Are there projects that go pear-shaped when "matrix management" is introduced ?

Excellent question!



Matrix management is not bad in and of itself. In order for a matrix management arrangement to work, the roles and responsibilities of each of the matrix managers are well-defined. Where matrix management goes wrong is when people use it as a quick and easy way to "get everyone involved." It's the equivalent of "throwing money at the problem" (only this time it's "throwing managers at the problem").



Here's a great example from my own experience. I was a consultant of a large global consulting firm and was put in charge of a big project. I was also assigned a co-manager who was from the client organization. She had no project management experience and was scared to death. I assured her that everything was fine. I told her that I'd managed many projects and knew exactly what to do. However, she knows much more about the business and her company than I do as an outside consultant. I contribute project management experience and she contributes industry knowledge and knowledge of her organization. Together, we made a great team. My role was defined and her role was defined.



A few weeks later, the "powers that be" decided that we needed to have some technology expertise in our management team, so we were forced to add a third "manager". (By the way, this technology "expert" asked me to explain the Internet to him.) Then there were three co-managers. In reality, we didn't need the "technology expert"; the "powers that be" just didn't know what to do with him!



A little after that, yet ANOTHER subject matter expert was on the scene. Nobody knew what to do with her so they put her on my team as ANOTHER co-manager. Over several months, all four of us were NEVER in the same room. The decisions that one sub-set of managers made would be overruled by another sub-set of managers. It was nonsense (and I told my client this).



The moral of the story is this: There is a difference between a MANAGER and a SUBJECT MATTER EXPERT (SME). Just because a SME is not in a management position does not mean that their expertise will be ignored. A good project manager will ensure that the knowledge of all SMEs are integrated into the project.



I've established matrixed management situations that have been quite effective. And they're only used if they're NEEDED. Here is an example of how I usually establish matrixed management organizations...



HORIZONTAL MANAGEMENT

For big projects, there are usually several "horizontal" functions. For example, Business Analysis, Software Developers, Software Testers, Trainers, Deployment Specialists, etc. Each "horizontal" should be an expert in their area of expertise (testing, training, etc.). The "horizontal manager" need to establish standards and forms for things like software testing and training. All the testers report to the "horizontal" testing manager. All the trainers report to the "horizontal" training manager.



VERTICAL MANAGEMENT

I usually align "vertical managers" with the functional organization (such as a department). For example, the "vertical manager" who represents the Customer Service department works with business analysts, software developers and testers, trainers, etc. who affect the Customer Service department. The Customer Service "vertical manager" ensures that everything (testing, training, etc.) all comes together to serve the Customer Service department effectively. Another "vertical" manager might have the same responsibilities for the Accounting department.



Again, matrix management can be a good thing as long as roles and responsibilities are clearly defined and delineated so that people aren't bumping heads with one another. Even non-matrixed management goes wrong when people are too lazy to define roles and responsibilities carefully.



Another critical thing to make project management work is an APPROACH and a PLAN. If the horizontal managers and the vertical managers are not agreed on the approach and plan for the project, then the project needs to stop immediately before any more time and effort is wasted. The project team members should also know the difference between the horizontal manager and the vertical manager (in other words, which one to go to get proper direction).



Hope this all makes sense!



Good luck!
Are there projects that go pear-shaped when "matrix management" is introduced ?
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