PM challenges in a Matrix Organization

 As a Project Manager is a job that requires you to confront a myriad of issues when you assume the responsibility of managing projects within your company. The challenges are exponentially when you're working on a project within an operationally-based organization, and, in many instances, it is a matrix organization. In a matrix company, the people who perform some job are part of the same pool. For example, the engineers are all engineering components and are accountable to an engineer manager. Engineers could be assigned to various projects and are responsible to an individual project manager working on the project. 

As a project manager, you will not influence the team members since they are accountable to their functional managers. Don't expect to receive a lot of formal authority as the operational managers hold all power over the team members and the budget of the project. The gap between accountability and management is vast.

The challenge I - Conflicting goals:

To make matters worse, It is not common in operating companies the project manager is directly involved in the evaluations of team members' performance and, since the assessments are conducted solely by operational managers, it's a reasonable assumption that loyalty to team members would be with them and that they'll prioritize tasks that are given to them by them. Therefore, you must be ready for the following scenarios:

• The availability of team members is subject to change without warning by the manager in charge of operational matters.
• The team's composition is often changed. Each now and then, new employees have hired the project.
• The team members can be substituted without notification to the project manager.
• Managers of projects are warned against communicating immediately with teammates regarding the status of work or progress.
• The team members do not attend or show little interest in status meetings for the project.

To assist you in conquering the many difficulties of being a Project Manager of an organization with a matrix structure, below are some steps you can adopt to address what I believe are four key issues:

One of the most challenging problems arises when the people on the same task share different objectives. Conflicting goals are caused by a shared vision of the bigger overall picture. Recognize that the functional leaders might have other plans or objectives and priorities. These would need to be addressed to complete the job. Make sure you are ready to apply the fifth habit of Covey's "Seek first to understand and then to understand."

Challenge II - Shifting Loyalties:

• Be sure that your goals, even if different, align with the same vision as those that you work with.
• When you are in conflict, be open and talk about differences of opinion before blaming one another.
• Build your team members in such a way that everyone understands, regardless of whether they work for the same person and are part of members of a group. If the team isn't efficient, then no team will succeed. Think of "we" rather than "me."

If the people working on your project are members of separate teams and don't have direct contact with you, they don't view them as members of the same team. If you attempt to exercise control and power over them, their attention gets diverted in the wrong direction. The battle between the functional manager and the project manager is over the importance of prioritizing projects and allocating resources.

• To make up for the perceived lack of authority, informal settings depend on the power of experts (respect you gain from your knowledge or ability) and referent authority (often attained through the practice of an effective leadership manner).
• Be focused on the work that needs to be accomplished and the best method to finish it.
• It would be best if you were prepared to publicly appreciate the great work performed by any member of the team.
• Help the member of your team during times of crisis, even if you're not the direct manager of the project.
• Build relationships with your team members to make them see you as a trusted friend rather than an authority persona.
• For every critical project or a significant area of responsibility, develop a Team Charter that lists priority areas and processes, decision-making procedures, and resources.
• It would be best to rely heavily on your ability to influence and convince.

Challenge III Unclear Requirements and Roles:

If members of the project team are part of different teams, they might not know who to call for information or not share vital information with those who need it. One could be viewed as a slouch when they did not know that the ball was in their backyard.

• Create a communications plan and make it available to all of the parties.
• Maintain a healthy relationship and be open to talking with each other to discover the obstacles they face when completing their duties.
• Create a RACI chart. For each element involved in the undertaking, define each individual's role in the project. R = accountable to complete the work and decision-making (several individuals). 
• A = ultimately responsible for the project's success (usually only one person, but it is possible to share). C = consult with the project as they can provide the necessary expertise or information but cannot make decisions or perform the work. I = informed, those who aren't directly involved but must be informed of developments.
• Employ senior-level managers to help functional leaders to cover any gaps that are caused due to assignments to projects so that their job is not hindered.

Matrix companies can be challenging to operate in. To be successful, ensure you are clear about your roles and priorities and deal with any disagreements or mismatches between these areas with confidence.

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