Prior to 1970, generally sizable business organizations were arranged as silos, which are logical divisions of workers in which a group of people reported to a line or functional manager. The attempt to create a successful restructuring of the organization in order to develop workable project management teams is known as a matrix organizational structure.
Several different categories of matrix organizational structures exist. In each, the goal is to create a balance of power between each manager's particular functional needs. The primary types of matrices include: The Weak Matrix, Strong Matrix, and Balanced Matrix organizational structure. This article will discuss the benefits and drawbacks of the strong matrix organization structure. Strong Matrix Organizational Structure
Because of the problems inherent in the previous format, a  strong matrix structure was developed. In this instance, it is the project managers rather than the line managers that are responsible for workers. The project managers, however, do not possess responsibility for details related to the administration of human resource matters. Hence, the project manager can feel empowered to directly manage workers, and, as a result, manage an entire project appropriately, without forcing project managers to become involved in human resources issues. I have personally experienced this type of work environment. I was able to manage the project team and maintain authority over everything except Human Resources issues. This structure was very satisfying from the perspective of a project manager. In such a situation, I led a team as PM, and maintained complete autonomy over their project-related work, but left all other details that were not project-related, including performance reviews, employment contracts, training needs, and the administration of vacation issues to a staff manager. In such a circumstance, I was best equipped to concentrate on the project at hand.
In this situation, then, when a new project begins, the project manager discusses staffing requirements with each functional manager, who then tries to provide the necessary resources and training. Functional managers often develop plans, as well as charts (such as Gantt charts) determining how individuals are to be organized in each project. In addition, staff might be directed to move to another project or manager if this becomes necessary, but only with the project manager's approval.
Essentially, then, project managers and functional managers cooperate, although primary control of everything related to the project is the PM's domain. In this type of matrix, then, the person with the most power and authority is the project manager.
Daiv Russell is a management and marketing consultant with Envision Consulting in Tampa, Florida. Learn more about the matrix organizational structure and functional organizational structure at project-management-course.info and learn to improve your Use of Gantt Chart Charts
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