Only $2.99/month

Project Management Midterm

Terms in this set (26)

Largely due to the fact that a matrix structure is more complicated and the creation of multiple bosses represents a radical departure from the traditional hierarchical authority system
* Dysfunctional Conflict: The matrix approach is predicated on tension between functional managers and project managers who bring critical expertise and perspectives to the project. Such tension is viewed as a necessary mechanism for achieving an appropriate balance between complex technical issues and unique project requirements. While the intent is noble, the effect is sometimes analogous to opening Pandora's box. Legitimate conflict can spillover to a more personal level, resulting from conflicting agendas and accountabilities. Worthy discussions can degenerate into heated arguments that engender animosity among the managers involved
* Infighting: Any situation in which equipment, resources, and people are being shared across projects and functional activities lends itself to conflict and competition for scarce resources, Infighting can occur among project managers who are primarily interested in what is best for their project
* Stressful: Matrix management violates the management principle of unity of command. Project participants have at least two bosses--their functional head and one or more project managers. Working in a matrix environment can be extremely stressful.
* Slow: In theory, the presence of a project manager to coordinate the project should accelerate the completion of the project. In practice, decision making can get bogged down as agreements have to be forged across multiple functional groups. This is especially true for the balanced matrix.

read last two paragraphs on p. 78