The scenario describes a classic functional organizational structure. In this model, the organization is grouped by areas of specialization within different functional departments (e.g., engineering, marketing, finance). When a project requires input from multiple departments, the work is passed sequentially from one department to the next to complete its specific portion. Authority remains with the functional managers, and there is no single, overarching project manager with authority across all departments involved in the project. This departmental, siloed approach is the defining characteristic of a functional structure for managing projects.

B. projectized: This structure is organized entirely around projects, with a dedicated Project Manager having high authority. The scenario explicitly states there is no overarching PM.

C. matrix: This is a hybrid model where team members report to both a functional manager and a project manager, which is not the case here.

D. downstream: "Downstream" refers to the direction of workflow or activities in a process (e.g., in a supply chain), not a formal type of organizational structure.

1. Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th ed.). Project Management Institute. In Section 2.4.4.1, "Functional Organization," it states, "In a functional organization... each department will do its project work independently of other departments." (p. 47).

2. Larson, E. W., & Gray, C. F. (2021). Project Management: The Managerial Process (8th ed.). McGraw-Hill Education. Chapter 3, "Organization: Structure and Culture," describes the functional structure: "The project is passed from one functional department to the next once its segment of the project is completed." This text is standard courseware in many university project management programs.

3. Kerzner, H. (2017). Project Management: A Systems Approach to Planning, Scheduling, and Controlling (12th ed.). Wiley. Chapter 3, "Organizational Structures," details the functional structure, highlighting that projects are managed within the existing functional hierarchy and coordination is handled by upper management, not a dedicated project manager.