Top-Level and Mid-Level Managers’ Perspectives
Thomas Sy, College of Business Administration, California State University, Long Beach Laura Sue D’Annunzio, A.T. Kearney Inc
sing surveys, inter-views, and work-shops with 294 top-level and mid-level managers from seven major multinational corporations in
six industries, we identified the top five contemporary challenges of the matrix organizational form:
(1) misalignedgoals,
(2) unclear roles andresponsibilities,
(3) ambiguousauthority,
(4) lack of a matrixguardian, and
(5) silo-focused employees.
We also provide managers with the best practices that will improve their matrix organizations.
Interest in matrix organizational structures peaked during the 1970s and 1980s.Since that time, research and literature on the
matrix have dropped noticeably.Simultaneously, organizations continue to adopt the matrix as a viable alternative to
deal with their increasingly complex
Overview of the Matrix
By its simplest definition, the matrix is a grid-like organizational
Matrix Forms structure that allows a company to address multiple business dimensions using multiple command structures. The matrix organizational form emerged in the aerospace industry during the 1960s as government contracts required a project-based system linked directly to top management (Knight, 1977). While the matrix can take many forms, three common variants are the functional matrix, balanced Functional Balanced Project matrix, and project matrix (see Exhibit 1) (Burns, 1989; Galbraith,Matrix 1971, 1973; Kolodny, 1979; Larson & Gobeli, 1987). Matrix organizational structures are comprised of multiple business dimensions.
Basic matrix structures have two dimensions (e.g., function by prod-
Employees remain Classic model by Employees moves full members
which the matrix between function matrix, geography by product matrix). More complex matrix of functional form is known.
al departments
structures could encompass three or more dimensions. For example,
departments and projects and a company could be structured not only to focus on product and Employees are respectively retain Processes and officially function, but also to deal with geographic differences.
Wednesday, June 10, 2009
Monitoring and Controlling
Monitoring and Controlling consists of those processes performed to observe project execution so that potential problems can be identified in a timely manner and corrective action can be taken, when necessary, to control the execution of the project. The key benefit is that project performance is observed and measured regularly to identify variances from the project management plan.
Monitoring and Controlling Process Group Processes.[16]Monitoring and Controlling includes:
Measuring the ongoing project activities (where we are);
Monitoring the project variables (cost, effort, ...) against the project management plan and the project performance baseline (where we should be);
Identify corrective actions to properly address issues and risks (How can we get on track again);
Influencing the factors that could circumvent integrated change control so only approved changes are implemented
In multi-phase projects, the Monitoring and Controlling process also provides feedback between project phases, in order to implement corrective or preventive actions to bring the project into compliance with the project management plan.
Project Maintenance is an ongoing process, and it includes:
Continuing support of end users
Correction of errors
Updates of the software over time
Monitoring and Controlling cycleIn this stage, auditors should pay attention to how effectively and quickly user problems are resolved.
Over the course of any construction project, the work scope changes. Change is a normal and expected part of the construction process. Changes can be the result of necessary design modifications, differing site conditions, material availability, contractor-requested changes, value engineering and impacts from third parties, to name a few. Beyond executing the change in the field, the change normally needs to be documented to show what was actually constructed. This is referred to as Change Management. Hence, the owner usually requires a final record to show all changes or, more specifically, any change that modifies the tangible portions of the finished work. The record is made on the contract documents – usually, but not necessarily limited to, the design drawings. The end product of this effort is what the industry terms as-built drawings, or more simply, “asbuilts.” The requirement for providing them is a norm in construction contracts.
When changes are introduced to the project the viability of the project has to be assessed again. It is important not to lose sight of the initial goals and targets of the projects. When the changes accumulate, the forecasted end result may not justify the proposed investment.
Monitoring and Controlling Process Group Processes.[16]Monitoring and Controlling includes:
Measuring the ongoing project activities (where we are);
Monitoring the project variables (cost, effort, ...) against the project management plan and the project performance baseline (where we should be);
Identify corrective actions to properly address issues and risks (How can we get on track again);
Influencing the factors that could circumvent integrated change control so only approved changes are implemented
In multi-phase projects, the Monitoring and Controlling process also provides feedback between project phases, in order to implement corrective or preventive actions to bring the project into compliance with the project management plan.
Project Maintenance is an ongoing process, and it includes:
Continuing support of end users
Correction of errors
Updates of the software over time
Monitoring and Controlling cycleIn this stage, auditors should pay attention to how effectively and quickly user problems are resolved.
