the matrix
DESCRIPTION
The Matrix. List of Questions for Audience Participation. How many have seen the Matrix? How many have seen the Matrix multiple times? How many of you saw a different movie each time? How many wish I would just show the Matrix?. How many of you wish that John would have chosen the BLUE pill?. - PowerPoint PPT PresentationTRANSCRIPT
The Matrix
Matrix14.mov
List of Questions for Audience Participation
• How many have seen the Matrix?• How many have seen the Matrix
multiple times?• How many of you saw a different
movie each time?• How many wish I would just show
the Matrix?
How many of you wish that John would have chosen the BLUE pill?
Tank: Download me a Matrix Management 101
Primer
Blatant Plagiarism
• MIT Sloan School• Managing Technical
Professionals and Organizations– Ralph Katz, Tom Allen
http://mitsloan.mit.edu/execed/specialexec/courses/tech-profs-orgs.htm
Blatant Plagiarism
• More stuff
Why a Matrix?
• When Functional?• When Project?• What Balance?
Basic Issues Influencing Organizational Structure
Knowledge Management
Knowledge Management
Systems/Integration
Systems/Integration
Resource AllocationResource Allocation
RewardStructures
RewardStructures
Types of Knowledge
• Market Knowledge• Technical Knowledge
Type I Knowledge of what other team members are doing
Type II Knowledge about new developments in the discipline or specialty
Type III
New knowledge (creativity)
The Process of Innovation
Technology
Market Innovation
Input
Output
Functional/Departmental/Input Organization
D1 D2 D3 D4 D5
Technology
Market
Project/Output Organization
P1
Technology
Market P2
P3
Department vs. Project
• Departmental– Closely mapped to
the supporting technologies
– Better connections to technological innovation
– Less coordination of project tasks and less responsiveness to market change
• Project– Different disciplines
united for a common purpose
– Strong coordination of the project tasks and able to react to market dynamics
– Accomplished at the cost of separation from the disciplinary knowledge. At an extreme, leads to technology erosion.
Matrix Organization
D2 D3 D4 D5
Technology
P1
P2
P3
Market
Matrix Organization
D2 D3 D4 D5
Technology
P1
P2
P3
Market
Program Manager Discovers the Matrix
Creative(?) Tension
• Functional managers want to improve technology– Shipping product gets in the way
• Project managers want to ship product– Don’t give a damn about improving
technology
What are the drivers that determine Matrix balance?• Rate of Change of Technology• Rate of Change of Market• Interdependence of Functional
Groups• Interdependence of Projects
Rate of Change of Technology
• If Technology is changing rapidly, then there is a need to maximize the flow of technology knowledge.
Technology
Market Innovation
Rate of Change of Market
• A dynamic market requires an organization that is geared to shipping product and which is tightly connected to the market.Technology
Market Innovation
Market and Technology Change dM/dt and dT/dt
dT/dt
dM/dt ProjectProject
EitherEither
MissionImpossibl
e
MissionImpossibl
e
FunctionalFunctional
Mission Impossible Options
• Make do with more mature technology
• Acknowledge that keeping up with technology is more critical than market pressures
• High performing matrix organization• Reduce the project time and cycle
people into and out of the project
Interdependence of Functional Groups
• When functional activities are highly interdependent, a structure which supports cross functional communication is required.
D1 D2 D3 D4 D5
e.g. Development and Domain Science
Interdependence of Projects
• When Projects require highly interdependent technologies, a structure which links the technologies through the projects is required.
