Roles and Responsibilities
PMAP identifies the following components in the role structure for accomplishing a project: project sponsorship, project ownership, project management, the project team, subject matter experts, a matrix relationship to resource managers (see Matrix Management Framework section, below), and the transition to operations management. The Project Organization diagram below illustrates a typical PMAP project organization structure, click on the boxes for more information on the roles and responsibilities.
Roles and responsibilities vary from project to project and should be adapted based on the guidelines in this chapter. Depending on the size of the project and effort estimated for a role or set of roles, a single individual may be allocated to fill multiple roles
Project Organization (Clickable Image)
Matrix Management Framework
PMAP exists within ISC's matrix management framework, which allows ISC to draw expertise from many areas to accomplish a project. For the duration of a project, the project manager is accountable to the project sponsors and owners for achieving the project objectives, and the team members are accountable to the project manager. At the same time, the project manager and team members continue to report to resource managers within their permanent line organizations.
Project vs. Resource Management leadership
While all ISC units use matrix management, they vary in interpreting and implementing that framework. In some areas of ISC, team members work almost full-time on one project at a time under the direction of the leadership of that project. In other areas of ISC, team members may devote only a fraction of their time to a given project. ISC Resource Managers in these areas have a more direct role in establishing priorities and allocating effort.
Project Management: In general, project managers focus on accomplishing the project and on coordinating activities among the organizations that provide resources.
Resource Management: In general, resource managers are responsible for the quality of their organization's work in support of the project and for ensuring that team members have the tools and methodological skills necessary to carry out their responsibilities on the project.
Matrix Management Success Factors
Matrix management is flexible and cost-effective. At the same time, it sets up structural tensions between the project managers who need resources and the resource managers who need control over their own organizations. These organizations are impacted when resources are assigned to projects. For matrix management to work, the project manager, project sponsors or project owners, and resource managers must perform the following actions:
- Communicate regularly, clarifying agreements, and assumptions.
- Settle issues, such as time accounting, and balance team members' other activities to keep the total workload manageable.
- Work out ways to settle conflict. When necessary, issues should be escalated to the appropriate higher level.