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Chapter 2True/False1. It is common practice to select the project manager prior to the project being selected.2. The functional manager has expertise in the function he or she manages, but the project manager rarely has expertise in many of the project’s technical areas.3. The project manager is supposed to facilitate the work of the project team and must, therefore, stay aloof from the conflicts arising among project team members.4. The project manager should take a careful, analytic approach to making decisions about projects.5. If the performance of all subsystems is optimized, it follows that the overall system is optimum.6. The project manager must maintain a high level of flexibility in dealing with people.7. It is appropriate for the project manager to play an active role in communications between the client and the senior management of the organization conducting the project.8. The individual with responsibility for performing a task is more likely to overestimate the time required to complete the task than his/her immediate supervisor.9. The most effective program managers tell their project managers exactly what to do. The project manager should not allow functional managers to usurp his or her control of the project.10. When it comes to assigning individuals to work on projects, functional managers and project managers are often in conflict.11. It is critical to a project’s success to have top management support.12. Conflict occurs mainly at the beginning of the project.13. A matrix organization is a combination of pure project organization and functional organization.14. A pure project organization is usually too expensive for the management of small projects.