Yes it is not fair to judge an organization from only one angle, in this case project management, but in fact it’s not PMI who coined the term, it is globally known as you know, at the end of the day we all seek what works, away from the methodologies wars

I do believe that the organizational structure is very important for the project manager to survive and get the project delivered, the problem is that many project managers do not try to identify the organization structure they work in before whining about not getting cooperation and resource commitments!

I hate the term matrix. Before becoming a project manager, I worked in a matrix management situation and have nothing good to say about it. Matrix is a hiss and a byword in my world!

Now to be a bit more constructive. I take exception to PMI’s use of Weak or Strong matrix. As a PM professional organization, I suppose it makes sense to judge weak or strong from a PM perspective. But I believe it’s more meaningful to judge weak or strong against the business’ needs and its model. I don’t think what PMI calls a strong matrix would be appropriate for all businesses, and if it were imposed in those environments, it would be anything but a strength.

I work in an environment where usually, the functional manager is either the PM or the PM works for that functional manager. Now, we could get into a whole other thing about the “working PM” who has other duties, but in general, this approach has helped us to keep the interests of the business, functional manager, and the PM aligned. It has a slew of other weaknesses that we could explore, of course.

It just always struck me as a little arrogant to judge weakness or strength only from a single discipline’s perspective.

simply, he is one of what I have mentioned, not a real PM.

PS: I want to justify something, this is my point of view about most of PMs that I have met till now.

Finally, Please, keep the good work up.

MAG