Managing Multiple Projects (2): Functional Manager in a Weak Matrix

A project manager’s capability lies in their effective approach to managing multiple projects while maintaining focus and achieving the desired outcomes every time. In the previous article in this series, we examined the perspective of a project manager in a PMO handling multiple projects and determined that by effective communication and leveraging on technology to coordinate efficiently, success is possible. In this article we will explore the perspective of the functional manager in a weak matrix.

Click here to read previous article in the series

Understanding the Weak Matrix

The weak matrix is a kind of organization where the functional managers hold more power and control over resources and decisions than the project manager (in situations where the organization also has a project manager). Organizations where the functional manager also doubles as the project manager can also be likened to a weak matrix, especially when their project management tasks are secondary to their operational responsibilities. Examples of situations where this occur include process optimization or cost optimization projects. Many production or manufacturing organizations employ this matrix and project team members are usually operations team members as well.

Align Projects with Team Objectives

A functional manager is not like a typical project manager because they are accountable for the team’s daily responsibilities, the organizational objectives, as well as the project tasks and responsibilities. It is thus important to begin by aligning the project activities to the team objectives. The project goal must align with the long-term objectives of the organization and the daily responsibilities of the team. This alignment ensures that team members are not overloaded with work and helps the manager prioritize goals based on urgency and impact.

Focus on Collaboration through Trust

The manager needs to create a collaborative environment within the team. Start by empowering skilled team members with the necessary authority to take ownership of activities, offer them autonomy and trust them to carry out the tasks effectively. While delegating, ensure not to abdicate and follow up with regular feedback and support. Recognize achievements, reward successes and address issues or deliver punishment promptly and where appropriate. Feedback should also be two-way: encourage feedback from your team regarding updates on tasks and provide timely feedback to the senior stakeholders to ensure projects remain aligned with the overall vision.

Go Agile

Many functional managers in weak matrices make the mistake of thinking agile practices are only suitable to projectized organizations. In actual practice, Disciplined Agile practices such as Lean and Program are excellent for the manufacturing and production industry. Time-based approaches to the project, rather than outcome-based approaches, stand-up meetings to improve flexibility, Kanban boards and other visual management tools to visualize tasks, progress and easily identify bottlenecks are all Agile tools that can help functional managers keep their eye on the ball with respect to the project, while still fulfilling the requirements of their day-to-day.

Code-Switch your Teams

Similar to the code-switching approach discussed earlier in the previous article for project managers in a PMO, this technique focuses on code-switching for your team members. Structure their work with specific time blocks for projects and other times for normal operational activities. Complementary to this is ensuring team members are not allocated to different projects at the same time, as this can lead to errors and reduce efficiency. Batch their tasks in groups of similar activities to minimize the cognitive load of switching between different types of work. Establish a communication schedule that reduces interruption and allows the team members to focus.

By utilizing a combination of effective communication, excellent team management practices, adaptative project management and an approach to code-switching, it is possible for operations teams leaders to manage multiple projects effectively without losing sight of the ball on their normal tasks.

Click here to read previous article in the series

In the final article in this series, we will examine the perspective of the freelance project manager in a strong matrix organization and glean a few insights at the same time. Have you been in any of these positions and had to juggle numerous clashing projects at the same time? How did you manage your budget and schedules? Please feel free to drop a comment or send me a chat about it. I would love to read your insights and tips.