Project Management Professional (PMP)® Exam Prep · PDF filePMI, PMBOK and PMP are registered marks of the Project Management Institute, Inc. Project Management Professional (PMP)®

PMI, PMBOK and PMP are registered marks of the Project Management Institute, Inc.

Project Management Professional (PMP)®

Exam Prep

Course 02 - Organizations and Project

Management



Slide 1

Looking Glass Development, LLC

(303) 663-5402 / (888) 338-7447

4610 S. Ulster St. #150 Denver, CO 80237

[email protected]

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Slide 2

7/31/2013 2v. 7.0 - © Copyright and all rights reserved –2013 Looking Glass Development, LLC.

Differentiation vs. IntegrationThe need for specialized areas ofexpertise (Production,Marketing, Finance, etc.). Thelevel of differentiationhinges on the needs of theorganization.

The need for coordinated andcross-functional efforts to accomplish organizational tasks.

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Slide 3

7/31/2013v. 7.0 - © Copyright and all rights reserved –2013 Looking Glass Development, LLC. 3

ProjectCoordinator

Accounting Dept.

Chief Executive

Sales Dept. Marketing Dept. Engineering Dept.

Employee 1

Employee 2

Employee 3

Employee 4

Employee 5

Employee 6

Employee 7

Employee 8

Employee 9

Employee 10

Employee 11

Employee 12

A Functional Organization

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Slide 4

Potential Advantages of a Functional Organization

Clear reporting relationships.Highly specialized expertise.Homogeneous groups.Drive for technical excellence.Clear career path.Creates high quality organizational knowledge within the functional area.


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Slide 5

Potential Issues with a Functional Organization

Conflicting priorities from overlapping projects.

Project boundaries limited to discipline.

Barrier to customer influence & satisfaction.

Employee development opportunities limited.

Project Manager is dependent on personal influence.

Hierarchical decision and communication processes.

Overwork technical issues vs. build to a standard.

Fosters part-time roles.


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Slide 6


Chief Executive

Or Program Mgr.

Project 1 Project 2 Project 3

Accounting Staff Accounting Staff Accounting Staff

Sales Staff Sales Staff Sales Staff

Marketing Staff Marketing Staff Marketing Staff

Engineering Staff Engineering Staff Engineering Staff

Projectized Organization (PBO)

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Slide 7

Potential Advantages of a Projectized Organization

Strong project manager roleFull-time administrative staff clear accountabilityFosters collocationImproves focusCost & performance tracking of projectsDecision-making based on overall project viewCustomer relationships tied to various projects


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Slide 8

Potential Issues with a Projectized Organization

Reduction of employee’s professional identity.Reduced focus on technical competence.Leadership by the non-technically skilled.Focus on administrative work vs. technical work.De-valuing of functional managers.Process vs. deliverable emphasis.Creates redundancy of efforts.Project end can be traumatic event.


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Slide 9

The Matrix OrganizationAre a blend of Functional and Projectized organizations.

They are described as WEAK if they more closely align to Functional Organizations.

They are described as STRONG if they more closely align to ProjectizedOrganizations.


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Slide 10


ProjectCoordinator Resources Assigned to a Given Project

A Weak Matrix Organization

Chief Executive

Accounting Dept. Sales Dept. Marketing Dept. Engineering Dept.

Employee 1

Employee 2

Employee 3

Employee 4

Employee 5

Employee 6

Employee 7

Employee 8

Employee 9

Employee 10

Employee 11

Employee 12

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Slide 11


A Balanced Matrix Organization

Resources Assigned to a Given Project

Chief Executive

Accounting Dept. Sales Dept. Marketing Dept. Engineering Dept.

Employee 1

Employee 2

Employee 3

Employee 4

Employee 5

Employee 6

Employee 7

Employee 8

Employee 9

Employee 10

Employee 11

Project Mgr

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Slide 12


Resources Assigned to a Given Project

A Strong Matrix OrganizationChief Executive

Accounting

Dept.

Sales

Dept.

Engineering

Dept.

Mgr of Project

Managers (PMO)

Employee 1

Employee 2

Employee 3

Employee 4

Employee 5

Employee 6

Employee 7

Employee 8

Employee 9

Project Mgr 1

Project Mgr 2

Project Mgr 3

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Slide 13

Potential Advantages of a Matrix Organization

Visible project objectives.Improved control of resources by project managers.Rapid response to contingencies.Greater support from functional managers.Coordination of efforts across organization.Project end is not a traumatic event.Strong technical base.More effective dissemination of information.


