Matrix organisation

A matrix organisation is a combination of functional and project organisation. A weak matrix organisation has most of the characteristics of a functional organisation. The project manager's role is limited to coordinating with few authorities. A weak matrix organisation structure is illustrated in figure.

Figure 3.4: Weak matrix organisation structure

A strong matrix organisation characteristic is similar to that of a project organisation. It has a full-time project manager who has a project administrative team. In a matrix organisation the project management team has to report to a project manager as well as functional manager who provide technical and functional skills. A strong matrix organisation is illustrated in figure 3.5.

Figure : Strong matrix organisation structure

Characteristics

• Since matrix organisation has characteristics of both the project and functional organisation, project team reports to both functional and project lines.
• Project team members report to a functional manager for requirements, economic evaluation and feasibility, changing priority, allocation of work and final reports.

• A project manager's job is refining tasks, assigning, planning and budgeting and project scheduling.

• A project manager has more power than the functional matrix in a strong matrix organisational structure. A functional manager has more power in a weak matrix structure.

Advantages

• A matrix structures has the combined advantages of both functional structure and project structure. Human resource and skills are less redundant, which can be applied to different projects if need be.

• Project requirements and functional organisation polices conflicts can be can be perceived and resolved more readily.
• The expertise of both functional and project management is readily available to address complex issues and coordinate various tasks.

• This method results with project completion in less time and lower cost.

Disadvantages

• Communication is difficult to manage because of dual management lines.
• Conflicting  instructions  from  project  and  functional  managers  waste team member's time and effort in clarifying them. Slows reactions in meeting changing project requirements.
• Might lead to conflicts and competition between project and functional management leading to confusion and demoralisation of team members.

• If quick resolutions are not provided to conflicting priorities and personal struggle, it can damage the project.