CHAPTER 4
4–1 If the project manager must direct an activity that requires the establishment of a
project team, then the project manager must have the authority to obtain (or at
4–2 According to the description given here, project managers appear to be grossly
4–3 Paul should pick up these employees early if they are that necessary for success
and if the increased costs are not a problem.
4–4 If Frank Boone is the most knowledgeable piping engineer in the company,
then there is no question that you would like this man on your project because
4–5 Determining the “how” and “who” is a functional responsibility. Determining
4–6 Project organizational forms are designed to encourage the systems approach
to decision making with group participation.
4–7 The project manager is under a time constraint, and therefore does not have
the luxury to train people in the manner in which he would like them to work
4–8 Project managers have the right to directly dismiss project of office personnel
who are performing unsatisfactorily. For a functional employee, dismissal must
4–10 People can be trained as project managers provided they have a reasonable
4-11 This can work, but the serious issue is who is providing technical direction to
4–12 These people are usually found in the line groups as functional employees
4–13 This system can work and may be mandatory if using union personnel. The
check people may be considered as an overmanagement expense, but what is
the undermanagement expense if employees are working above their pay grade
and a union grievance occurs?