9125/23, 8:58AM ‘The Matrx Organization Store QR Log inf_Reaisier Explore Ceoriications| Momorship Slandards & Publications Learing & Events Business Solutons h Store (Other PMI Sites Q Login ‘Ea. note: ne Soutnem Gaworma Lnaprer o ne Project Management instute nas Been working on @ book project fr approximately one year. The tte of the book wil be “The [Implementation of Project Management," and it has been designed as an aid tothe newly ‘appointed project manager, who says, Now what do 1 da" The project plan is to have the book ready for sal a the 1979 Intemational Seminar/Sympasium al Allanta, The flowing ‘paper's a representative chapter from the book: What Is A Matrix Organization? [Amatix organization is defined as one in which tere is dual or muliple managerial Accountability and responsibilty. However, the term matrix means qute diferent things to ferent people and in diferent industries (1),5). In a matrix there are usualy two chains of : chains of command such as geographic location are also possible. ‘The matrix organizational frm may vary rom one in which he project manager holds avery ‘tong manageral poston to one in which he plays only a coordinating role. To ilustrate the cxganizatonal principles, a matrix wil be consdarad frst in which there is a balance of power between the project and functional managers. t must be recognized that such a balanced sation, considered by some authors tobe ideal, probably eoldam occurs in practice, The Two-Boss Matrix {i a balanced matrix organization various people inthe organization have two bosses (gure 1). Tis represents an abandonment of the age-old management concept, “Thou shalt have but one boss above thee.” None ofthe reporting relatlonships shown in figure tare dotedtine relationships. Salid- and dotted-tne relationships have varous interpretations depanding upon local management custom, However, sold lines normaly connect managers with their crect suborin 2s, the man above being the boss. Dotted lines are usually used to indicate sta Felationships or reporting relationships of lesser importance, The projact manager inthe matrk ‘organization is nota staff man nor does he normally have less authority than the functional ‘managers reporting on the same level. Nether can the relationships shown in figure 1 be Simply described by such lerms as “he repors to the functonal manager only for technical Girection” or “he report to the project ofce for budgetary and schedule control” Such ‘oseripions are inadequate to describe how the matrx organization realy works because in really, nol just on paper, the project personnel de have wo bosses. Impl in the éfition of the matrix organization isthe recognition that the projct fs temporary wh ate temporary in that they are constantly changing, the mat’ is designed to be temporary and ‘ patcular organizational structure lasts only for he frit fe of the projec. EXECUTIVE OR (GENERAL MANAGER PROJECT FUNCTIONAL https:www pi orgileaminglinaryimatrix-organization structure-reason-svoluion-1837 ‘command, ane along functional ines an the ather along project, produc, oF cent ns. Other 3s the functional departments are more permanent. Although al organizations 169725/23, 8:58AM ‘The Matrx Organization Store ¥ Log inf_Reaisier Explore Ceoriications| Momorship Slandards & Publications y Learing & Events Business Solutons Store with (Other PMI Sites ind Login ‘The primary reason for adopting the max ina large organization can be pinpointed inthe fact that functions and skis ae fragmented throughout the organizational structure. Inivigual functional departments have great effculty in solving very large problems because ofa fare to view the otal system and a tendency to sub-optimize or salve the problem within Heit Pariclardscipine. According to an old aerospace cliche, "An engineer attacks every problem a8 ft had an engineoring solution,” How tow of today's big cv and social problems have Purely tecanioal solutions? Since twas found tobe impractical to fragment the problem and have tne various funcional lexganizatons work only on thir potion of the problem, "micracompanies” were formed (21). This presented the development of the pure project organization twas very rapidly realzed that this alterative was not only very unwieldy but nad many disadvantages with respect to ficient functional operations. The matrix was the next logical development. Growth of the Matrix {As problems and projects have become more complex, the inadequacy ofthe hierarchical organizational structure became apparent. A the same time, the necessity