In the past, most organizations were organized “vertically” by function and geographic location. Today’s work refuses to integrate seamlessly into these traditional, disparate repositories. Global customers and a more integrated supply chain, business processes and functions mean that people all over the world are working more and more horizontally. The matrix organization reflects this by setting up multiple reporting lines for horizontal and vertical executives. Working through silos is nothing new for project managers. In fact, the matrix structure was born out of the need to manage very complex projects in the aerospace industry. Regardless of the reporting structure of the personnel involved, results need to be delivered, which has promoted the increasing importance of project management. But now, this horizontal working method has become the standard in large, complex organizations, and it is changing project management. Now we are all project managers. More and more managers need to master the skills required to complete the work, but cannot directly control the personnel and resources required to complete the work.Multiple bosses, competing goals, uncontrolled responsibilities, and powerless power are no longer the expertise of the project manager. Strong project and event management skills, and powerful supervisors can usually rely on traditional permissions and controls to complete tasks. Interestingly, a recent internal study conducted by one of our customers found that employees actually prefer their superiors to their superiors compared to the dotted line, because the superiors, the dotted line must do their best to persuade and motivate them! This is not only normal business. We must not underestimate the importance of the matrix for project management. Having one of two or more strong linear reporting relationships is not the same as being a project manager. Love relationships last longer. In addition to being able to focus on activities and management, project managers also need to establish long-term relationships and support the team and the team’s working hours are longer than a certain amount of time. They may need to spend more time and energy on personnel management and development issues. The competition for attention is intensifying.Our comparative survey of virtual teams of approximately 4,000 people working in large organizations shows that the current average workforce is five teams. The standard value and other values can make the scale easily overloaded. There is academic evidence that because employees need to manage time more effectively, working in more than one team can actually increase productivity. Of course, this is not an infinite effect, it becomes too much at some point. Since employees only focus on completing tasks as quickly as possible, membership in multiple teams also reduces lifelong learning. Regardless of the subordinate status, the ability to complete project work is the advantage of the project manager and has undoubtedly become a more important skill. They are more similar to traditional linear management roles, especially in large-scale activity streams, requiring long-term participation in human resource management and personal development. In this more complex and interconnected world, the project manager leading the matrix work has some real opportunities. Kevan Hall, CEO of Global Integration, is a learning and consulting organization dedicated to matrix management, virtual teams and global work. He is the author of “Making the Matrix Work: How Matrix Managers Deal with People and Deal with Complexity and Quick Start-Faster , The author of the book “Easier Choices”. Used to manage people, projects and teams in complex companies.
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