Is it possible to deliver a successful cross-functional project (considering Scope, Time, Cost, and Quality) using mainly matrix resources within organizations that lack an agreed-upon project management methodology or a mature understanding of project management? If so, what steps need to be taken to ensure project priority, reasonable governance, and sufficient participation from project resources and stakeholders?
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Yes - while we'd all like to work for higher maturity organizations with talent dedicated to one project at a time, this is very rarely the case.
Strong, committed sponsorship and your ability to build strong, positive relations with key functional managers so that you can influence who they allocate to your projects are two prerequisites for success in such scenarios.
Kiron
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1 reply by Mark Sice
Jul 03, 2024 9:14 PM
Mark Sice
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I absolutely agree with you there in terms of the sponsor and functional managers support being critically tied to success! Thanks for sharing.
Certainly you can however it will take more leadership on your part to guide people through the process. After all, any time you introduce a new delivery approach in an organization it is immature in that new environment but can still be successful.
The first step is deciding on your approach. Are you going with a textbook predictive process with an end to end schedule, a Scrum-type approach, or something altogether different?
In a matrix organization a PM lacks direct power so you need to sell your approach to your organization. Do you have the personal credibility where people will follow your lead as a resident expert? If not you need to clearly explain your approach in a way that others understand that rationale. That is where a well established approach may help convince people that it is proven and low risk rather than your own hybrid model.
Finally, you need to coach people through the processes as they will be new to many people. Can you provide explicit enough instructions; will you need to work with teams 1-on-1; or can you provide general instructions so long as the teams are meeting your general intent.
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2 replies by Candice Shubbie and Mark Sice
Jul 03, 2024 8:19 PM
Candice Shubbie
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Keith,
I agree with your assessment. It can be done with a PM that has strong leadership skills because if done right, a strong matrix organization gives PMs as much authority as functional managers. This allows PMs to assert their expertise in setting a project management framework or methodology that functional managers can buy into, making it easier to share resources and ensure things that Mark touched on such as project priority and reasonable governance to deliver successful cross-functional projects.
Jul 03, 2024 9:21 PM
Mark Sice
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Great advice Keith, I agree and will take this on board. Overall, it requires the PM to dig deeper and establish win-win relationships with key stakeholders underpinned by a clear / proven delivery path and continuous coaching.
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Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
Sure. The point is focus on solution. And making all stakeholders understand that they will be more "rich" with the solution than without the solution, where rich is not more money only. Business Analyst is on charge of that. And I am not saying that because I red a book. I have lot of white hair in my head because working in that role.
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1 reply by Mark Sice
Jul 03, 2024 9:23 PM
Mark Sice
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Hi Sergio, agreed on the win-win approach and utilization of change management and BA support! Thanks for sharing
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Candice ShubbieConsultant| PROJECT40 ConsultingOntario, Ca, United States
Jul 03, 2024 11:58 AM
Replying to Keith Novak
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Certainly you can however it will take more leadership on your part to guide people through the process. After all, any time you introduce a new delivery approach in an organization it is immature in that new environment but can still be successful.
The first step is deciding on your approach. Are you going with a textbook predictive process with an end to end schedule, a Scrum-type approach, or something altogether different?
In a matrix organization a PM lacks direct power so you need to sell your approach to your organization. Do you have the personal credibility where people will follow your lead as a resident expert? If not you need to clearly explain your approach in a way that others understand that rationale. That is where a well established approach may help convince people that it is proven and low risk rather than your own hybrid model.
Finally, you need to coach people through the processes as they will be new to many people. Can you provide explicit enough instructions; will you need to work with teams 1-on-1; or can you provide general instructions so long as the teams are meeting your general intent.
Keith,
I agree with your assessment. It can be done with a PM that has strong leadership skills because if done right, a strong matrix organization gives PMs as much authority as functional managers. This allows PMs to assert their expertise in setting a project management framework or methodology that functional managers can buy into, making it easier to share resources and ensure things that Mark touched on such as project priority and reasonable governance to deliver successful cross-functional projects. Saving Changes...
Yes - while we'd all like to work for higher maturity organizations with talent dedicated to one project at a time, this is very rarely the case.
Strong, committed sponsorship and your ability to build strong, positive relations with key functional managers so that you can influence who they allocate to your projects are two prerequisites for success in such scenarios.
Kiron
I absolutely agree with you there in terms of the sponsor and functional managers support being critically tied to success! Thanks for sharing. Saving Changes...
Certainly you can however it will take more leadership on your part to guide people through the process. After all, any time you introduce a new delivery approach in an organization it is immature in that new environment but can still be successful.
The first step is deciding on your approach. Are you going with a textbook predictive process with an end to end schedule, a Scrum-type approach, or something altogether different?
In a matrix organization a PM lacks direct power so you need to sell your approach to your organization. Do you have the personal credibility where people will follow your lead as a resident expert? If not you need to clearly explain your approach in a way that others understand that rationale. That is where a well established approach may help convince people that it is proven and low risk rather than your own hybrid model.
Finally, you need to coach people through the processes as they will be new to many people. Can you provide explicit enough instructions; will you need to work with teams 1-on-1; or can you provide general instructions so long as the teams are meeting your general intent.
Great advice Keith, I agree and will take this on board. Overall, it requires the PM to dig deeper and establish win-win relationships with key stakeholders underpinned by a clear / proven delivery path and continuous coaching. Saving Changes...
Sure. The point is focus on solution. And making all stakeholders understand that they will be more "rich" with the solution than without the solution, where rich is not more money only. Business Analyst is on charge of that. And I am not saying that because I red a book. I have lot of white hair in my head because working in that role.
Hi Sergio, agreed on the win-win approach and utilization of change management and BA support! Thanks for sharing Saving Changes...
