Project-Line Interaction: JPL's Matrix

Matrix structures are common in highly technical organizations. The matrix structure is most defined by this characteristic: that most people in the enterprise have two bosses. One resides in the programmatic organizations that make direct contact with the enterprise's customers, and organize and manage work to meet customer expectations. The other boss lives in the line organizations, functional and service organizations that provide the enterprise with capability to accomplish the work. The JPL enterprise is organized as a matrix because that structure can optimize retention and development of knowledge, as well as flexibility in applying that knowledge to the programs and projects JPL conducts. A matrix is usually considered most effective for accomplishing current project and technology development work while maintaining and developing institutional capability for the future. Can programmatic and line organizations really work interdependently, to accomplish their work as a community? Does the matrix produce a culture in which individuals take personal responsibility for both immediate mission success and long-term growth? What is the secret to making a matrix enterprise actually work? This paper considers those questions, and propose that developing an effective project-line partnership demands primary attention to personal interactions among people. Many potential problems can be addressed by careful definition of roles, responsibilities, and work processes for both parts of the matrix and by deliberate and clear communication between project and line organizations and individuals