for designing the cexganizaton around the task tobe performed was realized. Forunately, varied but more complex organizational altenatives have become availble, The present management philosophy is that thore is no “ene bost way" for al projocs to organize. Rather there aro many ternative from which to select specif project. Among these altematves are various forms. ofthe mate ‘formalized matix form of organization was fst developed and documented in the United Slates aerospace industry where it evolved during the growth ofthe large, complex projects of the 1950s and 19606. If project was very larg, it usually became a pure project organization In which al ofthe functions and resources necessary to accomplish the objectives ofthe project were putin a single hierarchical organization. This alternative workee very wall the projector program was very lage, and ithe government customer was similarly organized, ‘anc ifthe customer not onl insisted on such an organization jut was wiling to pay forts adaed expense. However, the aerospace industy found that t had many more projects which were not Pariculaly large, but were exceedingly complex, and therfore nat conveniently handled Within single diipine, Today, ts rare to nd a eal-wortd problem thats unidsciplinary. In adeition, top management sil fel a strong need to have a single source af information and @ single point ofresponsiilty for each project or program. Some form of project management was abviously needed, and not being wing o bear the expense of making each projectile cempice of ls own, the matrix was a natural evolution in management thinking. The term “matra" began to be applad to organizations at this ime, and as indcalad by Davis and Lawronce, "probably seemed ke a fiting term for mathematically tained engineers in that Industy to apply tothe griike structure that was evolving ..* (10), The Matrix Organization htps:nww pi orgilearinglioaryimatrix-organization structurereason-svoluion-1837 21169125/23, 8:58AM ‘The Matrx Organization Explore Ceortications| Momorship Slandards & Publications Learing & Events that Store ¥ Log in{_Reaisier i! Business Solutons Store (Other PMI Sites Login Register al { — tay ose te Figure 2. Simple mati exganizaion ‘The matin its simplest form is shown diagramatically in igure 2, incicating how the matrix received ts name. “Tho matix shown in figure 2 represents a general organizational structure. To be more specifi, engineering, research, product and constuction matrix organizations are shown In figures 3, 4,6, and 6 respectively The matixis thus a multidimensional svucture that vies to maximize the strengths and minimize the weaknesses of bath the project and the functional structures (25). Does the Matrix Work? No specie o-ganizational form can be guaranteed to work a al times, oft improve productive output. However, itcan be sa that some organizational forms have a batter chance of working than others, partcularly if they are designed to meet the reeds of project work. As previously indicate, the matix meets a rumber of well-defined needs. The principal rood is for an organizational structure that can handle the great complexty of a mutidiscipinay etfor. [resenner] [oescn ] [eevecormenr] [Devens] [esr H grerens | | omar | | | systews NaKAOER Figure 3. An engineering matrix organization https:www pi orileaminglirary’matrix-organization structure-reason-svoluion-1837 369125/23, 8:58AM ‘The Matrx Organization Store ¥ Log inf_Reaisor Explore Ceortications| Momoorship Slandards & Publications Leaming & Events Business Solutons Store (Other PMI Sites Login Jon sabotage on the part of functonal management and even by lower level supervision. AS Indicated inthe previous dscussion of project management, tis necessary to assure ‘matrix will work by thoroughly saling the concept to top management and lo all involved functional management. f everyone invaved inthe matrix is ‘a believer,” an every efor is ‘expended to make it work. te matrix will work and wil esuln oustanding project ‘accomplishment. As indicated previously, only takes one uncooperative disciplinary manager ragging his foot to make the whole project fal. However, active, enthusiast, and aggressive suppor by top management wil contract even the most recaleitrant funcional manager. tre Advantages of the Matrix " “The matix organization has many advantages which far outweigh its principal disadvantage of ° complexity. Among the more universally accepted advantages of the matrix which go beyond the advantages of projoct management in gonoral ar the