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2 - ORGANIZATIONAL INFLUENCES AND PROJECT LIFE CYCLE

Matrix organizations, as shown in Figures 2-2 through 2-4, reflect a blend of functional and projectized
characteristics. Matrix organizations can be classified as weak, balanced, or strong depending on the relative level
of power and influence between functional and project managers. Weak matrix organizations maintain many of the
characteristics of a functional organization, and the role of the project manager is more of a coordinator or expediter. 2
A project expediter works as staff assistant and communications coordinator. The expediter cannot personally
make or enforce decisions. Project coordinators have power to make some decisions, have some authority, and
report to a higher-level manager. Strong matrix organizations have many of the characteristics of the projectized
organization, and have full-time project managers with considerable authority and full-time project administrative
staff. While the balanced matrix organization recognizes the need for a project manager, it does not provide the
project manager with the full authority over the project and project funding. Table 2-1 provides additional details of
the various matrix organizational structures.

Chief
Executive

Functional Functional Functional
Manager Manager Manager

Staff Staff Staff

Staff Staff Staff

Staff Staff Staff

Project
(Gray boxes represent staff engaged in project activities) Coordination

Figure 2-2. Weak Matrix organization

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