2.9 Wegmans has been consistently voted one of the 100 best companies to work for in the United States by Fortune magazine. In fact, in 2005 it was ranked number 1, and in 2016 it was ranked number 4. Go to its Web site, www.wegmans. com, and click on “About Us.” What messages, formal and informal, are being conveyed about Wegmans through its Web site? What does the Web site imply about the culture of the organization?
2.10 Go to the Web site www.projectstakeholder.com and analyze some of the case studies found on the Web site. What do these cases suggest about the importance of assessing stakeholder expectations for a project before it has begun its development process? In other words, what are the risks of
waiting to address stakeholder concerns until after a project has begun?
2.11 Go to a corporate Web site of your choice and access the organizational chart. What form of organization does this chart represent: functional, project, matrix, or some other form? Based on our discussion in this chapter, what would be the likely strengths and weaknesses of this organization’s project management activities?
2.12 Access the corporate Web site for Fluor-Daniel Corporation and examine its “Compliance and Ethics” section at www.fluor.com/sustainability/ethics_compliance/Pages/ default.aspx. What does the list of behaviors and features under “Fluor Ethics and Compliance” suggest about the way the company does business? What are the strategic goals and directions that naturally flow from the ethical code? In your opinion, how would the ethics statement influence the manner in which the company manages its projects?
PMP CERTIFICATION SAMPLE QUESTIONS
2.13 What is the main role of the functional manager?
a. To control resources
b. To manage the project when the project manager isn’t available
c. To define business processes
d. To manage the project manager
2.14 What is the typical role of senior management on a project?
a. Support the project
b. Pay for it
c. Support the project and resolve resource and other conflicts
d. Resolve resource and other conflicts
2.15 What is an organization that controls project managers, documentation, and policies called?
a. Project management office
b. Strong matrix
c. Functional
d. Pure project
2.16 A business analyst has a career path that has been very important to her throughout the 10 years of her career. She is put on a project with a strong matrix organizational structure. Which of the following is likely viewed as a negative of being on the project?
a. Being away from the group and on a project that might make it more difficult to get promoted
b. Working with people who have similar skills
c. Working long hours because the project is a high priority
d. Not being able to take her own certification tests because she is so busy
2.17 The functional manager is planning the billing system replacement project with the newest project manager at the company. In discussing this project, the functional manager focuses on the cost associated with running the system after it is created and the number of years the system will last
before it must be replaced. What best describes what the functional manager is focusing on?
a. Project life cycle
b. Product life cycle
c. Project management life cycle
d. Program management life cycle
2.18 In a functional organization:
a. Power lies mainly with the project manager
b. Power lies mainly with the functional manager
c. Power is equally divided between the project and functional managers
d. Power lies with the project office
2.19 A project manager is meeting resistance from a functional manager in getting resources assigned to the project team. Which would be the most appropriate to help resolve this situation?
a. Senior management
b. The customer
c. Critical project stakeholders
d. The project champion
2.20 In a weak matrix organization:
a. More power resides with the project manager
b. More power resides with the functional manager
c. Power is equally divided between the project and functional managers
d. More power is given to the project’s client
2.21 A Project Management Office (PMO) that is intended to function primarily as a tracking and monitoring device is
often referred to as:
a. A resource pool
b. A control tower
c. A weather station
d. A matrix
2.22 An organization in which project managers have ultimate responsibility for their projects and control of all resources is:
a. Functional
b. Balanced matrix
c. Hierarchical
d. Heavyweight project (projected) organization
Answers
2.13. a—The functional manager runs the day-to-day operations of his department and controls the resources.
2.14. c—Because senior managers usually outrank the project manager, they can help with resolving any resource or other conflicts as they arise.
2.15. a—The project management office (PMO) typically has all of these responsibilities.
2.16. a—Being away from her functional group may cause her to feel that her efforts on behalf of the project are not being recognized by her functional manager since the project employs a strong matrix structure.
2.17. b—The functional manager is focusing on the product life cycle, which is developed based on an example of a successful project and encompasses the range of use for the product.
2.18. b—in functional structures, power lies with the functional manager.
2.19. a—senior management is the best mediator of resource conflicts between a project manager and a functional manager.
2.20. b—in a weak matrix, more power resides with the functional manager.
2.21. c—a weather station is the name for a PMO that functions as a monitoring device.
2.22. d—heavyweight project organizations are sometimes referred to as “projected” and represent the highest level of commitment to project-based work.
Notes
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