following (222) ] Case) Creme) Cees] Gare] Toe] Figure 5. product industry matrix ocgeization (oT Td Figure 6. constnucton industy matrix organization Project Objectives Clear — Project objectives wil not only be hishly visible through the project ofc, but will also be balanced withthe objectives of the functonal organization. https: www pmi orgilearinglioaryimatrix-organization structurereason-svoluion-1837 ane.9125/23, 8:58AM ‘The Matrx Organization sow tea amar Joe Be a Explore use Ceortications| abe Momborship tea Slandards & Publications hes. Leaming & Even's Business Solutons eis Store ons. (Other PMI Sites ales sof ct. Login cot Register 4 oot lscipine, and they willbe beter able to continually exchange ideas and information. As @ result, when teams of funetional specialists work together, a synergic effect occurs, sulting in increased innovation and productive output, even thaugh individually they may be working on diferent projects High Morale — Morale problems occur ess frequently since the worker in the matric ssponds fst to the morale-builing experisnce of working on @ successful project resulting in visible achievements. This will be true whether the achievement isa baliste missle, an ara, @ power plan. or the inaducton of @ new soap nta the marketplace, ‘Secondly, worker morale 's normally higher when they can work with their fellow ‘pecalists, They, by retaining his funcional "home," the specialist may have a clearer career progression up the functional ladéer. On the other hand, ithe finds that his talents and intorosts aro multdiscipinary, he can sot his career objectives toward the project office. Development of Project Managers — The matrix Is an excelent taining ground for prospective project managers since promising candidates can easly be spotted in the mulldsciplinary project environment. A commen occurrence would be the transfer of a person who had demonstrated the ably to work across functional departmental ines to the project office as an assistant project manager. His carer progression would then be to project manager, which is an excaliant path leading fo top management, Project Shutdown — In a matrix organization project termination is not the traumatic and painful event that can be in a pure project organization. It's not uncomman for a large ‘erospace or construction project to have several thousand people working in a pure project organization. What do you do with several thousand people when the projects completed? Large layals are almast unavoidable since nly a relatvaly few people can be relocated unless major buldups in another project are occurring. Matix projects are normally smaller with fewer people overall involved, in ation, the peoale are spread ‘cross a whole functional organization and each deparment has only a few people to relocate, Problems of the Matrix The matrix organization dows have some disadvantages and problems, but they need not be considered insurmountable. Knowing what problems may occur is “half the batten ‘overcoming them. The folowing disadvantages are inherent inthe matrix organization: Two Boss -— The major isadvantage is tha the personnel on the project are working for two bosses. In any type of conte situation a person could easly bocome “the man in {the mide” Further problems of carflt can be caused by project personnel playing one boss against the other. Complexity — The matrx organization is inherently more complex than ether a functional ‘ra pure project organization, since itis the superimposition of one on the othe. This ‘complexity shows isan he ‘olowing prooloms: Difco in Monitoring and Contraling — Complexity resus fom the number of ‘managers and personnel involved ad rom the numberof people that must be Kept informed, Fortunately, modern computer tachniquas have helped fo keep this problem under control, but basicaly it's sil “people” problem. https: www pi orgileaminglinraryimatrix-organization structurereason-svoluion-1837 5169125/23, 8:58AM ‘The Matrx Organization le Store ¥ Log inf_Reaisier Explore os Ceortications| Momborship Slandards & Publications " Leaming & Events Business Solutions Store (Other PMI Sites Login k Register a be made a a high level. This often puts an undue and unwelcome load onthe top ‘executive officer in the matrix. This problem has led to the use of a manager of projects, oF a super project manager in some organizations. His principal functions would be to consult with higher levels of management to assure equitable allocation of resources and to periodically reassess project prieties. This