Caveats of being a Project Manager in Matrix organization

Scenario: PM working in a Matrix organization:

There are few caveats or disadvantages in this role and organizational position.
The PM is moving from one project to another and thus will not have mastery of any single platform or product. Because of this he/she will tend to be seen as a facilitator or coordinator. Unfortunately it is forgotten that facilitating and coordination is a key task and competancy of PM.

PM is sharing the responsibility and powers with Functional Manager or Tech lead. Essentially there will be a lot of overlap of work with PM taking most of the responsibility of co-ordinating, HR management and budget management, issue management, risk management, communications management work. The Functional Manager and Tech lead can also claim that he/she was doing the same things that PM said he/she did. So then how do external evaluators within the firm differentiate between what was the contribution of a PM viz-a-viz Functional Manager/Tech lead.

If there is a multi year program. If a Program Manager takes and runs this on-going successful program, then this Program Manager will be asked what did he/she do differently? Keeping and ensuring a success of a successful program or project is not considered enough by many.

People understand and identify products, application platforms so they can understand and rate an Functional Managers competancy, but are not exactly sure how to evaluate a project managers competancy.

Projects within a firm are not a choice of PM. Case being a PM finishes a $1mil project first and then is handed over a responsibility of $500K project. Does this mean that PM is less competent. But if this happens during a performance evaluation time window, then it adversly impacts PM's promotion or pay.

PM within a strong matrix or balanced matrix is working with lot of senior managers and stakeholders. On paper it does seem that it provides PM an opportunity to connect to these people. But when the promotion and pay raises are being considered think who will get a preference. Members of the Functional Managers team or PM who may have done 2 projects for that functional manager? Same will be the case for other stakeholders too. They have more stake to give promotion to people in their teams with whom they will be constantly working instead of a PM who works off and on some of their projects.

Unless an organization has a clear career path for PM and Program manager, it makes it very challenging for PM or Program manager to get promoted or get a pay raise.

A PM or Program Manager runs Project after Project or Program after Program.He/she keeps on doing it as that is the job. At the time of promotion or pay raise, one can question - this person has been doing projects what did he/she do different? Mentioning Scope/Schedule/Cost/Quality are good but would seem repetative and thus a perception that this person is just repeating and doing the same things again and again. When Project of Program benefit is mentioned, the audience feels that it is not PM that did the work, it is the team on the ground that did the work. So here also PM seems to be at an disadvantage. Think of it from a Functional Manager perspective, this person owns the product of the project after the project is complete. Audience in this person's assessment will feel that this person is responsible for the creation and maintaining the product and thus apparently seems to be better suited for promotion/pay raise.

Generally a PM is selected for a project. PM is usually not in a position to select a project. So depending on the size of the project, the team may be 5 people or 50 people. When a PM is evaluated for promotion, the evaluators are not able to clearly attribute or decide on what is number of people that a PM can and is managing. While for a functional manager this number is well known and generally more the number of people you manage better your chances of getting promotion and pay raise.

Performance Review for a Project Manager

Knowledge of Work
Definition:
The employee’s technical knowledge of job functions they are required to perform and the general understanding of the policies, procedures and processes as they relate to the overall mission of the organization. This component should also address the employee’s ability to obtain new skills and further develop his or her existing skills through attending and successfully completing optional or required training as well as the employee’s ability and willingness to share knowledge with team members.


Guidelines for Developing
Performance Objectives:
Successfully complete formal training sessions and fulfill prescribed continuing education requirements. Train other staff on policies and procedures or use of equipment. Obtain required certifications or licenses. Use expertise to make a work process more efficient by reducing costs, reducing lead times and/or improving accuracy. Be aware of and use available resources to find answers, solutions and ideas.




Situational Responsiveness
Definition:
This component addresses the employee’s skills and abilities to respond to internal and external stakeholders, develop and maintain effective relationships, respond to inquiries and circumstances as necessary, as well as the employee’s ability to tolerate stressful situations, adapt to changes and remain alert and aware of his or her surroundings. This includes the employee’s proficiency
and accuracy of written and verbal communication, as well as the employee’s ability to maintain the correct balance between tact and firmness. Objectives for this component can vary depending on the focus of the particular position. This component encompasses the performance related accomplishments and problems typically associated with the employee’s work attitude and demeanor that can often be difficult to objectively evaluate on their own. This is the broadest component and provides an opportunity to consider the employee’s ability to exhibit stability and consistency of performance under pressure, challenge, opposition, confrontation, heavy workload, criticism and changing priorities.