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Slide 14

Potential Issues with a Matrix Organization

Project personnel report to more than one boss.Complex to monitor and control.Conflicts with resource allocation and project priorities.Potential for duplication of effort with “independent” projects.Power struggles and competition for scarce resources.


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Slide 15


Functional Projectized

Project Manager’s

Authority Little or None Limited

Low to

Moderate

Moderate

to High

High to Almost

Total

Resource Availability Little or None Limited

Low to

Moderate

Moderate

to High

High to Almost

Total

Who Controls The

Project budget

Functional

Manager

Functional

Manager Mixed

Project

Manager

Project

Manager

Project Manager’s Role Part-Time Part-Time Full-Time Full-Time Full-Time

Common Titles For

Project Manager’s Role

Project Coordinator/

Project Leader

Project Coordinator

/ Project

Leader

Project Manager/

Project

Officer

Project Manager/ Program

Manager

Project Manager/ Program

Manager

Project Management

Administrative Staff Part-Time Part-Time Part-Time Full-Time Full-Time

ProjectCharacteristics

Weak Matrix

Balanced Matrix

Strong Matrix

Organizational StructuresOrganization

Structure

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Review Questions:

1. In which type of organization does the project manager have little or no

authority?

A. Functional

B. Weak matrix

C. Balanced matrix

D. Projectized

2. 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

3. In what 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

4. 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

5. 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


6. 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

7. 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

8. 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

9. 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

10. In a weak matrix organization, the project manager's role is most that of what?

A. A true project manager

B. A project sponsor

C. A coordinator

D. A functional manager


11. 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

12. 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

13. A project manager takes a new job with a new organization. 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

14. 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

15. 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


16. 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

17. A project manager is 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

18. 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 functional organization, who can direct project resources?

A. The project manager

B. The functional manager

C. The project sponsor

D. All of the above

19. A project manager is comments to their spouse about how frustrated they are at

work. Everyone is telling their resources what to do. In a projectized firm who

can formally direct project resources?

A. The senior manager

B. The functional manager

C. The project manager

D. All of the above

20. 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 projectized organization, who can direct project resources?

A. The functional manager

B. The project manager


D. The project managers should not be gossiping


21. A project manager receives a phone call from an executive stakeholder who has

been their mentor for year. The stakeholder is questioning the company's project

management methodology established by the PMO and wants additional

information on the methodology and even suggests that they would really prefer

returning to the old methodology. What should the project manager do?

A. Notify the Project Management Office

B. Provide the executive with the information they want

C. Help the executive change the methodology

D. Add the executive's needs to the communication plan

22. During a weekly status meeting several of your project stakeholders complain

about not understanding many of the terms in the company's new project

management methodology and wishing to obtain additional information about it.

What should the project manager do?

A. Provide the stakeholders with the information they want

B. Assert your authority as the project manager

C. Notify the Project Management Office

D. Add the stakeholder's needs to the communication plan

23. A project manager begins a job with a new organization and realizes it is a

balanced matrix organization. Which of the following might he not mention to

justify his assessment?

A. He has a low to moderate level of authority

B. His title is either project manager or project coordinator

C. He has a low to moderate level of resource availability

D. He only has part-time administrative support


balanced matrix organization. Which of the following might he mention to justify

his assessment?

A. The project manager's authority is moderate to high

B. 50%-90% of the personnel are assigned full time to project work

C. The project manager's title is usually project manager or program

manager

D. Resource availability is low to moderate



balanced matrix organization. Which of the following might she mention to justify

her assessment?

A. 15% - 60% of the project resources are assigned full time to project work

B. The project manager's role is part-time

C. The project manager's title is project manager or project coordinator

D. The project manager has full-time administrative support



her assessment?

A. The project manager's role is part-time

B. Most of the project resources are assigned to the project on a full-time

basis

C. The project manager's title is project manager or project officer




her assessment?


B. The project manager's role is full-time

C. Most of the project resources are assigned to the project on a full-time

basis


28. A project manager begins a job with a new organization and realizes it is a strong

matrix organization. Which of the following might he mention to justify his

assessment?

A. The project budget is under mixed control

B. The project manager is assigned part-time to the project

C. The project manager's authority is moderate to high

D. The project manager receives part-time administrative support




her assessment?


B. Most of the project resources are assigned to the project on a full-time

basis

C. The project manager has full-time administrative support

D. The project budget is under mixed control



assessment?

