CAPM Exam Questions - Chapter 02 Flashcards

1
Q
In what type of organization does the project manager have little or no authority?
A. Functional
B. Weak matrix
C. Balanced matrix
D. Projectized
A

A

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2
Q
In what type of organization is the functional manager likely to maintain project budget control?
A. Weak matrix 
B. Balanced matrix 
C. Strong matrix 
D. Projectized
A

A

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3
Q
In that type of organization does each employee have one clear superior and is grouped by specialty such as sales, marketing, engineering, accounting, etc.?
A. Projectized 
B. Balanced matrix 
C. Weak matrix 
D. Functional
A

D

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4
Q
In what type of organization is the project coordinator likely to be a part-time position with almost no administrative support?
A. Balanced matrix 
B. Weak matrix 
C. Functional 
D. Projectized
A

C

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5
Q
In what type of organization is the project manager likely to have a variety of possible budgetary control models?
A. Functional 
B. Balanced matrix 
C. Projectized 
D. Any of the above
A

B

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6
Q
Sally is a frustrated project coordinator. All of her resources split their time between operational responsibility and project work. It seems she can only get about 10% to 15% of their time. She also has very limited authority, and has very little administrative support. In what kind of organization does Sally work?
A. Functional 
B. Weak matrix 
C. Balanced matrix 
D. Strong matrix
A

B

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7
Q
Kevin is a full-time project manager within his organization who is struggling. He gets some administrative support, but really has to fight to get any time from his resources because of his low level of authority. In what type of organization does Kevin work?
A. Weak matrix 
B. Balanced matrix 
C. Strong matrix 
D. Projectized
A

B

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8
Q
Ann is new to her company, the XYZ Widget Co. She really likes her job because although she has to interface with functional managers, she has a high degree of authority within the company, can quickly get the resources she needs, and gets a lot of administrative support. In what kind of organization does Ann work?
A. Functional 
B. Balanced matrix 
C. Strong matrix 
D. Projectized
A

C

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9
Q
Jim is a project manager within the ABC Company. Within his organization there are departments, but these groups provide support services to the various projects. In what kind of organization does Jim work?
A. Functional 
B. Balanced matrix 
C. Strong matrix 
D. Projectized
A

D

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10
Q
In a weak matrix organization, the project manager’s role is most like what?
A. A true project manager 
B. A project sponsor 
C. A coordinator 
D. A functional manager
A

C

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11
Q
The term used to describe most modern organizations that use multiple organizational structures is what?
A. Composite organization 
B. Balanced Matrix 
C. Projectized 
D. Functional
A

A

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12
Q

In which of the following organization types can a PMO not exist?
A. Functional
B. Balanced matrix
C. Composite
D. A PMO may exist in any organization type

A

D

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13
Q
A project manager takes a job with a new firm. He has little experience and will be working in a matrix organization. Based upon his situation he should expect communication with his stakeholders to be:
A. Complex 
B. Formal and written 
C. Formal and verbal 
D. Informal and written
A

A

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14
Q
A very seasoned project manager leaves a position where the organization was highly projectized for one that is a balanced matrix. His new manager is very senior in the organization. Based on this information, he can expect communication to be:
A. Complex 
B. Less structured 
C. More structured 
D. Easy
A

A

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15
Q
A project coordinator takes a new position and she is concerned about the amount of work it will take to communicate with all of the stakeholders. The organization employs more than 30,000 people in 12 different locations. Her project team is a strong matrix organization. In her previous job her resources were projectized. As a general rule, what can she expect the communication to be?
A. Complex 
B. Simple 
C. More structured 
D. Hard to automate
A

A

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16
Q

Two project managers are arguing over who is the more senior in a weak matrix organization. Eventually they determine that one of them is actually a project manager and the other is a project expeditor. How is the expeditor different than the project manager?
A. The manager cannot spend money
B. The expeditor cannot make decisions
C. The manager reports to a higher level authority
D. The expeditor can spend money