Guidelines for Developing
Performance
Objectives:
Responds to/tracks customer complaints/concerns. Maintains appointment schedules to reduce wait times. Effectively communicates with family members of clients/residents/inmates. Exhibits a willingness to work in a team. Communicates openly and honestly with superiors, peers and subordinates. Actively listens to new ideas. Understands and values diversity in the workplace. Maintains a professional attitude when receiving new assignments. Remains calm in tense situations. Delivers negative feedback in a constructive and private manner. Ability to shift focus based on the priorities of the organization/team. Accepts constructive feedback. Contributes and listens during meetings and group discussions. Remains cognizant of potential security issues. Proactively addresses health and safety risks prior to injuries.



Initiative
Definition:
This component addresses the employee’s ability and desire to actively seek out new solutions, tasks, opportunities or development that improve the organization’s ability to accomplish its mission in a more effective and efficient manner as well as improve the employee’s value to the organization by furthering his or her own professional development

Guidelines for Developing Performance
Objectives:
Seeks to assist team members and supervisors beyond the regular position requirements. Looks for opportunities to improve processes that lead to reduced costs, reduced lead times and/or increased accuracy. Acts independently without specific instruction, as appropriate. Remains results oriented, where applicable. Notices problems and develop options for potential solutions.



Leadership
Definition:
Addresses the employee’s ability to effectively motivate, direct and enhance the performance of staff

Guidelines for Developing Performance Objectives:
Clearly communicates directions but allows staff to complete assigned work. Delegates effectively. Provides a motivating atmosphere that encourages direct reports, peers and other team members to perform successfully. Identifies and provides professional development opportunities for staff. Does not avoid necessary unpleasant discussions and actions


Management Skills
Definition:
Addresses the employee’s ability to oversee a process or project; the ability to organize, plan and strategize; exhibit judgment and independent discretion; and use resources effectively.

Guidelines for Developing Performance Objectives:
Clearly assigns and identifies areas of responsibility for all staff. Sets clear objectives and measures. Monitors processes, progress and results. Clearly sets and communicates priorities. Makes timely and consistent decisions that lead to favorable results. Probes multiple sources to obtain answers. Objectively evaluates data and information without allowing expected or desired outcomes
to bias analysis. Effectively manages time of self and others. Avoids duplication or redundancies of work. Regularly seeks out opportunities to reduce operating costs without decreasing services.
Ensures staff is able to obtain necessary supplies, equipment and training.

Proactive approach – Drive, impact and learning

I am relentlessly curious and challenge the status quo to drive ongoing improvements. I proactively reach out to my clients and colleagues to generate solutions before being asked. I seek continuous progress, have an entrepreneurial spirit and act on feedback and experience with precision and speed.
I am passionate about my work and consistently strive to achieve the best outcomes.

People leadership – Leadership and teamwork I assume leadership and take accountability for setting a clear direction and executing the bank’s strategy. I foster collaboration within and across teams, divisions and regions, and integrate different viewpoints. I seek to inspire and motivate and to create an environment where people from many diverse backgrounds can all excel. I foster an inclusive approach, empower people to take responsibility and give high priority to the development of our people.

Principled behavior – Ethics, risk, control and disciplined execution I strictly adhere to our Code of Conduct, uphold the compliance, risk and control standards of the bank, and put the interests of the bank and our clients before my own personal interests. I have the courage to stand firm and follow the right path. I am diligent, disciplined and reliable and consistently strive for the highest quality. I always promote and consider operational efficiency in business decisions, resulting in the optimal use of the bank’s resources.

Partnership – Deep and lasting client and colleague relationships I understand the needs of my clients and act as their champion, and I treat my fellow employees as my partners. Focusing on the long term, I relentlessly strive to build trusting, sustainable relationships with my clients and internal partners and communicate effectively through convincing arguments
and skillful negotiation. I bring the best of myself and the bank to my clients and internal partners and provide the best possible solutions that go beyond their expectations.

Professional skills – Functional expertise and problem solving I work hard to be amongst the very best in my field and generously share my time and knowledge with colleagues across the bank. I identify key issues, offer deep insights and make sound judgments. I develop creative and effective solutions that are feasible and fit their intended purpose.