Working with Functional, Matrix, and Projectized Organizational Structures as a Project Manager (2024)

As a project manager, the organizational structure of where you work largely determines how you manage projects as well as your authority.

Most companies use either a functional, matrix, or projectized organizational structure. Each has strengths and weaknesses depending on factors like company size, industry, and objectives.

In this article, we’ll compare functional vs matrix vs projectized organizations to understand the key distinctions between them, as well as their pros and cons, and examples of each structure.

A knowledge of how organizational structures operate is also very important for PMP certification exam aspirants hence the article is structured to provide an understanding required to answer any questions you come across in the exam.

Types of Project Organizational Structure

An organizational structure defines how a company arranges its staff to achieve its objectives.

It establishes lines of authority and communication, allocates resources, and affects many aspects of business operations, including workflow, resource utilization, and project outcomes.

There are 3 types of organizational structures that companies generally adopt. These are functional, matrix, or projectized organizational structures which are explained in-depth in this article.

There is no one-size-fits-all approach and each of these structures has its advantages and disadvantages depending on the company size, industry, and strategic goals.

How Does a Company’s Organizational Structure Impact Project Management?

An organization’s structure directly impactsproject success in a ton of ways. It determines:

• How project resources are allocated
• The level ofauthoritygranted toproject managers
• Efficiency of decision-making and governance
• Collaboration and information flow
• Project budgetoversight and spending

Functional Organizational Structure

In a functional organization, the company is divided into different functional areas, such as IT, finance, marketing, sales, HR, etc.

It has tall hierarchies with narrow spans of control and communication moves vertically within siloed units.

Each department works independently and is led by a department manager who reports to the top management.

In this type of setup, projects are usually managed within the functional unit and project resources are likely to report to their functional manager who has the highest authority and decision-making power.

This structure is common in organizations where projects often serve the ongoing operations of the company

Functional structures promote specialization as employees build expertise in their field by repeating similar tasks with their focus aligned with their department’s singular purpose.

For organizations operating a functional structure, project managershave limitedauthority and cannot dictate resource usage across functions. This role is sometimes fulfilled by a project coordinator or expeditor.

When to Use Functional Organizational Structure

Functional organizations leverage skill specialization and consistency and suit simple, stable environments focused on core competencies.

Industries like manufacturing and insurance often use functional structures.

Here are some specific situations where functional organizational models thrive:

• Organizationswith little change in offerings or processes
• Mature industries with established practices
• Companiesfocused on efficiency and core expertise
• Businesses with single or low variety products
• Environmentswith low innovation and simple operations

Advantages and Disadvantages of Functional Organizational Structures

Functional organizationshave these key advantages:

• Promotes skill development within functions
• Achieves efficiencies from repetitive work
• Clear structure with a single chain of command
• Simpler coordination within functions
• Functional managers control resources and budgets

Conversely, functional models present these disadvantages:

• Communication limited across functional silos
• Delayed responses to change
• Limited collaboration across departments
• Resource duplication across units
• Constrained overview of organizational objectives
• Project managershave little to no realauthority

Projectized Organizational Structure

In a projectized organization, the organization is structured around projects. That means the team is assembled to complete a project.

In projectized models, theproject managerhas completeauthorityover the project. They make resource allocation decisions and manage the budget while the project team focuses solely on their project with no competing priorities.

Once projects end, resources are reassigned to new teams. Projectized organizations maintain a small support staff to handle functions like legal, HR, and facilities. However, most employees are dedicated to project work.

Communication flows horizontally between team members, with the project manager as the hub. Vertical hierarchies are flat, with just project sponsors or executives above the project manager.

This structure is common in consultancies, construction, and other fields where a team comes together to accomplish a defined project and then moves on to different projects.

When to Use Projectized Organizational Structure

Projectized organizations suit environments focused on projects versus core operations. Industries like construction, consulting, and software development commonly use projectized approaches.

Specific situations where projectized models excel include:

• Organizations with primarily project-based work
• Businesses that change objectives frequently
• Short-term projects with a defined lifespan
• Environments with many unique deliverables
• Companies requiring cross-functional collaboration

Advantages and Disadvantages of Projectized Organizational Structure

Projectized organizationshave these key advantages:

• Strong alignment and focus on project objectives
• Project managershave significantauthorityover resources
• Adaptable to changing priorities
• Facilitates cross-functional collaboration
• Resources 100% dedicated to projects

On the other hand, projectized models have the following drawbacks:

• Higher resource costs from dedicated staff
• Resource redundancies across projects
• Lack of long-term career development
• Little skill specialization
• Loss of knowledge when the project concludes
• Need some non-projectized support functions

Matrix Organizational Structure

The matrix structure is a blend of functional and projectized structures. In a matrix organization, team members report to both a functional manager and one or more project managers.

Communication flows vertically and horizontally in this organizational structure as employees collaborate and share knowledge across functions and teams.

Since the team members report to more than 1 manager, the amount ofauthoritydivided between the two managers defines the type of matrix.

