Introduction

In the economic life a new development trend is to be determined.

The average extent of the project rises due to the technological developments continuously, the portion of innovative tasks in relation to expirations of routine increases and different projects runs off at the same time. Besides synergies are to be exhausted by organizational integration and existing personnel and material resources most efficiently to be used.

As solution of this trend one can regard the matrix project organization. In which the project manager particularly concentrates on the original target system, whereas the specialist area-internal task distribution and the procedure regulation are subject to the specialist area leader.

Characteristics

The matrix project organization follows the principle of the multiple assumption (multi-line system). With it the vertical authority of the primary organization with the horizontal authority of the direction of the project, the secondary organization overlays.

The coworkers are the project either completely or part-temporally assigned, contentwise are subordinate them to the project manager, who must be equipped with the authority necessary for it, personnel and disciplinarily however are further the Linienvorgesetzten subjected them. The project manager decides both on the capacity the dates and over the costs (like the project. The Linienvorgesetzte however is for personnel resources the know-how and the quality of the achievement (as responsible.

The problem of the project-related overlays in the vertical functions, is by the integration of the tasks of project across the involved departments masters to become.

Pro and cons

An important advantage of the matrix organization is that it can master extent of utilization fluctuations better, since it stands with the basis organization in connection, which coworkers are extracted not completely from the primary organization and specialists also only as required to be used to be able.

In addition an organizational obligation to the community, as well as to co-operation between the functional departments and the project managers exists. This obligation leads to a more worthwhile and better solution. This is however everything on the assumption that:

• Conflicts to be as soon as possible openly put, so that in time solution types can be developed;
• a material argument between project-specific requirements and department-referred priorities to a tuning lead, which represents a better solution;

So that the advantages of the matrix project organization come to the expression, it requires therefore an appropriate conflict ability between the involved ones.

A large problem however represents the double assumption, whereby the project worker two superiors is subordinated and it could out-play it possibly against each other, in order to then be received with that an agreement, to it larger advantages offers (wages, incentives).

Besides the worker can feel also frustrated, if he has to fulfill incompatible requirements of the two superiors and thereby is overtaxed.

Since it can exist different interests between project and line due to scarce resources as well as inaccurate time and expenditure estimations also to conflicts to come, which can be defused only by a detailed planning of the decision and instruction power.

Areas of application

The area of application of the matrix project organization is very broad and less dependent on task contents than on personnel and organization-cultural variables (e.g. guidance understanding). The following requirements must be considered therefore:

• so that several specialized divisions can work on a project, it should have a certain complexity and a certain degree at extent; this meant however also that a large co-ordination expenditure for the accomplishment of the complexity of emergencies is;
• it must exist large mutual understanding and willingness to have talks for conflict resolution;
• the projects require a different employment need of the different coworkers over the running time away;
• often in the enterprise several projects are worked on at the same time;
• the enterprise is strongly market-focused, customer and market informations must rapidly in the specialized divisions be converted around the large competition pressure to control;

Development tendencies

Large, recurring projects are organized increased in matrix form, since thereby the specialized technical and appropriate control of the coworkers will transfer to the Linienvorgesetzten can and the spatial concentration of the project team remains.

For a project success however are social and cultural factors of crucial importance.

Literature

• Teisman Biker: "Manual: "Practical marketing and management ", 4. Edition, publishing house Cornelsen, Berlin 2002, (ISBN 3-464-48987-6);
• Jean Paul Thommen Ann Kristin Achleitner: "General management economics ", 4. Edition, publishing house Gabler, Wiesbaden 2003, (ISBN 3-409-43016-4);
• Kasper Mayrhofer: "Personnel management, guidance, organization ", 3. Edition, publishing house lime tree, Vienna 2002, (ISBN 3-7073-0430-2);
• Train-to-live: "Organization ", 3. Edition, publishing house Franz Vahlen GmbH, Munich 2002, (ISBN 3-8006-2825-2);

Used topics

Organization, project management, project organization, matrix organization,

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