Matrix project manager

When R D supplies some of the Project Managers to the matrix there is one point that needs to be watched. It is important, if it is intended that these people should come back into R D, that they do not stay too long in this role. If the time out of R D is lengthy, technical obsolescence is a danger for the individual involved. 

Project organisation within a matrix allows entrepreneurial activity to flourish, providing opportunities for project managers to prove their capacity to lead teams effectively. Functional departments remain necessary as they provide the home of technological and scientific competencies and the nursery for fledgling projects. 

Clear Strategy Core Competence Proper Matrix Organisation of Work Project Management Financing of Projects Facilitator Team Balance of Extemal/intemal Competition Clear Evaluation Procedure... 

A common solution to accomodate the needs of development projects is the creation of a matrix management structure. In a matrix organization a project manager is appointed, who reports directly to the higher management and, as far as it concerns the project, is usually on an equal level with the functional managers who control the resources. The authority of the project manager reaches across the functional departments. 

Technical project management on R D of oxide based ceramic matrix composites for aero and space applications at Daimler Chrysler Aerospace Domier GmbH, Department of Ceramic Research, Friedrichshafen... 

For work in patient care or high-risk areas, the project manager must complete, coordinate, and distribute a construction infection control matrix at least 72 h prior to beginning the job. 

Project Management Techniques 7.20 27 73 2 Purchasing Portfolio Matrix 8.77 33 67... 

A stmctural equation model of the construction safety culture was described by Chinda and Mohamed (2007). This model, as well as HSEQ AP, is based on the EFQM Excellence model. Mohammadfam et al. (2013) developed health, safety and environment excellence instrument, which was based also on EFQM, and more over to IPMA (International Project Management Award) and SCIM (The Safety Culture Improvement Matrix). Their tool measured HSE management system performance. 

Most contract research organizations and pharmaceutical companies are organized in a matrix management structure. This structure is called a matrix because there are project teams that span various functional departments. It may help to visualize the relationship like this ... 

Within firms, the hybrid or matrix concept has become increasingly fashionable in pharmaceutical companies. Project teams are created that comprise membership from departments with specific technical, organizational, and management expertise. Such teams form and dissolve as the need arises. In principle, advantages of the matrix structure include cross-disciplinary enrichment of the team s activities and crossfertilization of expertise. Disadvantages of the matrix system include a relative lack of professional development for specific technical expertise for each team member, the potential for cross-departmental rivalry, and competition for each team member s time based on the needs of the interdisciplinary project versus those of his/her technical "home" department (Verona and Ravasi 2003). These multi-functional teams have the potential to increase bureaucracy and delay innovation. At least on a small scale, it may be better to solve a problem with two people rather than with ten. 

While there are several factors to consider in the level of qualification conducted, including the type of vendor or supplier, the scope of work involved in the contract, and the amount of risk associated with the outcome of the project, the evaluation of each of these factors is manageable. The use of a decision matrix is probably the most effective tool in completing this evaluation. An example of a decision matrix is illustrated in Table 1. 

Use a matrix in the time management of cross-functional projects. 

Matrix management is very effective in the time management of cross-functional projects involving the introduction of new products, processes or plants. However, it is of little value in those programmes that are heavily biased to one function, or have an extended time frame with an uncertain endpoint, typical of the more speculative R D programmes. 

The matrix system is commonly used internally within R D Groups, especially when research is product orientated and multi-disciplinary. This will be covered in Section B, 1.2.1. Most companies use matrix management for major projects, whether these be internal, e.g. the construction of a plant or facility, or have an external end point, e.g. the delivery of a product or service to the market. The specific use of empowered multi-disciplinary or cross functional teams working in a matrix, applied specifically to the reduction in the lead time for delivering projects, will be considered again in Section D. 

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