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Background
Non-project work in programmes
Assignment of people to teams
Subcontracting work
Effective and efficient unit management
Matrix management ?
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Topics
What is matrix management?
Matrix management issues
Centre management
GCHQ case study
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What is matrix management?
LINE MANAGEMENTLINE MANAGEMENTLINE MANAGEMENTLINE MANAGEMENT
FUNCTIONALUNIT
ROUTINE WORK
FUNCTIONALUNIT
ROUTINE WORK
FUNCTIONALUNIT
ROUTINE WORK
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What is matrix management?
FUNCTIONALUNIT
FUNCTIONALUNIT
FUNCTIONALUNIT
WORKWORKWORKWORK
ROUTINE WORK ROUTINE WORKROUTINE WORK
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FUNCTIONALUNIT
FUNCTIONALUNIT
FUNCTIONALUNIT
What is matrix management?
RESPONSIBILITYRESPONSIBILITYRESPONSIBILITYRESPONSIBILITY
ROUTINE WORK ROUTINE WORKROUTINE WORK
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FUNCTIONALUNIT
FUNCTIONALUNIT
FUNCTIONALUNIT
PROJECT
What is matrix management?
PROJECT
PROJECT
PROJECT
PROJECT
ROUTINE WORK ROUTINE WORKROUTINE WORK
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FUNCTIONALUNIT
FUNCTIONALUNIT
FUNCTIONALUNIT
What is matrix management?
PROJECT
ROUTINE WORK
PROJECT
PROJECT
ROUTINE WORKROUTINE WORK
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FUNCTIONALUNIT
FUNCTIONALUNIT
FUNCTIONALUNIT
What is matrix management?
PROJECT
ROUTINE WORK ROUTINE WORKROUTINE WORK
????
????
WORK & WORK & RESOURCE ALLOCATIONRESOURCE ALLOCATION
WORK & WORK & RESOURCE ALLOCATIONRESOURCE ALLOCATION
????
????
RESPONSIBILITYRESPONSIBILITYRESPONSIBILITYRESPONSIBILITY
Person or skills ?Until job is done or time is up ?What about absence ?Priority changes ?
Project Manager ?Line Manager ?
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Impact
inefficient use of resources
internal conflict and stress for those involved
difficulty in meeting functional responsibilities
difficulty in delivering programmes & projects as planned
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Centre Management
Functional unit called a ‘Centre’
Centre Manager
Centre Team
Designed for the matrix
Undertakes: Assignment of staff to a project Execution of work packages (tasks) Execution of routine work (roles)
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FUNCTIONALUNIT
CENTREFUNCTIONAL
UNITFUNCTIONAL
UNIT
Centre Management
REALPROJECT
ASSIGNMENT OF STAFF TO ‘PROJECT TEAM’
EXECUTE ROUTINE WORK AS A ‘ROLE’
EXECUTE A WORK PACKAGE AS A ‘TASK’
ROUTINE WORK
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Centre Management
Environment for Centre Management:
1. Real Projects2. Assignment of staff to a project team3. Execution of a work packages (task)4. Execution of routine work (role)
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1. Real projects
Main project method (like PRINCE 2)
Re-badge other work: Work packages Routine work
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2. Assignment of staff to projects
An agreement for: A given person For a number of days Over a calendar period With any provisos
To join the ‘Project Team’
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3. Execution of work packages
An agreement to: Execute a work package On behalf of a project To an agreed work package description:
product descriptions resource usage timescales reporting requirements approved budget
Known as a ‘Task’
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4. Execution of routine work
An agreement to: Execute routine work Throughout the year For a sponsor To an agreed authorisation:
description of work resource usage quality reporting requirements approved budget
Known as a ‘Role’
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Centre Management
Environment for Centre Management:
1. Real Projects2. Assignment of staff to a project team3. Execution of work packages (task)4. Execution of routine work (role)
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Resource allocation
STAFF ASSIGNMENTAGREEMENT
PROJECT TEAM
CENTRE MANAGER
PROJECT MANAGER
ROLE TEAM
CENTRE STAFF
ASSIGNEDPERSON ROLE TEAMROLE TEAMROLE TEAM
TASK TEAMTASK TEAMTASK TEAMTASK TEAM
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Execution of work
CENTRE MANAGER
PROJECT MANAGER
WORK EXECUTED BYPROJECT TEAM
CENTRE WORK
SPONSOR
ROLEAGREEMENTWORK PACKAGE
AGREEMENT
TASKTASK
PRODUCTS
ROLE
ROLE OUTPUT
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Centre Manager responsibilities
Undertake roles throughout year
Undertake tasks for programmes / projects
Assign people to programme / project teams
Planning centre’s work to: deliver above as agreed use resources efficiently
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Project work
PROJECT
Choice for how project work gets done:
• Import staff (staff assignments)
WORK PACKAGE(TASK)
• Export work (tasks)
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CENTREFUNCTIONAL
UNITFUNCTIONAL
UNIT
Matrix management by design
PROJECT
ROUTINE WORK ROUTINE WORKROUTINE WORK
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Resource allocation
A centre needs to: Manage activities (roles, tasks, project
assignments, leave, training, etc) Manage staff Manage commitments of staff against
activities
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Centre Management IT Support
A system to: Record activities (roles, tasks, project
assignments, leave, training, etc) Record staff Record commitments of staff against
activities Produce outlooks (by activity / staff) Compare timesheet actuals with outlooks
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GCHQ
Part of the UK’s intelligence and security services
Origins in work to crack the German’s Enigma Code
Technical area employs over 1000 staff in 14 functional areas
Over 200 projects and a range of services
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Matrix management at GCHQ
People work on more than one project
And have responsibilities for routine work
History of over-committing functional areas
PRINCE 1
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Centre Management at GCHQ
Centre Management implemented alongside: PRINCE 2 Managing Successful Programmes 1999 Professionalisation of project managers Integrated MIS
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Centre Management at GCHQ
Database for Centre Management support: People Activities Commitments (People against Activities) Actuals from timesheets Range of reports
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Centre Management at GCHQ
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Benefits at GCHQ
Establish core specialist teams
Being part of a permanent team
Helps clarify who is working on a project
Rationalised projects
Roles define and quantify routine work
Customer / supplier relationship
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Benefits at GCHQ
In one pilot area, the increase in work throughput with the same resources has been estimated at 30%. Although more modest improvements are expected overall, even a 3% improvement in the use of resources would represent 30 additional staff, or an efficiency gain on the salary bill of over £1M p.a.
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Conclusion - 1
Organisations end up with matrix management
Which leads to problems with resource allocation and responsibility for work
And matrix management is blamed
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Conclusion - 2
Centre Management is matrix management by design
It provides: assignment of staff to project teams execution of work packages - tasks execution of routine work - roles efficient and effective use of resources allows all work to be planned, authorised and
accounted for
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Conclusion - 3
Centre Management at GCHQ has delivered a range of benefits
Confirming that matrix management is a positive advantage
Not an excuse for things going wrong
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End