effort ean be extremly valuable in reducing confit and anety within the mat ‘Management Goals — There isa constant, although often unperceived, struggle in balancing the goals and objectives of project and funcional management. A strong project manager may place undue emphasis on time and cost constants, while a functional manager may concentrate on technical excellence atthe expanse of schedules. Top " management must assure that a careful balance of the goals ofboth project ane funcional 9 management i maintained : Potential for Confct — As discussed in later section of this chapter, whenever there are t ‘wo project managers competing for resources, tere is potential for confit. This confct, may evidencs itself primarily as a stuggle for power. Howover,italso may evidence itself by backbitng, foot-cragging and project sabotage. Conflict and competion may also be constuctve as an aid to achieving high performance; however, it cannot be allowed to {degenerate to parsanal antagonism and discord. n project work conflict i inevitable; ‘eeping it constructive fs the problem in matrix management Elects of Confit on Management — Since conflict and stress are inherent in the matix ‘organization, considerable attention must be given othe individuals who wil function 2s both project ar functional managers. Individuals vary greatly in thelr abil to function ffctively under stress. Conic, pariclaly the role cotlit typical ofthe two-boss Situation, can produce stress, anxiety, an reduced job satisfaction. Considerable atention must be directed toward assuring that prospectve managers havea high tolerance for confit situations. Davis and Lawrence have discussed the probloms ofthe matrix which they term matrix pathologies (17). They lst and discuss the following problems: power struggles, anarchy, ‘routs, colapse during economic crunch, excessive overhead, dacison strangulation, sinking, layering, and navel gazing, They ncicate thal mary of these difculles occur in more conventional orgarizations, but thal the matix seams somewhat more vulnerable to thase particular aiments. ‘Thay indicate that power struggles are inevitable ina matrx because itis eferent from the traditonaly structured hierarchy. Inthe matrix, power struggles are a logical derivative ofthe ambiguity and shared power that has been bull purposeful into the design. Corporations will find it exceedingly ifcut to prevent power struggles from developing, but they must prevent thom trom reaching destructive longs. ‘Anarchy is defned as a company quite literally coming apart atthe seams during a period of stross. As the authors admit this an unkely occurence, and the more explicit the organizational agreements are the less ikaly it is to occur. Groupitis refers to confusing matrix behavior with group decision making, The matrix does not require that all business decisions be hammerad aut in group meetings. Group decision ‘making should be done as often as necessary. and as Ite as possible https: www pmi orgileamingliraryimatrix-organization structurereason-svoluion-1837 ete9125/23, 8:58 AM ‘The Matrx Organization so von aap ee = Explore . Slandards & Publications Leaming & Events Business Solutons Store (Other PMI Sites Lega ) Sinking refers tothe observation that there seems to be some difficulty n keeping the matic viable tthe corporate o institutional level, and a correspending tendency foro snk down to lower lavela inthe organization where it sunivas an thrives. This phenomena may be indicative of top managomont not understanding the matix or the matrix may ust be ning ts proper place, Layering is defined as a phenomena in which matrices within matrices are found. By ise, layering may not be a problem, but somatimas creates mora problams than it solves because the unnecessary compleslty may be more ofa burden than itis worth [Navel gazing refers tothe tendency o become absorbed in the organizations inlernal relations althe expense of the world outside the organization, particularly to clients. This concentration fon the informal workngs of the organizaton is most ikely to occur in the early phases of a ‘matrix when new behaviors have to be learned, Making the Matrix Work After examining the sisadvantages and problems of working in a matrix organization, ons may ‘view the problems as insurmountable. How then does a company get this complex ‘organizational form fo function? is sucessful operation, tke that of any management organization, depends almost entirely on actions and actus ofthe various people involved. Fst, fop management must glve real