Project Management Organizational Structures (Part 2)

Hello and welcome to part 2 of this series on organizational structures.  Last time we spoke about how these structures have tracked very closely to military organizational structures.  Today, we are going to talk about the actual structures that exist currently.

So, basically we have three structures being used today and only one predominately.  Most people would probably say two.  They are Projectized, Weak Matrix, and Strong Matrix.  Some would also say that there’s a Functional organizational structure, but as far as I am concerned the way this is usually used makes it just like the matrix structure.  The only way I can see a true functional organizational structure is if everything happens within that group and ultimately that would make it a projectized structure.

So, since we already kind of started with a projectized organization, let’s kick it off.  I have only had the privilege of using this structure once.  It was back in 2007/2008 and it worked well.  This structure is when all of the project resources are organized under the project manager and he has hire and fire authority.  Ultimately, the cross functional team, and in my case international team, is organized into one department under the project manager’s authority.

Now, for the most used organizational structure in the world.  This is the matrix organization.  Most just know it as the matrix also (no, not the movie).  People often don’t realize that there is/was a strong matrix and a weak matrix.

That said, the difference between a weak and strong matrix can be a great career or a slow death.  First, let’s define matrix.  In a matrix organization the resources actually still report to a vertical line department manager, but the project manager manages the resources horizontally across the verticals.  So, the next question you may have is what exactly is a strong versus a weak matrix?

It’s actually pretty simple.  Obviously, as the name implies, they are both matrix organizations.  However, the difference is really in where the true power resides.  In a weak matrix, that power resides with the vertical line manager and not much is thought of the project manager.  However, in the strong matrix, the project manager can frequently go to the vertical line manager for support with a resource on his team and get it.  He runs the show.  The project manager is the quarterback who calls the plays and the vertical line managers are the coaches. 

Well, there you have it.  This is the end of our two part post on organizational structures and I hope you found it informative.  As stated above, most people only know of the matrix organization, but now as you look around you will hopefully see things a little differently and know that there are other options.  When a high degree of autonomy is needed for the team, projectized is always better.  However, this is not something that most organizations are familiar with and not as popular as the matrix organization that everyone hears about.  For that reason, it may be your job to educate others, so pass on what you have learned here.

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