P1
P2
P3
e.g. OpenWorks Integration
Integration
Functions
Projects
ProjectProject
FunctionalFunctionalEitherEither
MatrixMatrix
Functional Interdependence
(function)
dT/dt
dM/dt ProjectProject
FunctionalFunctional
Functional Interdependence
(function)
dT/dt
dM/dt ProjectProject
Functional
Functional
Project Interdependence(project)
dT/dt
dM/dt ProjectProject
FunctionalFunctional
Project Interdependence(project)
dT/dt
dM/dtProjectProject
FunctionalFunctional
Types of Teams
• Functional Teams• Lightweight Project Teams• Heavyweight Project Teams• Tiger Teams• Hybrid Teams
Functional
DeptMgr
DeptMgr
DeptMgr
DeptMgr
Subprojects
Well defined Interfaces
Lightweight Projects
DeptMgr
DeptLiason
DeptMgr
DeptMgr
DeptMgr
ProjMgr
DeptLiason
DeptLiason
DeptLiason
MSF/SOLID Team Structure
Heavyweight Projects
DeptMgr
DeptLiason
DeptMgr
DeptMgr
DeptMgr
ProjMgr
DeptLiason
DeptLiason
DeptLiason
Tiger TeamsDeptMgr
DeptLiason
DeptMgr
DeptMgr
DeptMgr
ProjMgr
DeptLiason
DeptLiason
DeptLiason
Hybrid Projects
DeptMgr
DeptLiason
DeptMgr
DeptMgr
DeptMgr
ProjMgr
DeptLiason
DeptLiason
DeptLiason
LGC Pre-Reorg
DeptLiason
DeptMgr
DeptMgr
ProjMgr
DeptLiason
DeptLiason
DeptLiason
Testing, User Education, Logistics
Development,
Product Geoscientists
Project vs. Functional
Project
Functional
Lightweight
Heavyweight
Tiger Teams
Technology Transfer• It is a “people process”
– Transferring documentation is, at best, an auxiliary process.
– People must be in direct contact and understand each other to transfer knowledge.
– Moving people is the most effective way to move knowledge• Organizationally or Geographically
– Organizational boundaries generate different cultures which impose serious barriers to the transfer of technology.
Katz and Allen Study of Office Communication
Probability of Communication
0
0.05
0.1
0.15
0.2
0.25
0.3
0.35
0 20 40 60 80 100
Distance in Meters
Pro
bab
ilit
y o
f C
om
mu
nic
atio
n
All Pairs
IntraDepartment
IntraProject
D P
Communication Findings
• Project influence (P) is typically greater than Department influence (D)
• Communication TypesType I Coordinate Work
Type II
Maintain Knowledge
Type III
Promote Creativity• Project communication is most often
Type I, Functional communication is Type II or Type III
Summary so far
• Drivers influencing Organizational Balance– Technology change--dT/dt– Market change--dM/dt– Subsystem Interdependence--Function
– Project Interdependence-- Project
• Types of teams• Communication
How does this relate to Landmark?
• Classic Unix Products
dT/dt Low
dM/dt Med
Function
Med
Project
Med
dT/dt
dM/dt
ProjectProject
How does this relate to Landmark?
• New Paradigm
dT/dt High
dM/dt High
Function
Med
Project
Med
dT/dt
dM/dtMission
Impossible
MissionImpossible
Reno – Mission Impossible?
• Tiger team like• Short project duration• But…The overall project is long term
– Multiple iterations (Tahoe, Carson City)– Constant refactoring and introduction of
new technology will be required– Growing the teams will present challenges– Long term success will most likely require
a migration from a Tiger team to a high performance matrix
What Problems Do We See?
• One size fits all– Different Technology Maturities– Different Market Maturities– Different Integration Needs
• We are in danger of replacing product silos with functional silos
Functional view of the Matrix
Percy Barnevik, Former CEO of ABB
“The Matrix is a fact of life.“ “If you deny the formal matrix you
end up with an informal one—and that’s much harder to reckon with.”
“They (the functional and project mangers) must understand that they are complimenting each other, not competing”
Roussel: 3rd Generation R&D
“Experience in R&D organizations across all industries shows that a project manager is accepted by the line departments only if he has a budget with which to “buy” services from the line departments. Access to money confers access to control, stature, and respect.”
Organizational Challenges
• Team Issues– Create Teams
• More than just putting a group of people together
– The matrix provides flexibility for varying the Team organization balances, why not use it?
– Office proximity should be guided by project and functional team needs
– Empower Teams to Make Decisions– If Teams can’t reach a decision, make sure
that the Escalation path is efficient and well defined
Conclusions from Allen and Katz
“Analyses show higher project performance when influence over salaries and promotions is perceived as balanced between project and functional managers. Performance reaches its highest level, however, when organizational influence is centered in the project manager and influence over the technical details of the work is centered in the functional manager"
Questions?