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    nal matrix in which the project manager, although held responsible for the whole project, has no direct line authority over the workforce. The project manager
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    Consider a company which is about to embark upon a project for the first time. A competent project manager is available, but this firm has never had to handle a complex project before, and now has to set up the most suitable organization. If asked to advise, the project manager might immediately be faced with the question that often causes much controversy: Should the company take all the key people destined to work on the project and place them under the direct management of the project manager, so that a purpose-built team will carry out the project? Or, at the other extreme: Would it be better to have a weak or balanced functional matrix in which the project manager, although held responsible for the whole project, has no direct line authority over the workforce. The project manager m
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    a complex project before, and now has to set up the most suitable organization. If asked to advise, the project manager might immediately be faced with the question that often causes much controversy: Should the company take all the key people destined to work on the project and place them under the direct management of the project manager, so that a purpose-built team will carry out the project? Or, at the other extreme: Would it be better to have a weak or balanced functional matrix in which the project manager, although held responsible for the whole project, has no direct line authority over the workforce. The project manager
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    tion that often causes much controversy: Should the company take all the key people destined to work on the project and place them under the direct management of the project manager, so that a purpose-built team will carry out the project? Or, at the other extreme: Would it be better to have a weak or balanced functional matrix in which the project manager, although held responsible for the whole project, has no direct line authority over the workforce. The project manager
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    of the project manager, so that a purpose-built team will carry out the project? Or, at the other extreme: Would it be better to have a weak or balanced functional matrix in which the project manager, although held responsible for the whole project, has no direct line authority over the workforce. The project manager
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    nal matrix in which the project manager, although held responsible for the whole project, has no direct line authority over the workforce. The project manager must then rely on the goodwill and cooperation of all the line managers for the success of the project.

    It must be said that project managers do not always enjoy the luxury of being able to organize their own workforce. They are more likely to be appointed to an organization that either exists already or has been set up specially by more senior managers. In both cases the project manager has to accept the organization as a “fait accompli.” However, someone will have the ultimate authority to choose or change the organization structure so, if only for their benefit, the arguments for and against the principal options are prese

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