Q. The matrix organization is a combination of the

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Q. Execution of risk reduction plans, and evaluating their effectiveness, is achieved at

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Q. Matrix management violates the management principle of

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Q. This person who is responsible for a number of related projects, each with its own project manager, is known as

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Q. Type of projects in which work on the project team crosses time, space, organizational, or cultural boundaries, known as

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Q. Form that would generally be used for one-time, highly specific, unique tasks that require careful control of functional area, is

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Q. When the project is removed from the functional division, the lines of communication are

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Q. Risk information must be available to managers of widely varied disciplines and

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Q. The organizational structure of the project tends to support a

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Q. A record of identified risks, methods used to resolve them, and results of all risk management activities are in

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Q. The one who keeps daily account of budgets, cost variances, labor charges, project supplies, capital equipment status, is

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Q. The hybridization of the mixed form leads to

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Q. The technical needs of the projects often requires a

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Q. Previously, when a high-technology project was undertaken by a firm, it would start its journey through the firm in the

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Q. Value of the time saved can be derived from, less design labor and overhead and

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Q. The choice of an organizational form for projects is not addressed to

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Q. Consistency with the policies, practices, and procedures of the parent firm in matrix approach tends to be

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Q. Risks involved at the internal environment of the project, are technological risks and

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Q. Rarely does the PM have a choice about the way the project interfaces with the

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Q. In order to deal with the managerial and administrative issues according to parent organization?s rules, many firms have created

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