Examining Matrix Organisational Structure In PMP

In my previous article, I have looked at the projectized organisational structure. In that article, I said in a projectized organisational structure, the Project Manager has power over all the resources of the project. Every Project Manager prays to work in a projectized environment. In this article, I want to look at some of the powers of the Project Manager in a matrix organisational structure. Follow me as we look at that in this article.

matrix organizational structure

Anytime you hear of Matrix organisational structure, you should always think of two Managers. Here, unlike the Projectized organisational structure, the power over resources are shared between the Professional Project Manager and departmental managers in the organisation.

In a Matrix organisational structure, when there is any project, one of the Project Manager from the Project Management Office will be called upon to manage the Project. Resources working in a Matrix Project Management environment have double loyalty. They are to report to their departmental managers and the project manager equally. Before I move further, I want to look at the three types of Matrix organisational structure that a Project Manager can work in.

#1 Strong Matrix

In a strong matrix organisational structure, the Project Manager has more power than the Departmental Manager. He has power over resources than the departmental managers. You should know that in this type of organisational structure, departmental managers exist but they cannot equal the Project Manager but in a Projectized organisational structure, there is nothing like Departmental Managers.

PS: In a Matrix organisational structure, the team members are not full-time staffs. They have to perform both their normal departmental works and project works.

#2 Balanced Matrix

In a Balanced Matrix organisational structure, the power over resources is shared between the Project Manager and the departmental manager. The two of them have equal powers over resources of the project. Also, the team members have to report to both the Project Manager and the Departmental Manager. That means in a balanced matrix organisational structure, when there is a conflict over resources between the Project Manager and the departmental manager, you cannot actually predict who will win the argument.

#3 Weak Matrix

In a weak matrix organisational structure, just like the functional organisational structure, the Departmental manager has more power than the Project. When one look at the functional organisational structure, the ” Project Manager” does not have real Project Manager powers. He might not even be a professional Project Manager. He has to take authority from his boss.

In a weak matrix organisational structure, we have a weak Project Manager who does not have powers over resources. He still look up to functional managers for power over resources of the Project.

 

 

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