Question 1

The matrix form of project management structure is a good choice when resource usage needs to be optimized by having individuals work on multiple projects while still performing functional duties.

Accepted Answer

In a matrix form of project management structure, individuals can be assigned to multiple projects based on their expertise while still fulfilling their regular functional roles, allowing for efficient use of resources and expertise across projects.

Question 2

The functional project team is usually physically separated from the parent organization and given the primary directive of accomplishing the objectives of the project.

Accepted Answer

In a functional project team, team members typically remain in their respective departments and report to their functional managers, not being physically separated from the parent organization. The team works on the project alongside their regular departmental work.

Question 3

In a balanced matrix form of project management, the project manager is responsible for defining what needs to be accomplished while the functional managers are concerned with how it will be accomplished.

Accepted Answer

In a balanced matrix organization, the project manager defines the project objectives and what needs to be achieved, while the functional managers focus on providing resources and managing how the work will be done, ensuring that the project aligns with functional expertise and capabilities.

Question 4

When determining the most appropriate project management structure, considerations need to be made at the organizational level and at the project level.

Accepted Answer

The choice of project management structure must align with both the organization's overall strategy and the specific needs and goals of the project, requiring considerations at both levels for optimal effectiveness.

Question 5

When three forms of the matrix project management structure are considered, all share the same advantages and disadvantages and at an equal level.

Accepted Answer

Each form of the matrix project management structure (weak, balanced, and strong) has unique advantages and disadvantages depending on the level of authority and resources allocated to project managers versus functional managers.

Question 6

The projectized form of project management structure is a good choice when speed of completion is important and the project needs to be implemented without directly disrupting ongoing operations.

Accepted Answer

In a projectized organizational structure, resources are dedicated to the project, allowing for faster decision-making and completion since the team is focused solely on the project objectives without the distraction of other organizational duties. This structure facilitates rapid progress and minimizes disruption to regular operations.

Question 7

Within a matrix project management structure, the extent to which the project manager has direct authority over project participants depends on whether the matrix is weak, balanced, or strong.

Accepted Answer

In a matrix project management structure, the project manager's authority varies with the type of matrix: weak (limited authority), balanced (shared authority with functional managers), and strong (greater authority, similar to that in a projectized organization).

Question 8

One of the major disadvantages of the projectized form of project management structure is that it tends to be more expensive than other forms of organization.

Accepted Answer

In a projectized organization, resources are dedicated solely to the project, leading to higher costs due to the lack of resource sharing among projects or operational work.

Question 9

While organization culture is important to the overall function of an organization, it has minor influence on its project management.

Accepted Answer

Organization culture significantly influences project management by shaping communication, decision-making processes, team collaboration, and the overall approach to managing and executing projects.

Question 10

The projectized form of project management structure is commonly used when one functional area plays a dominant role in completing the project or has a dominant interest in the success of the project.

Accepted Answer

In a projectized form of project management structure, the entire organization is structured around projects rather than functional areas, and resources are dedicated to project tasks. This structure is not about one functional area dominating but rather about focusing on projects as the primary mode of operation.

Question 11

A disadvantage of using the functional form of project management structure is that projects generally take longer to complete.

Accepted Answer

In a functional form of project management structure, resources and personnel are organized by departments, leading to potential delays in decision-making and resource allocation, which can extend project timelines.

Question 12

One advantage of a matrix project management structure is that it is fast and easy to implement.

Accepted Answer

A matrix project management structure can be complex to implement due to the dual reporting relationships and the need to balance resources across different projects, which often requires significant planning and adjustment.

Question 13

There are often considerable differences in how projects are managed within certain firms, even when similar project management structures are being used.

Accepted Answer

Even with similar project management structures, differences in project management can arise due to variations in organizational culture, team dynamics, project complexity, and individual manager styles.

Question 14

A matrix project management structure is a hybrid organizational form in which a horizontal project management structure is "overlaid" on the normal functional hierarchy.

Accepted Answer

In a matrix project management structure, employees have dual reporting relationships - generally to both a functional manager and a project manager, combining the benefits of functional and projectized structures.

Question 15

In the projectized form of project management structure, there is limited technological expertise when compared to the functional or matrix organization.

Accepted Answer

In a projectized organization, project teams are formed with members from different functional areas, and they may not have the same level of technological expertise as a team in a functional or matrix organization, where members are grouped by their technical skills.

Question 16

As discussed in the text, the three forms of matrix project management are weak, mixed, and strong.

Accepted Answer

The answer of As discussed in the text, the three...

Question 17

The matrix form of project management is notable for the tension it creates between functional managers and project managers who both bring critical expertise and perspectives to the project.

Accepted Answer

In a matrix organization, employees report to both functional managers and project managers, leading to potential conflicts or tensions as both sets of managers have their own priorities and objectives.

Question 18

Member identity refers to the degree to which work activities are organized around groups rather than individuals.

Accepted Answer

Member identity refers to the extent to which individuals identify with and feel a sense of belonging to their group or team, not how work activities are organized.

Question 19

Generally, the more autonomy and authority the project manager and the project team need to be successful, the more appropriate to implement either a dedicated project team or a strong project management structure.

Accepted Answer

A dedicated project team or a strong project management structure provides the necessary autonomy and authority for the project manager and team to make decisions and manage the project effectively, leading to better chances of success.

Question 20

Control is the cultural characteristic that refers to the degree to which management decisions take into account the effect of outcomes on people within the organization.

Accepted Answer

The cultural characteristic that refers to the degree to which management decisions take into account the effect of outcomes on people within the organization is typically referred to as "consideration" or "people orientation," not control. Control usually refers to the degree to which rules, policies, and direct supervision are used to oversee and regulate employee behavior.

Quiz 3: Organization: Structure and Culture