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Project organizational structure and integration
Published in John M. Nicholas, Herman Steyn, Project Management for Engineering, Business and Technology, 2020
John M. Nicholas, Herman Steyn
Although the matrix structure shares the virtue with pure-project organizations of having dedicated resources and a project manager to give the project direction, the project manager’s range of authority within the matrix can vary considerably. The Project Management Institute distinguishes matrix organizations as “strong,” “weak,” or “balanced.” In a strong matrix, project managers have substantial authority; they control project funds and other resources and devote most or all of their time to managing each project. In a weak matrix, project managers are actually coordinators or expeditors who, as explained before, are not quite fully fledged project managers and must fit the role into their other, usually non-project, work. They coordinate project work being performed by the contributing functional areas but have little authority, no budget responsibility, and no ability to command resources on their own; project work within the functions is overseen by the functional managers. In the balanced matrix, the managers are fully fledged project managers, but their level of authority and control over budgets and resources is less than in a strong matrix and is shared with functional managers.
Project management
Published in Andrew Greasley, Absolute Essentials of Operations Management, 2019
This consists of an organization that not only follows a team approach to projects but also has an organizational structure based on teams formed specifically for projects. The approach delivers a high focus on completing project objectives but can involve duplicating resources across teams, an inhibition of diffusion of learning across teams, a lack of hierarchical career structure and less continuity in employment. Many professional service firms, such as management consultancies, use this approach. With a functional structure, a project is given to the most appropriate functional department. Thus, the organizational structure remains in the standard hierarchical form. The approach ensures there is limited disruption to the normal organizational activities but can lead to a lack of focus on project objectives. A lack of coordination can result, especially if outside help is required. There can be a failure to meet customer needs if other departmental activities are taking priority over project work. With a matrix structure, project teams are overlaid on a functional structure in an effort to provide a balance between functional and project needs. There are three different forms of matrix structures: the functional matrix, in which a project manager reports to functional heads to coordinate staff across departments; a balanced matrix, in which the project manager manages the project jointly with functional heads; and a project matrix, in which functional staff join a project team for a fixed period of time.
Organization structures
Published in Dennis Lock, Shane Forth, The Practitioner Handbook of Project Controls, 2020
In a balanced matrix project managers and managers of the functional groups share authority over the various group members to a large extent. Project managers can dictate priorities and sometimes even allocate work to individual staff. The functional managers ensure technical excellence within their particular specialities, are responsible for professional engineering standards and generally manage the career progressions of their staff.
Empirical Gramian-based spatial basis functions for model reduction of nonlinear distributed parameter systems
Published in Mathematical and Computer Modelling of Dynamical Systems, 2018
Mian Jiang, Jigang Wu, Wenan Zhang, Xuejun Li
Moore [36] introduced balancing as a tool for model reduction. If a linear system is balanced, Hankel singular values provide a measure for the importance of the states. For model reduction, states that contribute very little to the input–output behaviours can be eliminated and the reduced system can serve as a suboptimal approximation of the full-order system. In previous work [32], the first columns of the balanced matrix were set as a matrix and the elements were the combination coefficients from the preselected spatial basis functions.