TRUE/FALSE

1. In a functional organization, staff are grouped by areas of specialization and managed by a person with
expertise in that area.

2. In a projectized organization the functional manager has the most control.

3. In a functional organization workers can learn readily from others in their discipline and keep their skills
sharp.

4. In a projectized organization most people are assigned to a project and report upward through the project
manager.

5. In a projectized organization the project manager has extensive authority for budgets, personnel and
decision making.

6. Projectized organizations are especially effective at helping team members to maintain their discipline-
specific competencies.

7. A matrix organization is any organizational structure in which the project manager shares responsibility
with the functional manager for assigning priorities and directing the work of persons assigned to the
project.

8. A form of matrix organization in which the functional manager and project manager have equal amounts
of power is called a weak matrix.

9. If the project scope is hard to define early in the project or much change is expected, a traditional or plan-
driven approach should be adopted.

10. Organizational culture is comprised of the values, social rituals, and symbols that are shared among
members of the organization and taught to new members.

11. In “role cultures” reliable workers have the utmost respect for regulations and laws.

12. Hallmarks of “personal cultures” are skill-based assignments, self-motivated workers, and more
deference paid to knowledge than to formal authority.

13. In “personal cultures” people display an attitude that collaboration is satisfying and stimulating.
14. When the project sponsor and manager are determining how to create the project culture, it is important to
make the project culture as ethical as possible.

15. While differing in details, all of the major types of project life cycle models have a series of exactly four
phases with activities that need to be completed and approvals that must be received before the project
can proceed to the next phase.

16. The project sponsor is the person or group that provides resources and support for the project and is
accountable for enabling project success.

17. A scrum master is a project manager who serves and leads in a collaborative, facilitating manner.

18. The steering team is often responsible for ensuring that several customer related tasks are performed,
including identification of the customers and prioritization of their desires.

19. Among the most important behaviors required of project managers are honoring trust, protecting people,
establishing a culture of honesty, defending core values and leading major change.

20. The decision to kill a project if needed is typically reached jointly through agreement between the project
customer and the project contractor.

21. Core teams on agile projects need strong direction from the sponsor and project manager.

22. It is generally unnecessary to have every function represented on the core team of the project, as that
would make communications and scheduling of meetings more difficult.