A

B

17
Q
A project manager comments to their spouse about how frustrated they are at work. Everyone is telling their resources what to do. In a functionally organized firm who can formally direct project resources?
A. The functional manager 
B. The project sponsor 
C. The senior manager 
D. All of the above
A

A

18
Q
Two project managers are discussing how frustrated they are on their projects because of the number of people providing direction to their project resources. In a matrix organization, who can direct project resources?
A. The project manager 
B. The functional manager 
C. The project sponsor 
D. All of the above
A

D

19
Q

Sam is talking to Sally about his new job. As he describes his position he concludes that although he is called a project manager he is actually a project coordinator. Sally comments that he is doing better than her because she is a project expeditor. Which of the following most accurately describes the difference(s) between an project expeditor and a project coordinator?
A. The project coordinator cannot make more decisions
B. The project coordinator can make more decisions
C. The project expeditor reports to a higher level manager
D. The project expeditor has more authority

A

B

20
Q
A project manager is trying to complete a complicated COTS software project but is struggling to get enough attention to complete the required work. Most of the resources needed are focused on completing operational work, and the project manager has doesn’t have authority to shift their focus or assign other resources. In which type of organization must the project manager be working?
A. A functional organization 
B. A technical matrix organization 
C. An operational matrix organization 
D. A weak matrix organization
A

A

21
Q
Cathy is a new project manager with very little real experience. She has been assigned to lead a project which her boss feels she is perfectly suited. Her organization is a matrix organization. Based on these characteristics she should expect communications to be:
A. Simple 
B. Mostly verbal 
C. Mostly automated and written 
D. Complex
A

D

22
Q

Ralph is leading a project currently in the planning phase when two key stakeholders come to him asking for an explanation of the development methodology being used on the project. They are specifically interested in where it came from and how it differs from the methodology being used on most of the projects being done within the organization. As Ralph explains the methodology, the stakeholders become nervous about a number of new terms he uses with which they are unfamiliar and how this new methodology will impact the organization. They stakeholders are long-time associates of Ralph’s. What should he do?
A. Ask the stakeholders to trust him as they are long-time associates
B. Supply the stakeholders with a glossary of terms for the new methodology
C. Notify the PMO of the stakeholders’ concerns
D. Advise the stakeholders that he will keep them informed regularly on the project

A

C

23
Q

A young project manager has just been assigned to their second project even though they have yet to complete their first project. The first project is relatively small and both the project manager and their boss believes the project manager has the capacity to manage both efforts at the same time. However, as time passes the second project begins to grow significantly in scope and the project manager quickly comes to believe they need help. In talking about the situation with their peers the project manager learns a similar project was completed 18 months prior. What should the project manager do?
A. Wait to see if the second project continues to grow in scope
B. Make sure the scope is agreed to by all stakeholders
C. Obtain the historical records and guidance from the project management office (PMO)
D. Contact the project manager from the previous project for guidance

A

C

24
Q

A project manager gets assigned to a manufacturing effort for a new product and gathers their team to begin work. Although the team has worked together on previous efforts they struggle to create the project charter. Which of the following best describes the real problem?
A. Constraints and assumptions have not been defined
B. The project deadline has not been set
C. They have not identified the project objectives
D. They are working on an operation and not a project

A

D

25
Q

The previous project manager for your project did their work without much formal organization. There is a lack of management control and no clearly defined deliverables. Which of the following would be the best choice for getting the project better organized?
A. Define the project methodology
B. Adopt a lifecycle approach to the project
C. Develop specific work plans for each work package
D. Develop a description of the product of the project

A

B

26
Q

The project cycle differs from the product life cycle in that the project life cycle:
A. Does not incorporate a methodology
B. Is different for each industry
C. Can spawn many projects.
D. Describes project management activities

A

B

27
Q
You are a Project Manager leading a large project within a manufacturing organization that is matrixed. One day one of your resources approaches you and states they do not know which of their several assignments for different projects is most important. Who should determine the priorities between projects in the organization?
A. The project management office (PMO) 
B. The project manager 
C. The project team 
D. The project management team
A

A