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The Matrix

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?.

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The Matrix

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  1. The Matrix

  2. 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?

  3. How many of you wish that John would have chosen the BLUE pill?

  4. Tank: Download me a Matrix Management 101 Primer

  5. 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

  6. Blatant Plagiarism • More stuff

  7. Why a Matrix? • When Functional? • When Project? • What Balance?

  8. Basic Issues Influencing Organizational Structure • Knowledge Management • Systems/ • Integration • Resource Allocation • Reward • Structures

  9. Types of Knowledge • Market Knowledge • Technical Knowledge

  10. The Process of Innovation Input Output Technology Innovation Market

  11. Functional/Departmental/Input Organization Technology D1 D2 D3 D4 D5 Market

  12. Project/Output Organization Technology P1 P2 Market P3

  13. 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. Department vs. Project

  14. Matrix Organization Technology D2 D3 D4 D5 P1 Market P2 P3

  15. Matrix Organization Technology D2 D3 D4 D5 P1 Market P2 P3

  16. Program Manager Discovers the Matrix

  17. 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

  18. 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

  19. Rate of Change of Technology • If Technology is changing rapidly, then there is a need to maximize the flow of technology knowledge. Technology Innovation Market

  20. 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 Innovation Market

  21. Market and Technology Change dM/dt and dT/dt Project Mission Impossible dM/dt Either Functional dT/dt

  22. 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

  23. 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

  24. 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

  25. Integration Project Matrix Functions Either Functional Projects

  26. Functional Interdependence(function) Project dM/dt Functional dT/dt

  27. Functional Interdependence(function) Project dM/dt Functional dT/dt

  28. Project Interdependence(project) Project dM/dt Functional dT/dt

  29. Project Interdependence(project) Project dM/dt Functional dT/dt

  30. Types of Teams • Functional Teams • Lightweight Project Teams • Heavyweight Project Teams • Tiger Teams • Hybrid Teams

  31. Functional Dept Mgr Dept Mgr Dept Mgr Dept Mgr Subprojects Well defined Interfaces

  32. Lightweight Projects Dept Mgr Dept Mgr Dept Mgr Dept Mgr Proj Mgr Dept Liason Dept Liason Dept Liason Dept Liason MSF/SOLID Team Structure

  33. Heavyweight Projects Dept Mgr Dept Mgr Dept Mgr Dept Mgr Proj Mgr Dept Liason Dept Liason Dept Liason Dept Liason

  34. Tiger Teams Dept Mgr Dept Mgr Dept Mgr Dept Mgr Proj Mgr Dept Liason Dept Liason Dept Liason Dept Liason

  35. Hybrid Projects Dept Mgr Dept Mgr Dept Mgr Dept Mgr Dept Liason Dept Liason Proj Mgr Dept Liason Dept Liason

  36. LGC Pre-Reorg Dept Mgr Dept Mgr Development, Product Geoscientists Dept Liason Dept Liason Proj Mgr Dept Liason Dept Liason Testing, User Education, Logistics

  37. Project vs. Functional Project Tiger Teams Heavyweight Lightweight Functional

  38. 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.

  39. Katz and Allen Study of Office Communication

  40. D P Probability of Communication

  41. Communication Findings • Project influence (P) is typically greater than Department influence (D) • Communication Types • Project communication is most often Type I, Functional communication is Type II or Type III

  42. 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

  43. Classic Unix Products dM/dt dT/dt How does this relate to Landmark? Project

  44. New Paradigm dM/dt dT/dt How does this relate to Landmark? Mission Impossible

  45. 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

  46. 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

  47. Functional view of the Matrix

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