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Managing Projects in a Matrix Quick Guide

Managing Projects in a Matrix Quick Guide

by Paula Martin, Cathy Cassidy

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Project leaders, rejoice!

This Quick Guide offers comprehensive guidance on managing projects in matrix organizations. The book covers solutions to common challenges, such as delivering a project without formal authority over team members, finding balance among conflicting stakeholder interests, leading effective meetings, and building high-performing teams�virtual or not. Based on the Matrix Management 2.0(TM) framework, this book explains how the role of a project leader has transformed in matrix organizations, as well as how to work collaboratively and share accountability.

Projects are planned and executed in the horizontal dimension.

In a matrix, project team members are recruited from the vertical dimension, which represents an area of expertise or a stakeholder interest, but the project is planned and executed in the horizontal dimension. As a result, the project leader/manager typically has a team composed of people who report to someone else�to a leader in the vertical dimension. This means project managers must lead their teams without having any authority over team members. This is one of the primary challenges that project managers face. The leadership skills required to manage in a matrix are very different from those required in a one-dimensional organization.

The good news, though, is that you don�t need to throw out everything you�ve learned about project management to operate two-dimensionally, but you will need to add new skills and tools to your toolbox if you want to be successful in this non-authority-based environment. Some of the challenges faced by project leaders in a matrix include:

- Leading a project when you don�t have authority over the project team members
- Getting team member and stakeholder buy-in
- Making commitments you can keep and not getting in over your head
- Developing a high-performing team when the people on the team report to someone else in the organization.

In this Quick Guide, we�ll explore how you manage projects in a matrix using the Matrix Management 2.0 operating system (MM 2.0 OS) and a collaborative approach to leading a project.

About the MM 2.0(TM) Compliant Quick Guide Series

The Quick Guide Management Series brings you the latest tools and techniques for leadership and management that are both practical and easy to apply. Read them cover-to-cover or use them as a reference to brush up on a topic or sharpen the knowledge and skills you need to be an effective matrix leader.

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Product Details

BN ID: 2940150472242
Publisher: International Matrix Management Institute, LLC
Publication date: 11/07/2014
Sold by: Barnes & Noble
Format: NOOK Book
File size: 1 MB

About the Author

Paula Martin, CMMC��MOL

Paula Martin is the CEO of the International Matrix Management Institute. She is the author of the Matrix Management 2.0� Body of Knowledge and the developer of the MM 2.0� Operating System. She is also the author of the Matrix Management Reinvented book series, and more than 10 other books on topics related to MM 2.0. Paula has worked with matrix organizations for 25 years. She has helped them define matrix structures that work, created management systems to support their business strategies, and created project systems. She has realigned and reengineered their business processes, worked with their leadership teams to enhance performance, helped them define accountability and more. As the Director of Product/Service Development for the Institute, Paula is charged with discovering and meeting the needs of matrix organizations around the globe.

Cathy Cassidy, CMMC��MOL

Cathy Cassidy is the Managing Director for the International Matrix Management Institute. She is a key contributor to the Matrix Management 2.0 Body of Knowledge, a co-developer of the MM 2.0 Operating System and the author of several books on matrix management including, The Quick Guide Management Series: Meeting Management, and, The Quick Guide Management Series: Change Accountability. Cathy has worked with matrix organizations for more than 10 years. She has helped them define horizontal governance structures, created project systems, developed collaborative leadership skills and coached leadership teams who work in the matrix. As Managing Director, Cathy is accountable for the MMI strategy and building a community of MM 2.0 practitioners.

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