T F 1. A project is a set of activities, one-time, something novel or unique, and limited in time; and it has an end. T F 2. There are "grey" areas where both approaches, project and process, are relevant. T F 3. A program consists of a set of projects, which are generally interdependent, being pursued. T F 4. Many projects fail to meet time, budget, and other specific business goals. T F 5. A project plan drives the project's budget, schedule, control, and evaluation. T F 6. A project usually requires a cross-functional (or inter-departmental or multidisciplinary) team. T F 7. Members of a project team often work from different locations in the same country or across different countries. T F 8. A project manager in most cases does not have as much formal authority as a manager heading a non-project activity. T F 9. A project manager should have negotiation skills so that she/he can get cooperation from various departments for getting resources or information. T F 10. Upper-level management must decide between pure, functional, and matrix structures as ways to organize projects. T F 11. Complex projects are often subdivided into a series of tasks that are