The most popular form of organizing projects is in a matrix system. There are different kinds of matrix systems depending on the relative authority of the project and functional managers.

Matrix Forms

There are three forms of matrices.

Weak matrix – has a formally designated project manager responsible for coordinating project activities and functional mangers are responsible fr managing their segment of the project. the project manager draws the schedules and checklists, collects information on status of work and facilitates project completion. functional mangers decide who does what and when the work is completed. this form is best suited for low-risk, short term  incremental projects that involve minor adjustments

Balanced matrix – the project manager defines what needs to be accomplished, the overall plan for completing the project, integrates different departments, sets schedules, and monitor progress. the functional managers are responsible for it will be accomplished, assigning personnel, and ensuring execution is done according to the standards and schedule set by the project manager. They jointly approve technical and operational decisions. Very strong top-management support for the project manager is necessary to get the matrix to work. The project manager must get the job done by every means at his disposal even though he may not be perceived as the real boss. He can always appeal to higher authority, however such actions must be kept to a minimum or top management may view the project manager as ineffective.

Project Manager’s Responsibilities

1. What is to be done?
2. When will the task be done?
3. Why will the task be done?
4. How much money is available to do the task?
5. How well has the total project been done?

Functional Manager’’s Responsibilities

1. How will the task be done?
2. Where will the task be done?
3. Who will do the task?
4. How well has the functional input been integrated into the project?

Strong matrix – the project manager controls most aspects of the project , including scope trade-offs , assignment of functional personnel , when and what specialists work on and has a final say on major project decisions. The functional manager is consulted on a need basis. For instance, a project may be so important to the company, or the budget and schedule so tight that top management feels that the project manager must be in a very strong position. This is best suited for medium risk projects involving system upgrades that yield new products and processes. It is typically found in company that has project office containing such project functions as systems engineering, cost analysis, scheduling, and planning.

For high-risk projects involving the creation of a breakthrough product or for urgent projects, a dedicated project team is used.

Organizational culture

The key to making a structure work is the culture in the company.

Organizational culture refers to a system of shared norms, beliefs, values, and assumptions which binds people together. the primary characteristics of an organization’s culture include: Member identity ( job vs organization); Group/Team Emphasis (individual vs group); People/Management Focus (task vs people); Unit Integration ( independent vs interdependent); Control (loose vs tight); Risk tolerance (low vs high); Reward Criteria (performance vs other); Conflict Tolerance (low vs high); Means vs end orientated ; Open-systems focus (internal vs external).

These characteristics can be observed from studying the physical characteristics of an organization, such as architecture, office layout, decor, attire and observing people interaction such as pace, language, meetings, issues discussed, decision making style, communication patterns, rituals, etc. Find recurring themes in their folklore and stories and read their vision statement and internal newsletters.

greater project authority and time are necessary to complete projects that encounter a strong, negative cultural current.

Interpersonal Styles

There are four communication styles such as spontaneous vs. controlled and assertive vs cautious and everyone has a combination of these traits. The most common types are: the expressive, the amiable, the driver, and the analytical. The expressive is somehow assertive and spontaneous. This type is focused on the big picture, creative projects, competition, and high energy. The amiable is somehow spontaneous and cautious. this type is focused on people, supportive and consensus driven activities, and avoiding conflict. The analytical is somehow controlled and cautious. This type is process oriented, rational, sequential, detailed, and prudent.  The driver is somehow assertive and controlled. This type is objective focused, impatient, direct, short, decisive, proud and conflictual.

How to address problems

In every projects technical and non technical problems occur. Some of them are: not collaborating, not being present, not communicating, not communicating accurate information, not listening, aggressive/inappropriate behavior. Everyone is responsible for their own words, behavior, actions, efforts, mistakes, and ideas. the options at everyone’s disposal to address any problems are:  get help, take turns, avoid, apologize, postpone, share, negotiate, compromise, talk it out, or ignore.