Project managers must have an excellent grasp of organizational structure. The effectiveness of a project manager depends on how well he understands the relationships of a project to the organization's success and the terms on which he interacts with stakeholders. For project managers, stakeholders include the company's leaders, staff and customers. Of the three primary organizational structures -- functional, project management-focused and matrix -- project managers have the least amount of authority and influence in a matrix organization. Show
Matrix
Project Management-Focused
Functional
Setting strategic project objectives is the responsibility of the: (340) Strategic project
objectives are set by senior management or the client; that is not part of the project manager?s role. A project manager\'s boss telephones to say that she has met with the director of engineering and the director of marketing and that a fax is on the way with changes to a major task in the project. This illustrates: (503) The project coordinator makes some decisions but ot! hers are made by management Which of the following is NOT a critical action for the project manager to take in a weak matrix organization? (520) Usually, the functional manager is responsible for employee training in a weak matrix.
A
project manager?s communications skills are most important in what type of organization? (1012) The weak matrix requires stronger communications skills as the PM has the least power and influence in relatio! n to func! tional managers and must often persuade them to lend resources to the project One of the challenges of the matrix organization form is: (620) In a matrix organization, with people reporting to more than one manager and performing multiple tasks, the information flows are more complex than in other organization forms. Project managers have the most power in the ____________ type of organization. (543) The project manager has the most power in the projectized organization because the project operates much! like a f! unctional department in a functional organization. It has dedicated personnel that a are full time on the project. Another name for strategic planning is: (302) Strategic planning is top-down where end results are specified first then progressively elaborated. Tactical planning may focus on deciding what we do first, then second and so on. The project charter performs the purpose of: (029) The charter authorizes the project and gives the PM the authori! ty to use! resources The development of long-term goals set by executive management is called: (321) Strategic planning is the process of developing and implementing decisions about an organization?s future direction. The role of the project sponsor is to provide: (1002) All the choices are true to some extent but the most significant answer is the funding. A weak matrix
organization: (511) In a weak matrix, the project manager has no formal authority and must negotiate with functional managers for the use of their resources Which of the following is NOT a characteristic of the pure projectized organizational structure? (510) A shared line of authority is not a character! istic of ! a projectized organization where project managers have full authority over their project team The OPM3 is used by The OPM3 is the Project Management Institute\'s publication of the best practices for organizations to follow in their enterprise project management processes. The other answers may sound good but they\'re made up In which of the following does the project manager have the most power? (523) Projectized organizations give the project manager the most power compared to the other choices During the development of the project plan, a project manager determines that additional resources are required. With whom does the project manager work to secure more resources? (540) The sponsor provides resources to the project and secures organizational approval for the PM to use them. The functional managers actually supply the people, but the PM secures availability from the sponsor in the charter before negotiating details with functional managers Which of the following organizational forms is most effective for projects that need at least two resources from many different functional areas?
(538) Of the choices available, a strong matrix is the best for a project that will utilize resources from many disciplines. The most likely problem when multiple projects are done in a functional
organization is: (508) Functional organizations require project managers to borrow resources from functional managers. The borrowed resources will naturally have a stronger allegiance to their department where they get raises and promotions than to the project. How does! the orga! nization and its management give authority to the project manager? (553) The charter gives a project authority to use organizational resources. In which of these organizational forms does conflict most often occur? (541) Conflict occurs most often in a matrix organization because communications are complex, often resulting in both vertical and horizontal information flows. There can also be conflict about priorities between the functional and project portions of the organization When dealing with a manager of a functional department in a rigidly functional organization, what form of power and influence should project managers try and use A rigid functional organization, the project manager is unlikely to have a higher-rated then a functional manager which excludes the use of formal or legitimate power and influence. Similarly project manager is unlikely to possess more technical knowledge than the functional manager does about the technology of their department. As a result expert power and influence is the best choice and that\'s comes from the PMs knowledge of project management As the PM in a functional organization, you are NOT responsible for which of the following: _________________________. A project manager?s responsibilities include distribution of project information, reporting project status to the project sponsor and using interpersonal skills to influence project team members. A project manager is not responsible for initiating projects as that is the responsibility of project sponsors. The team member?s department manager does this. Who approves the budget of the project? In the PMBOK? world, the project sponsor or initiator is responsible for providing funding for the project and issuing