Chapter 3 Outline - Chapter 3 Outline Matrix management...

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Chapter 3 Outline - “ Matrix management works, but it sure is difficult at times. All matrix managers must keep up their health and take Stress- Tabs” Project Management Structures: A project management system provides a framework for launching and implementing project activities within a parent organization. A good system appropriately balances the needs of both the parent organization and the project by defining the interface between the project and parent organization in terms of authority, allocation of resources, and eventual integration of project outcomes into mainstream operations. Organizing Projects within the Functional Organization: - Organizing projects and managing them within the existing functional hierarchy of the organization - Once management decides to implement a project, the different segments of the project are delegated to the respective functional units with each unit responsible for completing its segment of the project - Coordination is maintained through normal management channels - The overall project will be managed within the normal hierarchy, with the project being part of the working agenda of top management - The functional organization is also commonly used when, given the nature of the project, one functional area plays a dominant role in completing the project or has a dominant interest in the success of the project - Under these circumstances, a high-ranking manager in that area is given the responsibility of coordinating the project - Major advantages are o No change- Projects are completed within the basic functional structure of the parent organization. There is no radical alteration in the design and operation of the parent organization o Flexibility- There is maximum flexibility in the use of staff. Appropriate specialists in different functional units can temporarily be assigned to work on the project and then return to their normal work. With a broad base of technical personnel available within each functional department, people can be switched among different projects with relative ease o In-Depth Expertise- If the scope of the project is narrow and the proper functional unit is assigned primary responsibility, then in-depth expertise can be brought to bear on the most crucial aspects of the project o Easy Post-Project Transition- Normal career paths within a functional division are maintained. While specialists can make significant contributions to projects, their functional field is their professional home and the focus of their professional growth and advancement - Major disadvantages are o Lack of Focus- Each functional unit has its own core routine work to do; sometimes project responsibilities get pushed aside to meet primary obligations. This difficulty is compounded when the project has different priorities for different units o Poor Integration- There may be poor integration across functional units. Functional specialists tend to be concerned only with their segment of the project and not with what is best for the total project o
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