There are 3 types of matrix organizational structures:

• Weak Matrix:The functional managerhas the prime authority
• Balanced Matrix: The authority shared equally
• Strong Matrix:The project managerhas the prime authority

The weak matrixresembles functional structures where project managersact as coordinators with limited power while the strong matrixhas features of projectized models with empoweredproject managers.

When to Use Matrix Organizational Structure

Matrix organizations provide flexibility, enabling companies to shift resources as needs evolve. Tech, construction, and professional services commonly use matrix approaches.

Specific situations where a matrix structure may be best include:

• Organizations requiring cross-functional collaboration
• Businesses needing to quickly reprioritize resources
• Large or complex projects requiring multiple skill sets
• Companies with high volumes of varied projects
• Dynamic industries that need responsiveness to change

Advantages and Disadvantages of Matrix Organizations

Here are some key advantages of matrix organizations:

• Flexibility to deploy resources across functions and projects
• Ability to prioritize needs and share talent
• Promotes cross-functional communication and collaboration
• Project-specific focus while maintaining functional skills

Conversely, here are some drawbacks of matrix organizational structures:

• Complex dual reporting relationships
• Role confusion from multiple managers
• Power struggles between functional and project managers
• Resource conflict across departments and projects
• Lack of ownership and accountability

Functional vs Matrix vs Projectized Organizations Comparison

Now you have a deeper understanding of the 3 types of organizational structures in project management, let’s do a head-to-head comparison to highlight the key differences between them:

1. Definition

A functional organization is an organization where staff are grouped by areas of specialization and managed by a person with expertise in that area.

In a projectized organization, teams are formed to achieve specific projects and are led by a project manager.

While a matrix organization combines aspects of both functional and projectized structures such that team members report to both a functional manager and one or more project managers.

2. Project Manager Authority

In a functional organization, the authority lies with the functional manager, while the project manager has full authority in a projectized organization.

In matrix organizations, the project manager shares authority with functional managers.

3. Resource Allocation

Resources are controlled by functional managers and are assigned to projects as needed in functional organizations.

Resources are dedicated to specific projects in projectized organizations, while resources are shared across both projects and functional work in matrix organizations.

4. Communication

Communication in functional organizations mainly happens within the same functional area.

On the other hand, communication in projectized organizations is project-focused and happens across the organization. While communication happens both within functional areas and across projects in matrix organizations.

5. Project Management Emphasis

In functional organizations, the focus is more on functional work and less on projects while the entire organization is focused on projects in projectized organizations.

Project management is important in matrix organizations, but so is ongoing functional work.

What Should Be Considered When Choosing a Type of Project Organization?

For a company or business, selecting anorganizational structureinvolves weighing many complex factors as there is no ideal model for every company. Leaders must align the structure to the business context and strategic goals.

There are key factors to consider and these include:

• Company Size: Small firms can use functional models, while large enterprises typically need matrix or projectized approaches.
• Project Diversity: A greater variety of projects benefits from projectized or matrix structures.
• Industry Characteristics: Dynamic industries like tech prefer projectized and matrix approaches, while stable industries like manufacturing favor functional.
• Business Objectives: Firms focused on efficiency may choose functional, while those emphasizing innovation need projectized or matrix.
• Resource Flexibility: Projectized and matrix models allow resources to be deployed rapidly.
• Life Cycle Needs: Functional structures work for steady-state operations, while projectized structures suit defined project lifecycles.
• Interdependencies: Matrix models allow managing dependencies between functions and projects.
• Project Manager Authority: Projectized and strong matrix organizational structures provide the most empowered project managers.

Implementing Organizational Change

Transitioning from oneorganizational structureto another is a major undertaking. Therefore, leaders must carefully plan and manage the change to minimize disruption.

Some of the key challenges when changingorganizational structuresinclude:

• Employee Resistance: Staff may resist new reporting relationships, responsibilities, or power dynamics.
• Leadership Alignment: Executives and managers must fully support the changes for success.
• Process Disruption: Existing workflows may break before new processes are established.
• Resource Confusion: Staff may be unsure where to focus efforts with new priorities.
• Power Vacuums: New decision-making authority may be unclear at first.

Change Management Best Practices

With careful preparation, communication, and support, companies can implement majororganizational restructuringwith less disruption and better results.

To promote an orderly, sustainable transition, follow these change management best practices:

• Communicate Early and Often: Transparent communication helps to reduce uncertainty.
• Provide Training: Equip employees with skills for the new structure and processes.
• Define Roles and Responsibilities: Document exactly who makes which decisions in the new model.
• Phase Rollout: Transition functions one at a time rather than all at once.
• Celebrate Wins: Recognize successful adaptations to reinforce the change.

Conclusion

Theorganizational structurehas profound impacts onproject executionand business performance. Hence companies must align their structure with objectives, industry demands, stage of maturity, and overall corporate strategy.

While functionalorganizations promote specialized expertise and operational stability,projectizedmodels allow flexibility and cross-functional teamwork, andmatrixstructures balance functional depth and project responsiveness.

Organizational leaders must analyze their context and select the model that best fits company size, project diversity, rate of change, and strategic goals as no single structure works universally.

Adapting theorganizational designover time is crucial as the business evolves. With these insights, companies can optimizeorganizational structurefor enhancing project and operational success.