ang immediate support to te matrix, including a clear project charter. This charter should stats the purpose ofthe projact and spell out ths resporsibltes and authory of the project manager. In adalton it should inate to the fullest extent possible his relationships with the funcional managers involved inthe project Functional management must modi¥y much of thelr managerial thinking and thor usual ‘operational procedures and activities in onder to make the matrix work, This may mean @ considerable change in the way they determine thei prirtes. It may be a considerable shock to functional management to find that their posites must change, and tat the project comes frst. Project management must realize that they get their ob accomplished primarly through th process of nogatation, and tat they should become negoiation expats. fall major decisions are made withthe concurrence of te involved functional managers, the project ‘manager finds himself ina very strong postion In insisting thatthe decision be carted aut and that the desired goals be accomplished n addon, the project personnel must be able to adapt tothe two-boss situaton which can be a traumatic experience when fst encountered Who Is the Real Boss? Whenever the two-boss situation Is encountered, the logical question that can be asked is: who Is the real boss? Theoretical it shouldbe possible to divide the authorty and responsibilty more or less equally btweon the project and functional managers. However, there is no agreement among the experts as to whether a balance of power is necessary oF leven desirable. Even if there fsa balance of power, the question of who is the rel boss may depend on other factors. For instance, tho line or disciptine managers usualy porceivad as the real boss by the employees in a matrix organzaton, This i a natural situation since the escpline manager https: www pi orgilearinglioaryimatrix-organization structurereason-svoluion-1837 7169125/23, 8:58 AM Explore Ceoriications| Momorship Slandards & Publications Leaming & Events Business Solutons Store (other PMI Sites ‘The Matrx Organization ager "9 ato Login 1 2, 3 4 s. ‘What is tobe done? ‘When il the task be done? ‘Why wil the task be dane? How much money is avalable to do the task? How woll nas the total project boon done? Functional Manager's Responsbiles 1 2 " 5. 4 ow wil the task be done? whe ‘Who will do the task? wil the task be done? How wel has the functional input deen integrated into the project? Another way of stating the role i: the projec managers responsible forthe overall Integration ofthe total project system andthe funcional manager is responsible fr technical ivction in his dep, ‘Tho so-called responsibilty chart has been proposed as @ useful device in defning jurisdictional areas of management (17)20).A simplified example ofa responsibilty charts. Show in table 2. Such a charts probably more meaningful than organization charts or job escriptons, partcuary sits filed in during a moctng ofall concermed managers resultng in agreement an the job responsibilies. This process resullsin potential conflicts being confronted ear, before specie problems arise. https:www pi orgileamingliraryimatrix-organization structurereason-svoluion-1837 ane9125/23, 8:58AM ‘The Matrix Organization Explore Ceriications| Membership Slandards & Publications Leaming & Even's Store ¥ Log inf_Reaisier Business Solutons Store (other PMI Sites Legin | opeemmauun Change in Schedule R = Responsible A = Approve 2 = Consult 1 = Inform Table 2, Example of a Responsiiliy Chart Source: Ref. 17,p. 171 Coraily such a delineation indicates where the major responsiolites li, butt cannot quarantee a balance of power. Infact, there are many reasons why itis almost impassible to have a truly “equa” balance of power belwoen functional and project management. Not least of these reasons is the fact that we are dealing with people, and all people, including ‘managers, are aferent. Managers have difering personales and cifering management styles. Some managomant styles depen on the persuasive ables ofthe manager while otters depend on or tend lo all back on strong support trom tap management. In addition, powers @ fluctuating and constanly changing conltion that cannot be static even ifone $0 desired (23), ‘Tho breakdown of responsibiltios shown in table + and table 2, although useful in planning ‘ane decision making is highly simi, What conscientious, knowledgeable projact manager ‘would nat get personally involved in “how wil the task be done?” His project schedule and “when wil the task be