Under what conditions would it be advisable to use a strong matrix instead of a dedicated team

1.   What are the relative advantages and disadvantages of the functional, matrix, and dedicated team approaches to managing projects?

1.   What are the relative advantages and disadvantages of the functional, matrix, and dedicated team approaches to managing projects?

2.   What distinguishes a weak matrix from a strong matrix?

The most distinguishing characteristic between a weak and strong matrix is :

the relative influence the project manager has over project participants and functional managers.

In a weak matrix the project manager role is limited to coordinating project activities.  The functional managers are responsible for managing their segment of the project.  The project manager has little formal authority over the project.  In a strong matrix, the project manager controls most aspects of the project including design trade-offs and assignment of project personnel.  The functional managers are responsible for supporting project completion.  A project manager in the weak matrix is not likely to be involved in performance appraisals and compensation decisions while project managers in a strong matrix would.

3.   Under what conditions would it be advisable to use a strong matrix instead of a dedicated project team?

Both structures can be quite effective.

The strong matrix would be recommended when the organization cannot afford to have people work full-time on the project and when the culture of the organization supports the dual authority structure.

Dedicated project teams are recommended when speed is essential to success and there is not enough project work to warrant a formal matrix structure.

Dedicated project teams are also recommended when the prevalent culture within the organization does not support collaboration and innovation.

4.  How can project offices (POs) support effective project management?

 POs support effective project management by:

• Tracking project progress
• Promulgating best practices
• Providing project management training and consulting services
• Integrating latest advances in field of project management
• Being an organizational advocate

It should be noted that the extent to which a PO performs the above functions will vary from one organization to the next.

5.   Why is it important to assess the culture of an organization before deciding what project management structure should be used to complete a project?

The culture of the organization can impact the effectiveness of different project management structures.

Organizational cultures that do not encourage teamwork, collaboration, and cross-functional integration need a stronger project management structure (i.e., project team, project matrix) to be successful.

6.   Other than culture what other organizational factors should be used to determine which project management structure should be used? 

The two major considerations are the percentage of core work that involves projects and resource availability. 

Organizations, whose main business evolves around projects, should consider a projectized form of structure. 

Organizations that have mainstream operations and projects should use a matrix structure. 

When resource availability is limited then a matrix structure should be used that allows sharing personnel across projects and operations.

7.   What do you believe is more important for successfully completing a project – the formal project management structure or the culture of the parent organization?

Both are important and an argument can be made for either structure or culture.

The bias of the authors is that culture is more important than structure since it more directly impacts behavior. A positive organizational culture can compensate for the inherent weaknesses of the formal structure.  For example a functional or matrix structure can be effective if the norms and customs of the organization value teamwork and effective problem-solving.  Conversely, a functional or matrix structure is likely to be disastrous in a negative culture that encourages competition and looking out only for yourself.

Alternatively, one could argue that an organization can circumvent a negative culture by creating an independent project team or a strong project matrix.  In either case, the strategy is to insulate the project team from the dominant organizational culture and create a unique project subculture.