Matrix Management

Michael Reed Columbus, Oh, United States

I am building a training presentation on what Matrix management is. I have worked in multiple companies that use this organizational format to get work done, I have queried the PMBOK, and have read multiple white papers. I feel like I have the "official" definition of matrix management pretty well understood.

I am curious though how different companies make it (or try to make it) work. How do you define the roles and responsibilities of project managers (or equivelant), functional managers, and line workers? How do you define the roles and responsibilites of the general manager (or who ever is running the place)? What are the key advantages and disadvantages you see from working in a matrix environment?

Posted: Sep 10, 2001 10:39 AM

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Mike Cooper PMP Principal Project Manager (retired, sort of)| New England Project Services Westford, Ma, United States

One comment I will make is that matrix management raises the bar on the need for good interpersonal skills, and the need for people to be less concerned about their ego. If you have good leadership above the matrix, where it all comes together, so that every part of the matrix understands the big goal to which they are all pulling for, this helps.

It is also important to be as clear as possible what the function of each part of the matrix is. If you have a project manager working across the matrix, a lot depends upon how much understanding each part of the matrix has on the overall goal, and upon the interpersonal skills of the project manager to be able to step up and lead.

This may all be stating the obvious, but in my experiences it is the "obvious" that gets left undone, or is misunderstood.

Posted: Sep 22, 2001 5:10 PM

Tom Welch PMP Mesa, Az, United States

My $0.02: Matrix management is the single
distinguishing feature between project
managers and functional managers in forward-
looking organizations today. When a project
requires focus and impacts 2 or more
functional activities within an enterprise,
assigning a seasoned project manager is the
best way to meet a company’s immediate
business goals, needs, and specific
requirements. Matrix management is the
default organizational standard in project
management.

Posted: Sep 23, 2001 9:21 AM

Frank Patrick Boonton, Nj, United States

Darn -- If it isn't Michael Wood, it's Tom Welch that beats me to the post. ;-)

Project-based organizations of any size have to be matrix-based for full efectiveness. The alternative is purely dedicated resourcing of projects, which is a waste of talent and drives all kinds of self-defeating behaviors on everyone's part. No one skill (other than PM) is needed across the full duration of a project, so a matrix is, as Tom puts it "the default" structure whether you recognize it or not.

Shared skilled resources (managed and supplied by the "resource management" axis of the matrix), guided to appropriate priorities for their use at any point in time (by a combination of a coherent strategy by project owners and execution through PM on the other axis) add up to effectively managed project organizations.
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Posted: Sep 24, 2001 3:47 PM

Tom Welch PMP Mesa, Az, United States

Frank:

Matrix Management = Full Effectiveness

Wish I said that!

Posted: Sep 24, 2001 7:58 PM

James Martin Melbourne, Fl, United States

Michael,

I'd be interested in seeing your training presentation when complete. Are you willing to share it? I'm in a similar situation to what you've described, transitioning from a large company that used matrix management exclusively, to a small company that doesn't seem to understand the concept, constantly putting me in a position to re-explain roles and responsibilities.

Thanks

Posted: May 18, 2015 11:52 AM

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Matrix Management

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