C722 Exam Questions with 100% Verified
Correct Answers
There are essentially three types of organizational structures:
Functional (Departmentalized)
Projectized
Matrix
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)
Name job titles for a functional (departmentalized) structure:
CEO, VP Finance, VP Marketing, Engineer, etc
Examples of functional organizations
US Department of State
Department of Energy
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
Between functional, projectized, and matrix, which structure has less clearly defined
lines of reporting?
Matrix
,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.
True or false. The existence of technical continuity within the functional organization
helps ensure systems and people remain connected.
True
False
True
There are clear lines of authority and the project manager has full authority
Projectized
Project managers have access to a large reservoir of technically skilled people
Matrix
Technical continuity exists within the organization
Functional
This is an expensive approach because of the duplication of personnel
Projectized
, The project is managed holistically
Projectized
Inefficient for projects requiring collaboration and cooperation between departments
Functional
The PM has a better chance to get the most appropriate SME
Matrix
SMEs work in close proximity, which allows for exchanges of ideas between SMEs
Functional
The lines of authority are clear
Functional
The response to customer and stakeholder issues is faster and clearer
Projectized
The project managers have full authority over SMEs
Projectized
Resource balancing between projects is simpler and more efficient
Matrix
The PM must have enough work to keep SMEs busy fulltime or risk the loss of another
project or functional area
Projectized
Resource balancing can lead to friction
Correct Answers
There are essentially three types of organizational structures:
Functional (Departmentalized)
Projectized
Matrix
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)
Name job titles for a functional (departmentalized) structure:
CEO, VP Finance, VP Marketing, Engineer, etc
Examples of functional organizations
US Department of State
Department of Energy
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
Between functional, projectized, and matrix, which structure has less clearly defined
lines of reporting?
Matrix
,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.
True or false. The existence of technical continuity within the functional organization
helps ensure systems and people remain connected.
True
False
True
There are clear lines of authority and the project manager has full authority
Projectized
Project managers have access to a large reservoir of technically skilled people
Matrix
Technical continuity exists within the organization
Functional
This is an expensive approach because of the duplication of personnel
Projectized
, The project is managed holistically
Projectized
Inefficient for projects requiring collaboration and cooperation between departments
Functional
The PM has a better chance to get the most appropriate SME
Matrix
SMEs work in close proximity, which allows for exchanges of ideas between SMEs
Functional
The lines of authority are clear
Functional
The response to customer and stakeholder issues is faster and clearer
Projectized
The project managers have full authority over SMEs
Projectized
Resource balancing between projects is simpler and more efficient
Matrix
The PM must have enough work to keep SMEs busy fulltime or risk the loss of another
project or functional area
Projectized
Resource balancing can lead to friction
