A university introduces a campus-energy project because of rising electricity costs, sustainability targets and pressure from students and regulators. These factors are best described as:

The factors—rising electricity costs, sustainability targets, and pressure from students and regulators—are the underlying reasons or impetus for initiating the campus-energy project. They represent the problems, opportunities, or mandates that drive the need for the project.

• a. Project closure criteria: These are conditions that must be met to formally close a project, not the reasons for starting it. This option is incorrect.
• b. Current drivers of project management: These are contemporary factors (like those listed) that necessitate the use of project management to address organizational needs and strategic goals. Rising costs, sustainability, and stakeholder pressure are indeed current issues that drive organizations to undertake projects and thus highlight the importance of project management. This option accurately describes the nature of these factors.
• c. Routine operational procedures: These are ongoing, repetitive tasks that sustain the business, not the unique reasons for initiating a new, temporary project. This option is incorrect.
• d. Matrix authority levels: This refers to the power structure within a matrix organizational setup, which is unrelated to the reasons for initiating a project. This option is incorrect.

The factors are contemporary issues that compel the university to undertake a project, thereby driving the application of project management.

The correct option is b. Current drivers of project management.

Question 14:
An engineering firm creates a full-time, independent team for a high-priority project. The team works quickly and develops strong cohesion, but management worries about duplication of resources and what will happen to staff after completion. Which structure is being used?

• "full-time, independent team for a high-priority project": This indicates a dedicated team with significant autonomy, focused solely on the project.
• "team works quickly and develops strong cohesion": These are common benefits of having a dedicated project team.
• "management worries about duplication of resources and what will happen to staff after completion": These are classic drawbacks associated with dedicated project teams, where resources might be duplicated across projects, and there's uncertainty about team members' roles once the project concludes.

• A functional structure organizes work by department (e.g., engineering, marketing). Project teams are typically not full-time or independent, and resources are shared within functional departments.
• A weak matrix structure has a project manager with limited authority, and functional managers retain primary control over resources. Teams are generally not full-time and independent.
• A projectized structure (or project-based organization) is characterized by teams that are full-time, dedicated, and independent for specific projects. Project managers have high authority. This structure typically leads to strong team cohesion and quick work, but also raises concerns about resource duplication and the redeployment of staff after project completion.

The description perfectly matches the characteristics, benefits, and drawbacks of a projectized structure.

• a. Functional structure: This does not fit the description of a full-time, independent team, nor the specific benefits and drawbacks mentioned.
• b. Weak matrix structure: This also does not fit the description of a full-time, independent team with strong cohesion and the specific management concerns.

Based on the detailed description, the structure being used is a projectized structure. However, "Projectized structure" is not among the visible options (a or b). Therefore, I cannot definitively select a correct option from the choices provided in the image. The visible options do not accurately describe the scenario.