A. The project budget is under mixed control

B. They experience moderate to high levels of resource availability

C. The project manager is assigned part-time to the project

D. The project manager receives part-time administrative support


strong matrix organization. Which of the following might he mention to justify his

assessment?

A. The functional manager controls the budget

B. They are referred to as a project coordinator or project officer

C. The project manager controls the budget

D. They receive 85% - 100% resource availability



assessment?

A. They are called a project or program manager

B. They experience high to almost total authority

C. They experience high to almost total resource availability

D. They are called a project coordinator or leader




assessment?

A. The functional manager controls the budget

B. The percentage of personnel assigned full-time to the project is 50% -95%

C. Common titles for the project manager are project leader or program

manager

D. The project manager receives part time administrative support

34. Which statement is true about the project team in a weak matrix organization?

A. The project manager controls the budget

B. There is share control of the project budget

C. The functional manager controls the budget

D. All of the above might be true

35. In a balanced matrix organization the project team:

A. Has multiple projects assigned to them

B. Controls the project budget

C. Is called a project manager or leader

D. Has 15% to 60% of the organization assigned to full-time project work

36. A project manager is leading an effort to build a new bridge. She is currently

struggling because she cannot get resources she needs as many of the

resources are working on more than one project at a time. Unfortunately, she

lacks the authority to assign the resources in a dedicated manner. In what type

of organization doe this project manager work?

A. Projectized

B. Matrix

C. Functional

D. Engineering

37. In which of the following organizations does the project manager have the most

power?

A. Projectized

B. Functional

C. Balanced Matrix

D. Strong Matrix


38. In which of the following organizations does the project manager have the most

power?

A. Strong Matrix

B. Weak Matrix

C. Balanced Matrix

D. Functional

39. In which of the following organizations does the functional manager have the

most power?

A. Strong Matrix

B. Balanced Matrix

C. Weak Matrix

D. Projectized

40. A project resource complains to another team member that they are frustrated

because the number of tasks they have to do on different projects and the

number of people telling him what to do first. If he worked in a functional

organization who would have the power to tell him what to do?

A. His functional manager

B. His project manager


D. All of the above

41. A project resource complains to another team member that they are frustrated

because the number of tasks they have to do on different projects and the

number of people telling him what to do first. If he worked in a strong matrix

organization who would have the power to tell him what to do?

A. His functional manager

B. His project manager


D. All of the above

42. A project manager is part of a software development project. The project

manager is struggling because she cannot get her resources to be dedicated to

the project effort as they all have significant operational responsibilities. In what

type of organization is this project manager working?

A. A projectized organization

B. A functional organization

C. A weak matrix organization

D. A balanced matrix organization


Answer Key:

1. A

PMBOK® Guide - Although a weak matrix provides a project manager with limited

authority, only the functional organization provides the project manager with little

or no authority. Remember, according to Project Management Institute (PMI) ®

the project manager is a very powerful position.

2. A

PMBOK® Guide - According to PMI® the project manager has a very powerful

role and as the PM gets closer to a projectized organization they gain more

influence. The role where they have the least authority is the weak matrix and

this is where the functional manager has budgetary authority.

3. D

PMBOK® Guide - In a functional organization, people are organized based upon

the job they perform. These silos provide the basis for power within the

organization and project managers have very little authority.

4. C

PMBOK® Guide - The key to this question is the fact that the role is called a

coordinator, is part-time and no administrative support. A coordinator with a little

administrative support would have been a weak matrix, but as asked it is a

functional organization.

5. B

PMBOK® Guide - Only in a balanced matrix organization are there mixed models

of budgetary control.

6. B

PMBOK® Guide - Sally works in a weak matrix organization. The keys to this

question are the fact that she gets some administrative support even though it is

not much and does have a little authority. If not for these two differences she

would be in a functional organization.

7. B

PMBOK® Guide - The fact that Kevin is full time tells you he does not work in a

weak matrix organization, and the fact that he has a low level of authority tells

you he does not work in a strong matrix or projectized organization. Only the

balanced matrix meets these criteria.


8. C

PMBOK® Guide - The key to this question is the fact that functional managers

still exist in Ann's organization. Without this difference she could be in a

projectized organization.

9. D

PMBOK® Guide - Only in a projectized organization are there departments that

either report directly to the project manager or provide support services to the

various projects.

10. C

PMBOK® Guide - Weak matrix organizations maintain many of the characteristics

of a functional organization and the project manager's role is more like a

coordinator or expediter than that of a manager.

