2. Project Management and Organization

A grouping of projects is called a:

• Program

• Project template

• Business template

• Business plan

The major difference between a project and a program is usually:

• The role of the sponsor

• The role of the line manager

• The timeframe

• The specifications

Large projects are managed by:

• The executive sponsor

• The project or program office (PMO) for that project

• The manager of project managers

• The director of marketing

Conflicts between the project and line managers are most often resolved by:

• The assistant project manager for conflicts

• The project sponsor

• The executive steering committee

• The Human Resources Department

Your company does only projects. If the projects performed by your company are for customers

external to your company and a profit criterion exists on the project, then your organization

is most likely:

• Project-driven

• Non–project-driven

• A hybrid

• All of the above are possible based upon the size of the profit margin.

Projects that remain almost entirely within one functional area are best managed by the:

• Project manager

• Project sponsor

• Functional manager

• Assigned functional employees

In which organizational form is it most difficult to integrate project activities?

• Traditional/functional

• Projectized

• Strong matrix

• Weak matrix

In which organization form would the project manager possess the greatest amount of

authority?

• Traditional/functional

• Projectized

• Strong matrix

• Weak matrix

In which organizational form does the project manager often have the least amount of

authority?

• Balanced matrix

• Projectized

• Strong matrix

• Weak matrix

In which organizational form is the project manager least likely to share resources with other

projects?

• Traditional/functional

• Projectized

• Strong matrix

• Weak matrix