C722 Questions and Answers
1. There are essentially three types of organizational structures:: Functional (Departmentalized)
Projectized
Matrix
2. Oldest and most basic form of organization Very
straightforward
Lines of authority are clear-cut and well-defined.
Does not require a large degree of interdepartmental collaboration: Functional (Departmentalized)
3. Name job titles for a functional (departmentalized) structure:: CEO, VP Fi- nance, VP Marketing, Engineer,
etc
4. Examples of functional organizations: US Department of State Department of Energy
5. in which type of organization do subject matter subjects (SMEs) report directly to the PM? And when the
project is complete, they report back to their functional manager?: Projectized
6. Between functional, projectized, and matrix, which structure has less clearly defined lines of reporting?: Matrix
7. Which of the following is a disadvantage of the functional organization?
a. Requires cooperation and coordination between and among functional departments and project
managers.
b. PM must have enough work to keep SMEs busy full-time or risk loss to another project or functional
area.
c. Requests for assistance from other departments are not easily prioritized.
d. Division of authority and responsibility is complex.: Requests for assistance from other departments are not easily
prioritized.
8. True or false. The existence of technical continuity within the functional organization helps ensure
systems and people remain connected.
True False:
True
9. There are clear lines of authority and the project manager has full authori- ty: Projectized
10.Project managers have access to a large reservoir of technically skilled people: Matrix
11.Technical continuity exists within the organization: Functional
12.This is an expensive approach because of the duplication of personnel: -
Projectized
13.The project is managed holistically: Projectized
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, C722 Questions and Answers
14.Inefficient for projects requiring collaboration and cooperation between departments: Functional
15.The PM has a better chance to get the most appropriate SME: Matrix
16.SMEs work in close proximity, which allows for exchanges of ideas be- tween SMEs: Functional
17.The lines of authority are clear: Functional
18.The response to customer and stakeholder issues is faster and clearer: -
Projectized
19.The project managers have full authority over SMEs: Projectized
20.Resource balancing between projects is simpler and more efficient: Matrix
21.The PM must have enough work to keep SMEs busy fulltime or risk the loss of another project or functional
area: Projectized
22.Resource balancing can lead to friction: Matrix
23.Utilizing resources across functions can be difficult.: Functional
24.The person with decision-making power is not always clearly identified: -
Matrix
25.Team members may lose access to a repository or functional technical expertise: Projectized
26.A project manager's level of authority in a matrix organization:
a. high
b. depends on the matrix
c. low: depends on the matrix
27.In a strong matrix organization, a SME's assignments come from the:
a. functional manager
b. HR department
c. project manager: project manager
28.In a functional organization, SMEs report to:
a, functional manager
b. department SVP
c. project manager: functional
29.In a organization, administrative per- sonnel are not
duplicated in each project team.
functional/ matrix/ projectized: matrix
30.Timely decision-making is an advantage of a
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1. There are essentially three types of organizational structures:: Functional (Departmentalized)
Projectized
Matrix
2. Oldest and most basic form of organization Very
straightforward
Lines of authority are clear-cut and well-defined.
Does not require a large degree of interdepartmental collaboration: Functional (Departmentalized)
3. Name job titles for a functional (departmentalized) structure:: CEO, VP Fi- nance, VP Marketing, Engineer,
etc
4. Examples of functional organizations: US Department of State Department of Energy
5. in which type of organization do subject matter subjects (SMEs) report directly to the PM? And when the
project is complete, they report back to their functional manager?: Projectized
6. Between functional, projectized, and matrix, which structure has less clearly defined lines of reporting?: Matrix
7. Which of the following is a disadvantage of the functional organization?
a. Requires cooperation and coordination between and among functional departments and project
managers.
b. PM must have enough work to keep SMEs busy full-time or risk loss to another project or functional
area.
c. Requests for assistance from other departments are not easily prioritized.
d. Division of authority and responsibility is complex.: Requests for assistance from other departments are not easily
prioritized.
8. True or false. The existence of technical continuity within the functional organization helps ensure
systems and people remain connected.
True False:
True
9. There are clear lines of authority and the project manager has full authori- ty: Projectized
10.Project managers have access to a large reservoir of technically skilled people: Matrix
11.Technical continuity exists within the organization: Functional
12.This is an expensive approach because of the duplication of personnel: -
Projectized
13.The project is managed holistically: Projectized
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, C722 Questions and Answers
14.Inefficient for projects requiring collaboration and cooperation between departments: Functional
15.The PM has a better chance to get the most appropriate SME: Matrix
16.SMEs work in close proximity, which allows for exchanges of ideas be- tween SMEs: Functional
17.The lines of authority are clear: Functional
18.The response to customer and stakeholder issues is faster and clearer: -
Projectized
19.The project managers have full authority over SMEs: Projectized
20.Resource balancing between projects is simpler and more efficient: Matrix
21.The PM must have enough work to keep SMEs busy fulltime or risk the loss of another project or functional
area: Projectized
22.Resource balancing can lead to friction: Matrix
23.Utilizing resources across functions can be difficult.: Functional
24.The person with decision-making power is not always clearly identified: -
Matrix
25.Team members may lose access to a repository or functional technical expertise: Projectized
26.A project manager's level of authority in a matrix organization:
a. high
b. depends on the matrix
c. low: depends on the matrix
27.In a strong matrix organization, a SME's assignments come from the:
a. functional manager
b. HR department
c. project manager: project manager
28.In a functional organization, SMEs report to:
a, functional manager
b. department SVP
c. project manager: functional
29.In a organization, administrative per- sonnel are not
duplicated in each project team.
functional/ matrix/ projectized: matrix
30.Timely decision-making is an advantage of a
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