Chapter 4: The Human Side of Project

Management
True/False
1. The performance of an organization or a project s influenced largely by how well its
resources are organized
2. A single organizational structure is best for all organizations regardless of strategy.
3. An organizations structure reveals the formal groupings and specializations of
activities.
. The !roject "rganization is based upon organizing resources to perform specialized
tas#s or activities in order to attain the goals of the organization.
$. The %unctional "rganization is based upon organizing resources to perform specialized
tas#s or activities in order to attain the goals of the organization.
&. 'readth( depth of #nowledge and e)perience are advantages for projects sponsored by
organizations with functional structures.
*. The !roject "rganizational structure supports clear authority and responsibility(
improved communication and high levels of integration.
+. ,isadvantages of the !roject "rganizational structure include project isolation(
duplication of effort and projectitis.
-. !rojectitis sometimes occurs when the project manager and project team develop a
strong attachment to the project and to each other.
1.. /nity of 0ommand is violated when a project team member has only one direct
superior.
11. The main feature of the 1atri) "rganizational structure is the ability to integrate areas
and resources throughout an organization.
12. 2igh potential for conflict and poor response time are disadvantages of the 1atri)
"rganizational structure.
13. The informal organizational structure is a published structure that defines the official
lines of authority( responsibilities and reporting relationships.
1. 3ta#eholders are individuals( groups( or even organizations that have a sta#e or claim
in the projects outcome.
1$. 3ta#eholders have only a positive interest in the projects outcome.
1&. An 4T project managers technical #nowledge is much more important that his or her
ability to communicate with people.
1*. !roject team members should be chosen based upon their technology s#ills(
business5organization s#ills and interpersonal s#ills.
1+. A wor# group has a single leader in control that ma#es most of the decisions(
delegates to subordinates and monitors the progress of the assigned tas#s.
1-. 6eal teams are defined as having a large number of people with similar s#ills and
e)periences.
2.. 6eal teams tend to have a commitment to a common purpose and performance goals.
21. Traditional teams tend to accept the project as it is first defined and do not challenge
preconceived notions about the problem or opportunity and what they must do.
22. The four phases of a learning cycle include understand and frame the problem( plan(
act( reflect and learn.
23. The project environment includes not only the physical space where the team will
wor#( but also the project culture as well.
2. 0ulture reflects the values and norms of the project team.
2$. A study group would be an e)ample of a wor# group.
Multiple Choice
1. High level of integration, improved communication, increased
project focus, higher potential for confict and poorer response time are
advantages and disadvantages of:
a) The Functional Organization
) The !atri" Organization
c) The #roject$%ased Organization
d) The &nformal Organization
e) The Formal Organization
Answer:
'. &ncreased fe"iilit(, readth and depth of )no*ledge and
e"perience, less duplication, determining authorit( and responsiilit(,
poor response time and poor integration are advantages and
disadvantages of:
a) The Functional Organization
) The !atri" Organization
c) The #roject$%ased Organization
d) The &nformal Organization
e) The Formal Organization
Answer:
+. ,lear authorit( and responsiilit(, improved communication, high
level of integration, project isolation, duplication of e-ort and
projectitis are advantages and disadvantages of:
a) The Functional Organization
) The !atri" Organization
c) The #roject$%ased Organization
d) The &nformal Organization
e) The Formal Organization
Answer:
.. /nit( of command violations are most often associated *ith:
a) The Functional Organization
) The !atri" Organization
c) The #roject$%ased Organization
d) The &nformal Organization
e) The Formal Organization
Answer:
0. The more traditional organizational form est descries:
a) The Functional Organization
) The !atri" Organization
c) The #roject$%ased Organization
d) The &nformal Organization
e) The Formal Organization
Answer:
1. The structure that reveals most clearl( ho* individuals in an
organization relate is the:
a) The Functional Organization
) The !atri" Organization
c) The #roject$%ased Organization
d) The &nformal Organization
e) The Formal Organization
Answer:
2. The most comple" organizational structure is the:
a) The Functional Organization
) The !atri" Organization
c) The #roject$%ased Organization
d) The &nformal Organization
e) The Formal Organization
Answer:
3. 4hich of the follo*ing attriutes is least important for project
managers5:
a) 6ilit( to communicate *ith people.
) 6ilit( to deal *ith people.
c) 6ilit( to create and sustain relationships.
d) 6ilit( to learn ne* technical s)ills.
e) 6ilit( to organize.
Answer:
7. 8adical teams are most li)el( to:
a) accept ac)ground information at face value.
) approach projects in a linear fashion.
c) provide run$of$the$mill solutions.
d) get to the root of the matter.
e) focus on the schedule and udget.
Answer:
19. The phases of a learning c(cle include all of the follo*ing e"cept:
a) 6ct
) 6ssess ris)
c) 8efect and learn
d) #lan
e) /nderstand and frame prolem
Answer:
11. The attriutes commonl( used in sta)eholder evaluations include:
a) speed
) depth
c) readth
d) all of the aove
e) none of the aove
Answer:
Short Answer (From End of Chapter Review Questions)
1. hat is the relationship !etween an or"ani#ation$s strate"% and or"ani#ational
structure&