done?" responsiblies donot allow him the lxuty of siting back ang waiting for funcional management to make every techrical decison. He must ensure thal technial decsions are made on schedule, He then must review the Key technical decisions {ane challenge them if necessary. As project intogalor, he has the avertcing responsibly for ‘evaluating every key project docsion to determine haw It interfaces withthe ater project tasks, and wih his schedule and budget. The project manager therfore must get involved and Influence every project action and as a last resort he always has appeal righ or veto power tor the good ofthe projec. The project manager even gets invalved in “who wil do the task?" Afterall, the highest achievers and most innovative personnel in the discipline ‘oxganizatons wll be highly sought after, andthe project managers wll seck to obtain only the very best people for their projects. (On the other hang, what good functional manager will ol get deeply involved in the deals of "wha, when and for how much money” He has a stong personal interest in these details since his organization has to perform the tasks spelled out inthe project schedules and budgets. Ho must assure that the task i realiscally priced and technically feasible. The resporsibltes Isted in table 1 can therefore only be used as indicators as to where the major resporsibltes li. https:www pi orgileaminglioaryimatrix-organization structurereason-svoluion-1837 one9125/23, 8:58AM ‘The Matrx Organization tes, ‘Store z Log in| Register RX » Erpore v Coritcaions Momoership out Standards & Pubicatons ve Leaming & Evens Business Souions co store ° ther PM Stes teain higher authority, however such actions must be kept o @ minimum or top management may ew the project manager ae inetectve, The Project/Functional Interface ‘The secret ofthe successfull functioning matrix can ths be seen tobe not just @ pure balance of power, bt mare a function of the type of interface relationships between the project {anc incvidual functional managers. Every project decision and action must be negotiated across this interface, This Interface Isa natural confletshuation since many ofthe goals and objectives of project ana functional management are diferent. Depending onthe personalty and dodication ofthe respective manages, tis interface relationship can be one of smoot " working cooperation or biter conflet. A domineering personaly or powerplay isnot the ° answer. The overpowering manager may win the local skirmish, but usually manages sooner or later to allonate everyone working onthe project. Cooperation and negotiation are the keys 5 to successful decision making across the projectfunciona interface. Arbtrary and one-sided decisions by ether the projector functional manager can any lead to a intent the potential for conflict. Unfortunately forthe project manager, he can accomplish tle by himself, ang ‘must depend on the cooperation and suppor ofthe functonal managers. That old definition of successful management — “one who gets things done by working through others" — is ‘essential for successtul project management in the matrix organization, ‘The project manager in a matrix organization has wo very important interfaces — with top "management and with functional management, A good working relationship with and ready ‘access to top management is essential fr resolving big problems and removing obstacles. A {00d working relationship wit functonal management will ensure that most probloms are resolved at their level and wit not have logo lo lap management The conventional matrix ‘model (Rgure ) does not adequately emphasize these most important relationships. Obviously, neither the project manager north functional managers can sit intel offices anc ive orders. The various managers must be communicating with each other on at least a daily basis, ang usualy more offen, Therefore a more adequate organizalonal mode is shown in figure 7, which shows the managerial relationships as double-ended arrows, inccstng thatthe Felationships aro two-way streets, Consultation, cooperation, and constant support are pariculaly necessary an the part of the project and functional managers. These are very Important relationships, keys to the success of any matrix organization, and must be carefully hhurtured and actively promoted by top management and by both project and functional management. ‘The sificues that occur t the projectunetional interface are emphasized ithe salient Giferences between the role ofthe project manager and the tractonal functional manager are ‘analyzed. Such an analysis has been made by Cleland (7) and indicated that ‘while these ditterences are possibly more theoretical than actual, differences do exist, and thay affect the ‘manager's modus operandi and philosophy.” Both project and funcional management must Work to achieve activity harmony in spite ofthese conflicting abjecves and rales. The matrix ‘oxganizaton actually isa method of dotberaioly ullzing confit 1o got a belt job done. The project team must be mare concemed with solving the problem rather than with who salves it Teamwork and problem solving must be emphasized rather than role definion. https: www pmi orileaminglirary’matrix-organization structurereason-svoluion-1837 r0n69125/23, 8:58AM ‘The Matrx Organization Store ¥ Log inf_Reaisor Explore Ceriications| Mombership Slandards & Publications Leaming & Events Business Solutons * Store (Other PMI Sites _ Login - t u a - Figure 7. The multiple management interfaces Achieving a Balance of Power Achieving a balance of power between project and functional management may in many cases be a desirable goa. Certainly it shouldbe a way of minimizing potential power struggles and unnecessary canflts. There is no certain way io assure that thee is @ balance of power, and itis probaly seldom really achieved. However, itcan be approached by assuming that the " project manager has the fll support of top management and that he reports ata high enough ° levelin the management hirarcny == 2 eponrne (ain) een. waR (Came, sl Pai oD Figure 8, Project management repoting levels How High Should Project Management Report? tis not|ust a question of balance of power, but does the projoct manager have sufficient clout to be offectve? For the mos pat, the projact manager's clout i a direc function ofthe level at hich he reports inthe hierarchical organization. ithe isto be effecve, the project manager ‘must be on atleast an equal level with the highest level of functonal management that he ‘must deal with. As indicate in figure 8, there can be a considerable difference in reporting level depending whether the projects confined oa single department or spreads across the entre company’s activites. This optimum reporting level will change during the if ofa project as the effort progresses from basle research tothe manufacture ofa product, htps:nww pi orgilearinglioaryimatrix-organization structurereason-svoluion-1837 1189125/23, 8:58AM ‘The Matrx Organization Store ® Login Reiser J. eK the Explore Certiications| nee Membership . Slandards & Publications ny Leaming & Events Business Solutons Store al (Other PMI Sites Login - ae cen ce ee ‘matrix is one in which the balance of power Is Gefintely onthe side of project management This can be shown by the modelin figure 9. A weak matrx has been described by projec ‘managers a8 one in which the balance of power tits decisively inthe direction of lne or funcional management. Many organizations have thus, for various reasons including the inabilty to make the two-boss system work, modified the matrix by shifting the balance of Power. Galbraith has descrived the managerial alematves as a continuum ranging from pure projectto functional (igure 10} (13)(17). The matrix falls in the mile of the continuum, and an range from very weak to very strong depending on the retatve balance of power. 7 Hier EXECUTIVE PROJECT FUNCTIONAL MANAGER | MANAGER PROJECT PERSONNEL, Figure 9. The balance of power ina strong matix tis easy to se how the administrative relationships can be used to create a strong matrix. ‘The higher the project manager reports inthe hierarchical organization, andthe more visible support he ges from top management, the more likely tis thatthe matric wil be strong. The physical relatonship would involve actualy splting the project personnel away from thelr Physical reporting relationship with tei functional managers. One approach would be to put the entre project team together in the same room, away from thet functional bosses. This ‘would seem tobe very desirable onthe part of mast project managers, but would have some ‘isadvantages in regard to utlizaton of functional fcities and interacton wih other functional personnel. The approach of puting ll the project personnel together has been described asa tight marx, whereas the stuation of widely-separated project personnel has been described a8 a loase matrix https: www pmi orgileamingliraryimatrix-organization structurereason-svoluion-1837 269125/23, 8:58AM ‘The Matrx Organization Store ¥ Log inf_Reaiser Explore Ceriications| Momoorship Slandards & Publications Leaming & Events Business Solutons Store (Other PMI Sites Login ‘xganizatonal forms (unctional, projet, and matx) are a continuum ranging from functional fen one end and pure project on the other (Bgure 3, chapter 4). In a functional organization, there is no one onthe project team, and in a pure project organizaton, essentially everybody 's onthe project team. The matrix falls in between, and includes a vally of organizational atornatives ranging from a weak toa strong matrix Aweak matrix is described as having only ‘8 parttime coordinator whereas a strong matrix has @ project office containing such project functions as systems engineering, cost analysis, scheduling, and planning Summary ‘The matix organizational structure has had a great influence on project man " tmatrix evolved ofl a need for an organization capable of dealing wih great project size and 9 complexity. The resul was increased organizational complexty. However, has grealy added : to the versaiity and effectiveness of project management, The matrix has permite projact : ‘management tobe effective not only for very large projec but small projects as wel, and has bon extremely valuable for solving muiscpinary problems. jement. The ‘The matix organizational form is only desirable if there is areal need for its added complex. Not onl is it no for everyone, butt cannat be guarantood to work. wil only work ifthe entre coxganizaton, rom top management tothe proect personnel, are thoroughly “sold” onthe ‘matrix concept. There are many reasons wy the matrix wil not work, but failure to lay the ‘roundwark and uly prepare he organization is ha principle reason for fare, The matrix wil function and sulin very improved project productivity if top management gives ts "unwavering suppor and if functional management and the project personnel accept the matix ‘as a“way of Hfe" which can only be of great advantage tothe company in improving output and profit REFERENCES 1-Archibald, Russel O., Managing High- Technology Programs and Projects. New York John Wiley & Sons, 1976, pa. 1418. 2. Blake, Stewart P., Managing for Responsive Research and Development. San Francisco: W. H. Freeman and Ca, 1978, p. 176, 3, Caspe, Mare ., “An Overview of Project Management and Project Management Services, Project Management Quarter Vil: 4, December 1876, pp. 30-38, 4. Cleland, David |. and Willam R. King, Systems, Organizations, Analysis, Management: A Book of Readings. Now York: MeGrawHl Book Company, 1968, pp. 281-290. 6. Cleland. David |. and Wiliam R. King, Management: A Systems Approach. New York McGraw-Hill Sook Company, 1972, p. 337-382. 6. Cleland, David |. and Wiliam R. King, Systems Analysis and Project Monagement, Second Editon, Now York: McGraw-Hill Book Company, 1975, pp. 183-202, 7. Cleland. David |. and Wiliam R. King, Systems Analysis, p. 237. 8. Cleland, David |, “Understanding Project Authorty” Businass Horizons Spring 1968, p. 231. https:www pi orgileamingliraryimatrix-organization structurereason-svoluion-1837 13169125/23, 8:58AM ‘The Matrx Organization Store ¥ Log inf Register et ete fimo Sort nstesen Conny ene mR Sines Sass ue dour Ps Login 17. Garath, Jay R., Organizational Design, p17 18. Grinel, Sherman K. and Howard P. Apple, “When Two Bosses Are Better Than One,” Machine Design January 8, 1875, pp. 8487, 18. Mee, John F, "deational items: Matrix Organization" Business Horizons Summer 1964, pp. 70-72. (Reprinted in Cleland and King, Systems, Organizations, Analysis, Management: A Book of Readings, pp. 29-25.) 20. Motcher,R., "Roles and Relationships: Clatying the Manager's Job," Personne! May-June 1967. (Reprinod in Caspe, “An Overviow of Project Management and Project Management Services," pp. 385-371.) 21. Mller, J. Wade, Jr and Rober J. Wolf, "The "Micr-Company'* Personnel July-August 1968, pp. 35-42, 22, Middleton, C. J, “How to Set Up a Project Organization” Harvard Business Reviow March Api 987, pp. 73-82 23, Sayles, Leonard R, "Matix Management: The Structure with a Future,” Organizavional Dynamics Autumn 1976, pp. 2-17 24. Tylor, Kattuyn, "Making Matrix Management Work — And When Ang Why t's Werth The Effort” Training October 1975, pp. 7882. 25. Youker, Rober ., "Organizational Altematives for Project Management." Project Management Quarery Vili , March 1977, pp. 18-24. (Reprinted in Management Review, November 1967, pp. 46-52.) “This material has boon reproduces withthe permission of tho copyright owner. Unauthorized reproduction ofthis materials sticty prohibited. 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