1 When a project is too small to set up a full time project group, a task force may be set up to handle it.

Answers:

True

False

2 There is really no such thing as an organization that is ideal for all situations and kinds of work.

Answers:

True

False

3 In organizations that use the pure project form of structure there tends to be duplication of effort.

Answers:

True

False

4 In a matrix organization the project manager must get technical and human resources from the functional managers.

Answers:

True

False

5 A project expeditor typically has more authority than, say, the project manager of a pure project organization.

Answers:

True

False

6 In projects that involve several contractors and subcontractors, the task of integration may be assigned to one of the contractors.

Answers:

True

False

7 The traditional approach to systems development where each phase of the project is handled by a different functional area is an example of integrated systems development.

Answers:

True

False

8 Integrated systems development helps minimize the number of change requests.

Answers:

True

False

9 Life cycle costs refer exclusively to the costs of operating a systems after it has been installed.

Answers:

True

False

10 The majority of a system's life cycle costs are determined by decisions made in the conceptual and early design stages.

Answers:

True

False

11 A cross-functional team includes people primarily from one area of specialization or business function.

Answers:

True

False

12 Concurrent engineering means that all phases of a project happen at the same time.

Answers:

True

False

13 Concurrent engineering teams work on only engineering matters.

Answers:

True

False

14 Which of the following are not true about the traditional form of organization:

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a- it provides for rapid responses to changing markets and customer needs

b- communication channels are vertical and well-established

c- often, no one individual is directly responsible when a cross-functional effort is needed

d- it does not provide project-oriented emphasis

15 Properties inherent to all project organizations include:

Answers:

a- integration of subunits is achieved primarily through rules, procedures, and the chain ofcommand; the is no focal person who oversees the work effort.

b- organization structures tend to be suited to the unique requirements of the project; subunits are integrated through horizontal relationships.

16 In a project that is very large, complex, involves considerable risk, and is long-duration, which form of project is probably the best:

Answers:

a- a pure project or a project center.

b- a single function task force or team.

c- a multifunctional task force or a permanent matrix.

d- none of the answers listed.

17 In an organization that is constantly involved in projects that require the full time efforts of several functional departments, which form of project is probably the best:

Answers:

a- a pure project or a project center

b- a permanent matrix

c- none of the answers listed

d- a single function task force or team

18 Integration in projects involves:

Answers:

a- treating the functional areas as autonomous units to minimize extraneous influence; managing the phases of the project as a series of completely independent subprojects.

b- integrating the functional areas of the organization to achieve project goals; integrating the phases of the project so that issues concerning later phases are considered in decisions made in early phases

19 A concurrent engineering team would most not likely include members from:

Answers:

a- a competitor

b- the customer

c- middle and lower level management

d- suppliers

20 A good concurrent engineering team:

Answers:

a- relies onscheduled, formal meetings for communication and decision making; is expected to work on mostly one aspect of the project, such as marketing or cost analysis

b- has members that share a single office or work in close proximity; addresses issues affecting the entire systems development cycle