11. A

PMBOK® Guide - Most modern organizations involve all of the structural types to

one degree or another at their various levels. These organizations are called

composite organizations.

12. D

PMBOK® Guide - A PMO can exist in any of the organizational structures,

including those with a functional organization. However, the more the

organization moves towards a projectized organization the more likely a PMO

becomes.

13. A

PMBOK® Guide - This is a trick question as much of the information in

unnecessary to correctly answer it. The only piece of information necessary to

answer this question is the fact that the organization is a matrix. In matrix

organizations communication is complex because of the importance placed on

communicating with the many power structures.

14. A



answer this question is the fact that the new organization is a balanced matrix. In

matrix organizations communication is complex because of the importance

placed on communicating with the many power structures.


15. A



answer this question is the fact that the new organization is a matrix. In matrix

organizations communication is complex because of the importance placed on

communicating with the many power structures.

16. B

PMBOK® Guide - A project expeditor has no authority to make decisions or

spend money. Typically a true project manager can make decisions and often

reports to a higher level authority, but this is not guaranteed.

17. A

PMBOK® Guide - In a functional organization, the functional manager has the

power to direct resources. The project manager must use influence to get the

functional manager to direct the resources to achieve project tasks.

18. B

PMBOK® Guide - In a functional organization, the functional manager has the

power to direct resources. The project manager must use influence to get the

functional manager to direct the resources to achieve project tasks.

19. C

PMBOK® Guide - In a projectized organization, most of the formal power is held

by the project manager. Rarely are there functional managers in place.

20. B

PMBOK® Guide - In a projectized organization, most of the formal power is held

by the project manager. Rarely are there functional managers in place.

21. A

PMBOK® Guide - For many, this is a bad question as several answers might

appear correct. However, this is a situation where you must ask yourself what

would PMI® want you to do FIRST. In this case, the executive is raising

questions concerning an organizational policy and should immediately be

referred to the owners of that policy which is the PMO.


22. C

PMBOK® Guide - For many, this is a bad question as several answers might

appear correct. However, this is a situation where you must ask yourself what

would PMI® want you to do FIRST. In this case, the stakeholders is raising

questions concerning an organizational policy and should immediately be

referred to the owners of that policy which is the PMO.

23. B

PMBOK® Guide - In a balanced matrix organization the project manager's

authority is low to moderate, they have a low to moderate level of resource

availability, the project budget is under mixed control, only 15%-60% of the

personnel are assigned to projects full time, the project manager is full-time

assigned to a project, the project manager has the title of project manager or

project officer, and they do have part-time administrative support.

24. D







25. A







26. C








27. B







28. C

PMBOK® Guide - In a strong matrix organization the project manager's authority

is moderate to high, they have a moderate to high level of resource availability,

the project manager controls the project budget, they experience 50% - 95%

resource availability, are assigned full-time to the project, are usually called a

project manager or program manager and receive full-time administrative

support.

29. D







30. B






support.

31. C






support.


32. A






support.

33. B






support.

34. C

PMBOK® Guide - In a weak matrix organization the project budget is controlled

by the functional manager. A weak matrix organization is closer to a functional

organization and therefore aligns most of the power with the functional manager.

35. D







36. C

PMBOK® Guide - This is another example where you must select the BEST

answer. Although you could fairly say this is an engineering organization that is

not the best answer. The correct answer is functional as this is the only

organizational structure where the PM does not have the ability to assign

resources she needs.

37. A

PMBOK® Guide - In a projectized organization the project manager has the most

influence and control. In a functional organization the project manager has the

weakest level of authority.


38. A

PMBOK® Guide - A strong matrix organization aligns most of its power with the

project manager and less power for the functional manager. It is one step short

of a projectized organization.

39. C

PMBOK® Guide - A functional manager has the most power in a functional

organization. Since that is not one of the choices, the next best alternative is the

Weak Matrix.

40. A

PMBOK® Guide - In this situation, the resource should be taking direction from

his functional manager as that is where his reporting authority exists.

41. B

PMBOK® Guide - In this situation, the resource should be taking direction from

his project manager as that is where most of his reporting authority exists.

42. D

PMBOK® Guide - In this situation you must be careful. The question gives you

the fact that the person has the title of project manager and that they are having

trouble with resource assignments due to the fact that the resources also have

operational responsibilities. These two only coincide with a balanced matrix

organization.

Project Management Professional (PMP)® Exam Prep · PDF filePMI, PMBOK and PMP are registered marks of the Project Management Institute, Inc. Project Management Professional (PMP)®

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