the project charter In the classic functional organization: (1010) This is a trait of the functional organization The primary responsibility for managing the reporting conflicts among shared resources in a functional organization lies with the: (521) The sponsor should be at a level where they have authority over both the functional and project managers and can resolve these conflicts The organization structure that can have a PMO is: (1042) Any organizational structure can have a project management office, but it almost always exists in a projectized organization. This is one of those tricky questions you have to watch for. In a strong matrix organization, which is not true? (1026) In a strong matrix organization the budget is controlled by the project manager, not the functional managers When organizations wish to improve performance on multiple projects yet still focus on functional performance, the organizational form they should adopt is: (509) The matrix organization was developed to give the organization the benefits of both the projectized and the functional form A project team
member is unclear about the details of a project assignment and correctly goes to his functional manager for clarification. What type of organization does the team member most probably work in? (353) In a functional organization project assignments may come to people through their functional manager not directly from their PM. The weak matrix organizational structure: (516) The weak matrix does not give the project manager any significant power or authorities. However, the other answers are traits of the projectized organization A ?strong? matrix organization differs from a ?weak? matrix
organization in that the ?strong? matrix: (517) The strong matrix organization gives the project manager more authority With which of the following project types would it be appropriate to recommend that the organization use a projectized organization for the project? (527) The long project duration and the need to learn and apply new technology may provide a justification for creating a projectized organization within the larger performing organization. Complexity or new technology alone are not justification to becoming a projectized organization As a new project manager managing your first project, on
what source should you rely during project planning? (346) Historical data is the best source for a new project manager, particularly if the new project has some similarity to previous efforts In larger organizations one of the benefits to project managers of working in a matrix organization structure as opposed to a functional organization is In a matrix organization, the project manager works with department managers who are accustomed to lending resources to projects. Also, the people in those departments are used to working for two bosses simultaneously. This advantage outweighs the more complex communication and conflict is usually present in managing a project in a matrix organization. The functional organization has less conflict and simpler communications but the project manager is powerless versus functional managers The project expediter is most frequently used: (513) Expediters are found in functional organizations where they use their communication skills to try and improve project performance For multinational corporations, the product lifecycle and the project lifecycle differ in that Usually there are several projects in the product\'s lifecycle. There may be of research and development project to create the product. We may have a project which is a marketing feasibility for the prod! uct. We m! ay have a project to create the manufacturing facility to produce the product and finally we may have a project to retire the product. A project manager is managing in a functional organization. During the planning phase the project manager is working with the project stakeholders. What is the best listing of the people who might be in this meeting? (555) PMI\'s? definition of stakeholders is very broad and the choice \"team members, customers, managers, employees\" is the best option as \"Senior management, functional managers\" and \"the project team\" are limited to just management or the people working on the project. Stockholders could be included in the stakeholder group but that choice is not sufficiently inclusive.
A chemical engineer from the company is invited to a scope definition meeting and uses his technical training ! to make a! significant contribution to the scope. The role the engineer is playing is that of: (307) Every stakeholder has skills and knowledge which may be useful in planning and the project team should create an environment in which the stakeholders can contribute appropriately Project managers have the least power and influence in the ____________ type of organization. (543)
The project manager has the most power in the projectized organization because the project operates much like a functional department in a functional organization. It has dedicated personnel that a are full time on the project. The project charter is created by the _____ in the _____ process group: (008) A sponsor who is at a level appropriate to the needs of the project issues the charter. The project manager does not In which organization form is the project manager least likely to share resources with other project?Of the three primary organizational structures -- functional, project management-focused and matrix -- project managers have the least amount of authority and influence in a matrix organization.
What are the 4 types of project organizational structures?According to PMI, there are four basic types of organization: Functional, Matrix, Projectized, and Composite.
Which organizational form has highest project management authority?In a functional organization, project managers have more authority than they do in a matrix organization. More people work full time on projects in a functional organization than a matrix organization.
Which organizational structure is best for project management?A matrix organizational structure combines the best aspects of both functional and project-oriented organizations into one system. Employees often have multiple reporting relationships depending on their role in the company and their level of expertise in different domains.
|
In which organizational form is it most difficult to integrate project activities?
zusammenhängende Posts
Urheberrechte © © 2024 ketiadaan Inc.
