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Ned Newton Logica plc , UK nednewton@lineone

Managing programme work in a matrix environment. Ned Newton Logica plc , UK nednewton@lineone.net. Background. Non-project work in programmes Assignment of people to teams Subcontracting work Effective and efficient unit management Matrix management ?. Topics. What is matrix management?

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Ned Newton Logica plc , UK nednewton@lineone

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  1. Managingprogramme work in a matrix environment Ned Newton Logica plc, UK nednewton@lineone.net

  2. Background • Non-project work in programmes • Assignment of people to teams • Subcontracting work • Effective and efficient unit management • Matrix management ?

  3. Topics • What is matrix management? • Matrix management issues • Centre management • GCHQ case study

  4. What is matrix management? LINE MANAGEMENT FUNCTIONAL UNIT FUNCTIONAL UNIT FUNCTIONAL UNIT ROUTINE WORK ROUTINE WORK ROUTINE WORK

  5. What is matrix management? WORK FUNCTIONAL UNIT FUNCTIONAL UNIT FUNCTIONAL UNIT ROUTINE WORK ROUTINE WORK ROUTINE WORK

  6. What is matrix management? RESPONSIBILITY FUNCTIONAL UNIT FUNCTIONAL UNIT FUNCTIONAL UNIT ROUTINE WORK ROUTINE WORK ROUTINE WORK

  7. What is matrix management? FUNCTIONAL UNIT FUNCTIONAL UNIT FUNCTIONAL UNIT PROJECT ROUTINE WORK ROUTINE WORK ROUTINE WORK PROJECT PROJECT PROJECT PROJECT

  8. What is matrix management? FUNCTIONAL UNIT FUNCTIONAL UNIT FUNCTIONAL UNIT PROJECT PROJECT PROJECT ROUTINE WORK ROUTINE WORK ROUTINE WORK

  9. What is matrix management? WORK & RESOURCE ALLOCATION RESPONSIBILITY FUNCTIONAL UNIT FUNCTIONAL UNIT FUNCTIONAL UNIT ? ? ? ? Priority changes ? What about absence ? Until job is done or time is up ? PROJECT Person or skills ? Line Manager ? Project Manager ? ROUTINE WORK ROUTINE WORK ROUTINE WORK

  10. Impact • inefficient use of resources • internal conflict and stress for those involved • difficulty in meeting functional responsibilities • difficulty in delivering programmes & projects as planned

  11. Centre Management • Functional unit called a ‘Centre’ • Centre Manager • Centre Team • Designed for the matrix • Undertakes: • Assignment of staff to a project • Execution of work packages (tasks) • Execution of routine work (roles)

  12. Centre Management FUNCTIONAL UNIT CENTRE REAL PROJECT EXECUTE A WORK PACKAGE AS A ‘TASK’ ASSIGNMENT OF STAFF TO ‘PROJECT TEAM’ EXECUTE ROUTINE WORK AS A ‘ROLE’ FUNCTIONAL UNIT FUNCTIONAL UNIT ROUTINE WORK

  13. Centre Management Environment for Centre Management: 1. Real Projects 2. Assignment of staff to a project team 3. Execution of a work packages (task) 4. Execution of routine work (role)

  14. 1. Real projects • Main project method (like PRINCE 2) • Re-badge other work: • Work packages • Routine work

  15. 2. Assignment of staff to projects An agreement for: • A given person • For a number of days • Over a calendar period • With any provisos To join the ‘Project Team’

  16. 3. Execution of work packages An agreement to: • Execute a work package • On behalf of a project • To an agreed work package description: • product descriptions • resource usage • timescales • reporting requirements • approved budget Known as a ‘Task’

  17. 4. Execution of routine work An agreement to: • Execute routine work • Throughout the year • For a sponsor • To an agreed authorisation: • description of work • resource usage • quality • reporting requirements • approved budget Known as a ‘Role’

  18. Centre Management Environment for Centre Management: 1. Real Projects 2. Assignment of staff to a project team 3. Execution of work packages (task) 4. Execution of routine work (role)

  19. Resource allocation STAFF ASSIGNMENT AGREEMENT ASSIGNED PERSON CENTRE MANAGER PROJECT MANAGER CENTRE STAFF PROJECT TEAM TASK TEAM TASK TEAM TASK TEAM TASK TEAM ROLE TEAM ROLE TEAM ROLE TEAM ROLE TEAM

  20. Execution of work ROLE AGREEMENT WORK PACKAGE AGREEMENT CENTRE WORK TASK TASK PRODUCTS ROLE ROLE OUTPUT SPONSOR CENTRE MANAGER PROJECT MANAGER WORK EXECUTED BY PROJECT TEAM

  21. Centre Manager responsibilities • Undertake roles throughout year • Undertake tasks for programmes / projects • Assign people to programme / project teams • Planning centre’s work to: • deliver above as agreed • use resources efficiently

  22. Project work WORK PACKAGE (TASK) Choiceforhowprojectworkgetsdone: • Import staff (staff assignments) • Export work (tasks) PROJECT

  23. Matrix management by design CENTRE FUNCTIONAL UNIT FUNCTIONAL UNIT PROJECT ROUTINE WORK ROUTINE WORK ROUTINE WORK

  24. Resource allocation A centre needs to: • Manage activities (roles, tasks, project assignments, leave, training, etc) • Manage staff • Manage commitments of staff against activities

  25. Centre Management IT Support A system to: • Record activities (roles, tasks, project assignments, leave, training, etc) • Record staff • Record commitments of staff against activities • Produce outlooks (by activity / staff) • Compare timesheet actuals with outlooks

  26. GCHQ • Part of the UK’s intelligence and security services • Origins in work to crack the German’s Enigma Code • Technical area employs over 1000 staff in 14 functional areas • Over 200 projects and a range of services

  27. Matrix management at GCHQ • People work on more than one project • And have responsibilities for routine work • History of over-committing functional areas • PRINCE 1

  28. Centre Management at GCHQ Centre Management implemented alongside: • PRINCE 2 • Managing Successful Programmes 1999 • Professionalisation of project managers • Integrated MIS

  29. Centre Management at GCHQ Database for Centre Management support: • People • Activities • Commitments (People against Activities) • Actuals from timesheets • Range of reports

  30. Centre Management at GCHQ

  31. Benefits at GCHQ • Establish core specialist teams • Being part of a permanent team • Helps clarify who is working on a project • Rationalised projects • Roles define and quantify routine work • Customer / supplier relationship

  32. Benefits at GCHQ • In one pilot area, the increase in work throughput with the same resources has been estimated at 30%. Although more modest improvements are expected overall, even a 3% improvement in the use of resources would represent 30 additional staff, or an efficiency gain on the salary bill of over £1M p.a. 

  33. Conclusion - 1 • Organisations end up with matrix management • Which leads to problems with resource allocation and responsibility for work • And matrix management is blamed

  34. Conclusion - 2 • Centre Management is matrix management by design • It provides: • assignment of staff to project teams • execution of work packages - tasks • execution of routine work - roles • efficient and effective use of resources • allows all work to be planned, authorised and accounted for

  35. Conclusion - 3 • Centre Management at GCHQ has delivered a range of benefits • Confirming that matrix management is a positive advantage • Not an excuse for things going wrong

  36. End

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