Project managers are gaining power within matrix organizations

“Matrix” --this term conjures up many images in the minds of project managers. A major segment of the current project management literature has been dedicated to analyzing the pros and cons of the matrix organization. The matrix structure (as shown in Figure 1) was originally designed as a hybrid between the traditional functional organization and the more radical pure projectized organization. It was developed to permit greater control over projects being performed in the functional organization. Prior to its development, projects lacked the leadership needed to ensure on-time delivery within budget. In the new organizational structure of the matrix, a project manager is assigned to each project and given the responsibility of achieving the goals of the project as specified by the customer. Unfortunately, in most matrix organizations, the project manager is not given the formal authority to control the resources needed to complete the project. Without the power to control the resources, the project manager c
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