The matrix style of project management came into existence in the 1970s as a result of continuous efforts to improve organizational structure and operations. A matrix organization uses a structure that has functional managers who are in charge of groups of employees who perform similar roles. The structure of such organizations led to managers seeing this change as a threat to their area of control. This results in what can be called, unnecessary tensions between the project managers and the functional managers because of the need to perform different activities with the same set of employees.
Initially introduced to cope up with the growing complexity of projects in the aerospace industry, this structure of project management has been adopted in many cases to deal with internal and external problems of an organization. There are manifold advantages that such a style of management offers. To start with, there is better coordination on shared resources and technologies across the organizations. It also improves the coordination and communication across the business along with increasing the employees’ access to a broad range of skills. Matrix management works best when an organization has goals that have defined clearly and it is properly cascaded to the goals of the horizontal and vertical components within the matrix. Apart from these advantages, the matrix management style also has a few major challenges.
The segregation of the reporting structure to project managers and functional managers can lead to conflict and stress in the organization. These multiple reporting lines can result in people not taking accountability for their work, which in turn can erode the organizational culture. Such organizations are vulnerable to constant and repeated reorganization. Reorganization can disrupt the normal functioning of the organization and the know-how of the same.
Often, we have also noticed that the matrix management has its focus on short-term goals rather than long-term success. The root of this problem lies in the fact that there is no clarity on who is responsible for what and people also have no idea whom to address for information that is needed to solve a problem or take a decision. This not only causes immediate issues but also leads to long-term problems. One of the other biggest challenges to the concept of matrix management is getting “buy in” from those affected. Matrix management is often regarded as another popular fad of the month as it lays emphasis on core competencies because of which the employees are suspicious of management. Companies are resorting to matrix management as a standard for rebuilding organizations and this is evident from the market demands these days.
By: Medha Behera
Posts Tagged ‘Project Management’
The Matrix Management Fad
April 25th, 2010Project Management – A Systemic Approach
March 15th, 2010
If your business model is service-oriented, project management becomes a key part of making your customers happy. Sometimes these projects can get out of hand, especially if there are numerous components involved. So, with huge a project that requires massive amounts of materials, coordination, and people, how do you make sure the done gets done in a timely manner, with exceptional quality?
A systemic approach seems appropriate. A systemic approach implies looking at projects as though they are a system designed with a specific goal in mind. The best way to conceptualize this is comparing a system to a car. A car is designed to move from point A to point B using a complex network of parts, and synaptic mechanism to get the job done; starting the ignition, putting the car in drive, and stepping on the gas pedal. The idea behind this analogy is that all the parts of the system work together in unison in order to achieve the same result. Each piece has a specific done that contributes to the overall plan.
This is the beginning step when looking at a project holistically; understanding which pieces go where and why, but also trying to make them better so that the entire machine will work more efficiently. The key to understanding is gathering information. The key to gathering information is asking questions and developing relationships between pieces of information.
It makes sense here to take note of the people aspect. People have needs as well, and if those needs are not met they will not be able to work as efficiently as needed. It may be beneficial to think of the people aspect as a system that works within a system. The same principles apply in this case, specifically in the case where teamwork is required to get a job done.
Flexibility is also a key element in good, systemic project management. The realization that things do not always go according to plan will benefit you greatly. Sometimes surprises pop up and you must react. Being to rigid will not give you the dexterity needed to withstand and storms that may arise.
These are some of the key elements in managing a systemized project. Once the system is in place, maintenance is the only thing that is in order. Like a car, you must change the oil frequently, continue to fill it with gas, and change the tires and batteries every few years.
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By: Joseph Devine
Project and Program Managers’ Environmental Responsibility
September 7th, 2009Global warming and environmental consciousness is a worldwide concern that encompasses all industries — project management included. With the ongoing debate over balancing technological success with environmental health, project and program managers are called to take action. The question, however, is how. How can project managers go green?
Project and program managers are all responsible for “delivering the goods” — for delivering the products of their projects and programs on time, within budget, and to the required quality standards. For programs, “delivering the goods” also entails the broader aspects of delivering on certain strategic goals within their organization. So, where does environmental consciousness fit into this scheme of “delivering the goods” for their projects and programs?
Here are a few things that can be readily incorporated into the thinking and actions of project and program managers, and how environmental consciousness can be incorporated into any project or program – easily and inexpensively – regardless how the discussions on the issue end up.
1. Establish best practices for recycling. It is usually quite easy to appoint someone at each location to take on this small but significant responsibility.
2. Consider the environment in all decisions. In checklists and meetings, discussions and briefs, papers and documentation, it is not much more effort to include environmental considerations.
3. Practice good conservation of heat and waste management, just as everyone would or should in our homes. This can be facilitated by appointing one team member at each location to take responsibility.
4. Incorporate environmental considerations into any product design. Major changes often spring from one very simple question. Making this a standard item for consideration can have a definite impact on achieving “green design”.
5. Consider the end game on the product of the projects, such as “Will something need to be thrown away?” Doing a little brainstorming about this, perhaps at the same time other considerations are being discussed, can add a little “green consciousness” to everyone’s awareness.
Project and program managers’ ultimate goal is to achieve the results intended and to make sure they are documented correctly. However, it is notable that it is just as easy, if not easier, to execute on these responsibilities and still at all times maintain the highest level of accountability related to the environment. In so doing, project and program managers can leave the political debate to others, but be good “earth citizens” and make a collective contribution to environmental preservation.
By: John Reiling
