Ned Newton Logica plc, UK Managing programme work in a matrix environment

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 ROUTINE WORK FUNCTIONAL UNIT ROUTINE WORK FUNCTIONAL UNIT ROUTINE WORK

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

6 FUNCTIONAL UNIT FUNCTIONAL UNIT FUNCTIONAL UNIT What is matrix management?RESPONSIBILITYRESPONSIBILITY ROUTINE WORK

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

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

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

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

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

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 PROJECT Choice for how project work gets done: Import staff (staff assignments) WORK PACKAGE (TASK) Export work (tasks)

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

24 Resource allocation A centre needs to: MM anage activities (roles, tasks, project assignments, leave, training, etc) MM anage staff MM anage 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