizational structure
c. a matrix organizational structure
d. a project management office
41. In , the project manager is responsible for the project results, while the functional managers are responsible
for providing the resources needed to achieve the results.
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
42. provides for effective utilization of company resources.
a. An autonomous project organizational structure
b. A functional organizational structure
c. A matrix organizational structure
d. A project management office
43. In , project managers come under the projects component of the organization.
a. an autonomous project organizational structure
b. a functional organizational structure
c. a matrix organizational structure
d. a project management office
44. Individuals are assigned to the project for the length of time they are needed in .
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
45. 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 structure
b. a functional organizational structure
c. a matrix organizational structure
d. a project management office
46. 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 structure
b. a functional organizational structure
c. a matrix organizational structure
d. a project management office
Chapter 13: Project Management Organizational Structures
47. 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 structure
b. a functional organizational structure
c. a matrix organizational structure
d. a project management office
48. 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 structure
b. a functional organizational structure
c. a matrix organizational structure
d. a project management office
Chapter 13: Project Management Organizational Structures
49. In , the project manager is the intermediary between the company and the customer.
a. an autonomous project organizational structure
b. a functional organizational structure
c. a matrix organizational structure
d. a project management office
50. 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 structure
b. A functional organizational structure
c. A matrix organizational structure
d. A project management office
Chapter 13: Project Management Organizational Structures
51. reduces duplication and overlap of activities.
a. An autonomous project organizational structure
b. A functional organizational structure
c. A matrix organizational structure
d. A project management office
52. provides the benefits associated with specialization and functional excellence.
a. An autonomous project organizational structure
b. A functional organizational structure
c. A matrix organizational structure
d. A project management office
53. 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 structure
b. a functional organizational structure
c. a matrix organizational structure
d. a project management office
Chapter 13: Project Management Organizational Structures
54. In , the project organization is highly responsive to the customer.
a. an autonomous project organizational structure
b. a functional organizational structure
c. a matrix organizational structure
d. a project management office
55. allows efficient utilization of resources by having individuals from various functions assigned to work on
specific projects.
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
56. Because they have a functional home in , individuals can be moved among projects.
a. an autonomous project organizational structure
b. a functional organizational structure
c. a matrix organizational structure
d. a project management office
57. provides a core of functional expertise that is available to all projects.
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
58. In , knowledge stays with the company, ready to be used on future projects.
a. an autonomous project organizational structure
b. a functional organizational structure
c. a matrix organizational structure
d. a project management office
59. In , people experience greater learning and growth, and their knowledge and skills are transferred from
project to project.
a. an autonomous project organizational structure
b. a functional organizational structure
c. a matrix organizational structure
d. a project management office
60. also facilitates information flow.
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
61. In , project team members can inform the project manager and the functional manager.
a. an autonomous project organizational structure
b. a functional organizational structure
c. a matrix organizational structure
d. a project management office
62. is customer focused.
a. an autonomous project organizational structure
b. a functional organizational structure
c. a matrix organizational structure
d. a project management office
63. plays an important role in the matrix organizational structure because it oversees and coordinates
multiple projects.
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
64. can help to resolve priority conflicts between projects and can facilitate decisions regarding the priority
among projects.
a. An autonomous project organizational structure
b. A functional organizational structure
c. A matrix organizational structure
d. A project management office
65. 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 structure
b. a functional organizational structure
c. a matrix organizational structure
d. a project management office