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

A. Classical/traditional

B. Projectized

C. Strong matrix

D. Weak matrix

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

authority?

A. Classical/traditional

B. Projectized

C. Strong matrix

D. Weak matrix

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

authority?

A. Classical/traditional

B. Projectized

C. Strong matrix

D. Weak matrix

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

projects?

A. Classical/traditional

B. Projectized

C. Strong matrix

D. Weak matrix
5. In which organizational form do project managers have the greatest likelihood of possessing

reward power and have a wage-and-salary administration function? (The project and line

manager are the same person.)

A. Classical/traditional

B. Projectized

C. Strong matrix

D. Weak matrix

6. In which organizational form is the worker in the greatest jeopardy of losing his or her job

if the project gets canceled?

A. Classical/traditional

B. Projectized

C. Strong matrix

D. Weak matrix

7. In which type of matrix structure would a project manager most likely have a command of

technology?

A. Strong matrix

B. Balanced matrix

C. Weak matrix

D. Cross-cultural matrix
18-32. A survey was conducted of executives, managers, and employees in thirty-eight companies that
had implemented matrix management. Almost all executives felt that the greatest success could be
achieved through proper training and education, both during and after transition. In addition to
training, executives stated that the following fifteen challenges must be accounted for during transition:

18. Poorly Defined Project Goals

19. Unrealistic Deadlines

20. Miscommunication or Lack of Proper Communication

21. Finding the Right Management Software

22. Scope Changes

23. Inadequate Risk Management

24. Challenges of Teamwork

25. Stakeholder Approval

26. Lack of Accountability

27. Budgeting Issues

28. Inadequate Resources

29. Unrealized Business Value

30. Bad-Decision Making

31. Workflow Management

32. Competing Priorities

33-39. Seven Fallacies That Delay Project Management Maturity

33. Fallacy 1: Our ultimate goal is to implement project management

34. Fallacy 2: We need to establish a mandatory number of forms, templates, guidelines, and checklists
by a certain point in time.

35. Fallacy 3: We need to purchase project management software to accelerate the maturity process.

36. Fallacy 4: We need to implement project management in small steps with a small breakthrough
project that everyone can track.

37. Fallacy 5: We need to track and broadcast the results of the breakthrough project.

38. Fallacy 6: We need executive support.

39. Fallacy 7: We need a project management course so our workers can become Project Management
Professionals.
40. Define organizational Structure.

An organizational structure is a system that outlines how certain activities are directed in order to achieve
the goals of an organization. These activities can include rules, roles, and responsibilities. The
organizational structure also determines how information flows between levels within the company.
Having an organizational structure in place allows companies to remain efficient and focused.