Over the course of any construction project, the work scope changes. Change is a normal and expected part of the construction process. Changes can be the result of necessary design modifications, differing site conditions, material availability, contractor-requested changes, value engineering and impacts from third parties, to name a few. Beyond executing the change in the field, the change normally needs to be documented to show what was actually constructed. This is referred to as Change Management. Hence, the owner usually requires a final record to show all changes or, more specifically, any change that modifies the tangible portions of the finished work. The record is made on the contract documents – usually, but not necessarily limited to, the design drawings. The end product of this effort is what the industry terms as-built drawings, or more simply, “asbuilts.” The requirement for providing them is a norm in construction contracts.
When changes are introduced to the project the viability of the project has to be assessed again. It is important not to lose sight of the initial goals and targets of the projects. When the changes accumulate, the forecasted end result may not justify the proposed investment.
Monitoring and Controlling
Monitoring and Controlling consists of those processes performed to observe project execution so that potential problems can be identified in a timely manner and corrective action can be taken, when necessary, to control the execution of the project. The key benefit is that project performance is observed and measured regularly to identify variances from the project management plan.
Monitoring and Controlling Process Group Processes.[16]Monitoring and Controlling includes:
Measuring the ongoing project activities (where we are);
Monitoring the project variables (cost, effort, ...) against the project management plan and the project performance baseline (where we should be);
Identify corrective actions to properly address issues and risks (How can we get on track again);
Influencing the factors that could circumvent integrated change control so only approved changes are implemented
In multi-phase projects, the Monitoring and Controlling process also provides feedback between project phases, in order to implement corrective or preventive actions to bring the project into compliance with the project management plan.
Project Maintenance is an ongoing process, and it includes:
Continuing support of end users
Correction of errors
Updates of the software over time
Monitoring and Controlling cycleIn this stage, auditors should pay attention to how effectively and quickly user problems are resolved.
Over the course of any construction project, the work scope changes. Change is a normal and expected part of the construction process. Changes can be the result of necessary design modifications, differing site conditions, material availability, contractor-requested changes, value engineering and impacts from third parties, to name a few. Beyond executing the change in the field, the change normally needs to be documented to show what was actually constructed. This is referred to as Change Management. Hence, the owner usually requires a final record to show all changes or, more specifically, any change that modifies the tangible portions of the finished work. The record is made on the contract documents – usually, but not necessarily limited to, the design drawings. The end product of this effort is what the industry terms as-built drawings, or more simply, “asbuilts.” The requirement for providing them is a norm in construction contracts.
When changes are introduced to the project the viability of the project has to be assessed again. It is important not to lose sight of the initial goals and targets of the projects. When the changes accumulate, the forecasted end result may not justify the proposed investment.
Monitoring and Controlling Process Group Processes.[16]Monitoring and Controlling includes:
Measuring the ongoing project activities (where we are);
Monitoring the project variables (cost, effort, ...) against the project management plan and the project performance baseline (where we should be);
Identify corrective actions to properly address issues and risks (How can we get on track again);
Influencing the factors that could circumvent integrated change control so only approved changes are implemented
In multi-phase projects, the Monitoring and Controlling process also provides feedback between project phases, in order to implement corrective or preventive actions to bring the project into compliance with the project management plan.
Project Maintenance is an ongoing process, and it includes:
Continuing support of end users
Correction of errors
Updates of the software over time
Monitoring and Controlling cycleIn this stage, auditors should pay attention to how effectively and quickly user problems are resolved.
Over the course of any construction project, the work scope changes. Change is a normal and expected part of the construction process. Changes can be the result of necessary design modifications, differing site conditions, material availability, contractor-requested changes, value engineering and impacts from third parties, to name a few. Beyond executing the change in the field, the change normally needs to be documented to show what was actually constructed. This is referred to as Change Management. Hence, the owner usually requires a final record to show all changes or, more specifically, any change that modifies the tangible portions of the finished work. The record is made on the contract documents – usually, but not necessarily limited to, the design drawings. The end product of this effort is what the industry terms as-built drawings, or more simply, “asbuilts.” The requirement for providing them is a norm in construction contracts.
When changes are introduced to the project the viability of the project has to be assessed again. It is important not to lose sight of the initial goals and targets of the projects. When the changes accumulate, the forecasted end result may not justify the proposed investment.
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