The Matrix Management Approach When calling on a variety of resources, often from various departments, projects are operating

in a matrix management environment. This is a descriptive term for the management environment where projects cut across organizational boundaries and involve staff who are required to report to their own line manager as well as to the project manager. This is not a radical departure from traditional hierarchical management; indeed the traditional vertical management structure is still in place but is enhanced by temporary horizontal structures representing each project. To see an illustration of the type of reporting structures that arise, click on the graphic.

The diagram illustrates the reporting structures that may result in an organization that is running multiple projects. An individual who is working in department B and who is assigned part-time to projects X and Y will find themselves reporting to three different managers all of whom will have some degree of authority over this member of staff. Matrix Management Needs Effective Communication Matrix management relies on cooperation and communication between everyone involved. Whilst in a pure project environment, the decision-making authority rests with the project manager; in a matrix environment all major decisions will be reached by consensus. A satisfactory working arrangement needs to be reached that bridges the inevitable differences in priority that will exist between project managers and line managers. Project managers will tend to view their own project as the focal point whereas departmental managers will tend to view things from a departmental perspective. To function effectively matrix management environments should have the following characteristics: There should be effective channels of communication between the managers involved. All of the relevant line managers should contribute to project planning and resourcing decisions should be reached by consensus. There should be formal procedures in place for resolving any management conflicts that do arise. Project staff should feel committed to the project as well as to their own department. In an ideal world the project manager would have little more to do than plan the project, secure the agreement of the line managers to deliver their pieces of the jigsaw on time and within budget, and then sit back and let it all happen. The real world is usually very different.

Matrix management relies on cooperation and communication between project and line managers, as all major decisions are necessarily reached by consensus. To function effectively, matrix management environments should incorporate effective channels of communication as well as formal procedures for resolving any management conflicts that arise. Matrix Management Sources of Conflict Conflict is an inevitable consequence of project-based working. Therefore, it is important to understand the effects on staff morale, when project-based working is introduced. Regardless of how well planned a project may be, it will be subject to unforeseen demands and the direction of the project may need to change as it progresses. Conflict often arises from decisions that inconvenience people, but are nevertheless essential to the success of the project. Unforeseen changes in priority may result in conflict both within the project environment and between the project and the external departments that will be most effected by a change in project emphasis. If a project falls behind the plan then there is likely to be conflict between the project and external departments who will then be expected to extend their commitment of personnel to it. Technical conflicts are common where a department is supporting the project in a technical capacity. The project manager may reject the solution preferred by the department on technical, cost or scheduling grounds. Personality conflicts often manifest themselves as one of the earlier types of conflict already highlighted. This often makes them difficult to identify and therefore they can be very difficult to resolve. Conflict is an inevitable consequence of project work, where there is constant pressure to achieve targets within strict time and resource constraints. Matrix Management Staff Concerns When introducing project working into an organization a variety of issues may cause concern to members of staff, especially those who are requested to work on the first projects that are implemented. It is common for staff involved in project work to be concerned about the extent to which the efforts they expend on project related work will be recognized. This problem may be compounded if they feel their project related work will not be acknowledged and recognized within their own department. Staff may feel that their personal rewards may be jeopardized by undertaking project related work. They may feel that however hard they work on the project it will not effect their chances of advancement or promotion within their department. Staff may be concerned that the project itself may not be an outstanding success and that any perceived failure on its part will reflect badly on the individual staff involved with it. Projects are all about utilizing existing resources and expertise in an efficient and effective way to get things done. The downside of this, from a staff perspective, may be that projects are not seen as training oriented environments in which to develop personal skills. This concern is primarily an issue with staff seconded to projects on a full time basis. They may feel increasingly isolated and left behind in relation to their long time colleagues and the departmental practices with which they are familiar. Many of these issues may be complicated further if staff are working on more than one

project at a time. Personnel assigned to a project should be totally clear about the management structures, which affect them on a day-to-day basis. Matrix Management Senior Management Structure Every project requires authorization and funding and the body responsible for this is usually called the project sponsor. In the context of critical projects in large organizations, this body is often the board of directors. It is essential that a project is effectively 'owned' either by an individual or a body, that is the project manager. This entity is appointed by the project sponsor to authorize the necessary work and to have responsibility and accountability for the success of the project. In small projects the project owner and the project manager may be one and the same individual. The project managers should be appointed, by the project owner, to assume day-to-day management of the project. There can be two levels of project manager depending on the size of the project - the overall project manager and one or more sub-project managers. The project teams are made up of a mixture of representatives from the marketing or user departments and technical experts who are involved in the production of the overall deliverable or end product. In organizations that are heavily project oriented, a project office may be set up, to serve as a central body of excellence - providing resources to the various projects that are initiated. Its main functions are to maintain the continuity of project development activities. The types of management organization that are appropriate to projects of different sizes, and how the theoretical organizational structure of each individual project should be tempered by real world requirements. Matrix Management Motivating Team Members Anxiety among members of a new project team is almost inevitable. Personnel will be working with unfamiliar faces often in an environment that is still taking shape. This anxiety is typically focused on four key issues. If the project manager, or their assistants are unfamiliar to the team members then the team members will naturally be concerned about the managers leadership style and how it will effect their everyday work. If involvement with the project involves relocation, either within a building or further afield, then management should bear in mind that this often causes heightened anxiety and stress amongst project team members. Team members may be concerned about the nature of the project and whether or not it will match their own level of expertise and professional interests. Furthermore they might have private worries about the technical viability of the project and how its failure may reflect on them. The fair distribution of the workload may be an area of concern, as may the perceived level of proficiency and dedication of some of their new colleagues. One of the great challenges of project management is to bring together an effective team and bring it up to speed quickly. Anxiety among team members is natural and this needs to be addressed as early as possible so that project staff can focus on the needs of the project rather than on their own anxieties. It is important for the project manager to arrange a one-to-one discussion with each team member in order to welcome them to the team and establish personal contact. Depending on the size of the project, this meeting could involve either the project manager themselves

or the relevant sub-project manager. This initial discussion should be both short and informal with the aim of reducing anxiety and fostering a feeling of 'ownership' of the project by the team member. A useful strategy for nurturing project 'ownership' is to involve all team members in the planning and scheduling of the activities that they will be involved in. In smaller teams it may be realistic to involve all members in the planning process whilst in larger teams it may be necessary to restrict the involvement to team or section leaders. Developing a climate of open and frank communication will lead to an increased sharing of ideas between team members. They are then more likely to collectively develop more effective decision making and project control processes. Departmental staff may be motivated to join projects by a variety of factors. It is far better to encourage participation than to have to cajole or push staff into project work; as a positive attitude to the project will deliver numerous benefits in terms of staff motivation and performance. Often the people appointed to the role of project manager are held in high regard within the organization and may be viewed as rising stars. This can be a positive influence when recruiting personnel for the project - as people can be keen to be associated with talented managerial staff. Whilst projects are not generally regarded as being the best environments in which to gain training there are circumstances where projects necessitate the training of personnel to carry out their intended role. This can be used as a positive motivator - as staff are often enthusiastic to develop their skills, especially if the training relates to an area perceived to be in future demand.