'. hat is meant !% the formal or"ani#ation&

(. h% is it important for a pro)ect mana"er to understand the formal
or"ani#ation&
*. +escri!e the functional or"ani#ational structure.
,. hat are some challen"es for -. pro)ects under the functional or"ani#ational
structure&
/. hat are some opportunities for -. pro)ects under the functional or"ani#ational
structure&
0. +escri!e the pro)ect or"ani#ational structure.
1. hat are some challen"es for -. pro)ects under the pro)ect or"ani#ational
structure&
2. hat are some opportunities for -. pro)ects under the pro)ect or"ani#ational
structure&
13. +escri!e the matri4 or"ani#ational structure.
11. hat are some challen"es for -. pro)ects under the matri4 or"ani#ation
structure&
1'. hat are some opportunities for -. pro)ects under the matri4 or"ani#ational
structure&
1(. hat is pro)ectitis& hen mi"ht %ou e4pect to encounter pro)ectitis& 5ow could
an or"ani#ation minimi#e the li6elihood of pro)ectitis&
1*. +escri!e the !alanced matri47 functional matri47 and pro)ect matri4
or"ani#ational structures.
1,. +escri!e what is meant !% the informal or"ani#ation. h% should the pro)ect
mana"er or pro)ect team !e concerned with understandin" the informal
or"ani#ation&
1/. hat is a sta6eholder&
10. 5ow does conductin" a sta6eholder anal%sis help the pro)ect mana"er and
pro)ect team understand the informal or"ani#ation&
11. h% would the pro)ect mana"er and pro)ect team not want to ma6e a
sta6eholder anal%sis pu!lic to the entire or"ani#ation&
12. -n conductin" a sta6eholder anal%sis7 wh% is it important not onl% to identif%
those who will "ain from the pro)ect$s success7 !ut also those who ma% "ain from its
failure&
'3. hat is the purpose of definin" a role and o!)ective for each sta6eholder
identified in the sta6eholder anal%sis&
'1. +escri!e the roles of a pro)ect mana"er.
''. hat 8ualities are re8uired for a "ood pro)ect mana"er& Can %ou come up with
an% on %our own&
'(. hat s6ills or 8ualities are important in selectin" a pro)ect team&
'*. hat is the difference !etween a wor6 "roup and a real team&
',. hat is the difference !etween a performance9!ased "oal and an activit%9!ased
"oal& :ive an e4ample of each.
'/. h% is focusin" on a performance9!ased "oal7 such as a pro)ect$s M;<7 more
important than havin" the team "o throu"h a series of team!uildin" e4ercises&
'0. h% do %ou thin6 man% teams accept the pro)ect opportunit% at face value and
never 8uestion the wa% the pro)ect was ori"inall% framed&
'1. +escri!e the concept of a learnin" c%cle&
'2. hat purpose does creatin" a lesson learned at the end of a learnin" c%cle
provide&
(3. hat advanta"e does a team have when it encoura"es open humilit% instead of
tr%in" to solve the pro!lem or provide a solution as soon as possi!le&
(1. hat is meant !% the speed of learnin" c%cles& 5ow is speed associated with
team learnin"&
('. hat is meant !% depth of learnin" c%cles& 5ow is depth associated with team
learnin"&
((. hat is meant !% !readth of learnin" c%cles& 5ow is !readth associated with
team learnin"&
(*. hat is the pro)ect environment& h% must a pro)ect mana"er ensure that a
proper pro)ect environment is in place&
Essa% Questions
1. Ho* are an organization:s structure and strateg( related5
' %rief( descrie the nature of the formal organization and the
strengths and *ea)nesses that it rings to the e"ecution of information
technolog( projects.
+. %rief( descrie the nature of the project organization and the
strengths and *ea)nesses that it rings to the e"ecution of information
technolog( projects.
.. %rief( descrie the nature of the matri" organization and the
strengths and *ea)nesses that it rings to the e"ecution of information
technolog( projects.
0. 4hat are sta)eholders and ho* should a good project manager
plan to *or) *ith them on a project5
1. ;escrie the attriutes of a good project manager.
2. Ho* should a manager go aout assemling a project team and
*hat s)ills should drive his<her choice5
3. ,ompare and contrast *or) groups and =atzenach > ?mith:s
notion of real teams.
7. ;escrie the phases of a learning c(cle and discuss the potential
impact of its use on organizations.
19. 4hat is a project environment and ho* does it impact team
performance5