In Chapter 3, we learned about the differences between organizing projects as dedicated teams versus organizing projects within a matrix arrangement. Dedicated project teams operate as separate units from the rest of the organization and the project manager is able to pull workers from both inside and outside the organization to work full-time on the project. On the other hand, matrix management is a hybrid organizational form in with project management is overlaid on the standing functional hierarchy. In this arrangement, workers report to both project managers and functional managers. Therefore, project managers must work with functional managers in order to balance project priorities with functional priorities.
While I would assume all of the five types of influence currencies apply in both organizational arrangements, I believe that task-related and position-related currencies may be more applicable for dedicated project team organizations and that inspiration-related, relationship-related, and personal-related currencies may be more crucial for matrix arrangements.
Task-related influences deal along the lines of resources, assistance, cooperation and information. As a dedicated project team lead, the project manager in this arrangement may have more power and ability to make decisions regarding the lending/giving of money, resources than a matrix project manager as he/she has direct control of personal. Lending or reassigning personnel to help on another project or to help a functional manager in another area may be easier. For position-related currencies, as a dedicated project team lead, the project manager is likely to have greater influence, power, or control over items such as advancement, recognition, and visibility than a matrix project manager as he/she is the direct and only manager of personnel. This would be in contrast to a matrix project manager where workers still report to their functional managers as well as the project manager.
Inspiration, relationship, and personal related currencies comprise of ideals from vision, excellence, acceptance, personal support, and gratitude. When working in a matrix arrangement, the project manager has less formal power and must rely on currencies to positively influence both workers and functional managers in his/her peer group. As there is probably more ambiguity in a matrix arrangement, it would be important for the project manager to clarify, as much as possible, how the project or tasks fit within the organization’s purpose/strategy (vision). Additionally, when working with less formal power, building friendships and positive relations are as important as ever. This can come in the form of connecting with others emotionally as well as expressing sincere gratitude. In a matrix environment, influencing others to want to work with you would be key.
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