1. Working Effectively with Line Managers
Dr. Sanjay Garg
Chief, Controls and Dynamics Branch
Ph: (216) 433-2685
FAX: (216) 433-8990
email: sanjay.garg@nasa.gov
http://www.lerc.nasa.gov/WWW/cdtb
Presented at: NASA PM Challenge 2011, Feb. 9-10, 2011
Long Beach, CA
Glenn Research Center
Controls and Dynamics Branch at Lewis Field

2. Outline
 Matrix Organization – Purpose and Challenges
 Role of a Line Manager
 Role of a Project Manager
 Effective Partnership Between LM and PM
 Dos and Don’ts of PM – LM Perspective
 Dos and Don’ts of LM – PM Perspective Discussion
 Summary
Disclaimer: My knowledge of Project Management and PM Role is based on
my limited experience in working with PMs in the Aeronautics Research and
Space Exploration Technology Development projects, and a week long Project
Management class I had early in my career.
Glenn Research Center
Controls and Dynamics Branch at Lewis Field

3. Matrix Organization
Mission
Center
Program Program Directorate Directorate
1 2 1 2
Division Division
Project Project Perform Task, Provide A B
A B People, Facilities
Branch Branch Branch
X Y Z
Sub-
Project X
Define Goals,
Allocate Sub-
Resources – Project Y
FTEs, $s
Sub-
Project Z
Focus is on interaction at the task performance level
where “the rubber hits the road”
Glenn Research Center
Controls and Dynamics Branch at Lewis Field

4. Matrix Organization: NASA Example
Framework for ARMD Program Management Structure
and working Relationships with Performing Centers
Program Chain Center Chain
Center Director is responsible
for implementation of program
AA Step 6 - Approval at center, and could delegate
that authority as appropriate
Step 5 - Negotiate Program
PD Plan signed by PD and Center CD
Director
Step 4 - Approval
PI POC
Project Step 3 - Negotiate Project
Plan signed by PI, PM, and
Managem Center
Center POC
ent PS PM Project
Team Management
Support
Step 2 - Approval
API Division Mgr
Associa Step 1 - Negotiate Task Plan
te signed by API, APM, and
Division/Branch Manager Branch Mgr
Project
Managem
APM
ent
Team
Chain of Command

5. Why Matrix Organization?
 Matrix Organization Structure came about in the early 1970s as a
way of combining the best of the Functional and Product
organizations
 NASA was the first organization to design and implement a
formal matrix structure for its space program (Encyclopedia
of Business, 2nd ed.
 Functional Organization: Departmentalize the work force and
other resources by key functions/disciplines
 Results in efficient specialization of labor, easy to
comprehend, roles responsibilities are clearly defined,
reduces duplication of work
 Can lead to “silos”, departments become self-serving, poor
communication across the organization
 Product Organization: Semiautonomous units and profit centers
based on activities, or “projects”
 Increases accountability – direct relation between activity and
objective, decentralized decision making, loyalty to the
project
 Can lead to duplication of effort, lack of communication
across units
 Matrix Organization – Agile, responsive to shifting priorities,
focused on company goals, maintains discipline specialization
Glenn Research Center
Controls and Dynamics Branch at Lewis Field

6. Matrix Organization – Pros & Cons
Strengths:
 Flexibility - facilitates rapid response to changes
 Improves communication and creates efficient exchange of
information – people across various departments are working on
common goals and information is exchanged both horizontally and
vertically
 More efficient use of resources – highly specialized skills and
equipment can be shared across multiple objectives.
 Improved motivation – empowered teams have direct impact on
day to day decisions and have greater commitment to the goals
Weaknesses:
 Confusion about who is in charge – staff perceives having too
many “bosses”
 Constant conflict about roles and responsibilities
 Complex and sometimes duplicative reporting requirements
 Conflicting goals (Line and Project) creates interpersonal conflict
and “finger pointing”
 Increased costs – more managers and more reporting
Glenn Research Center
Controls and Dynamics Branch at Lewis Field

7. Matrix Organization
What can go wrong?
From “Project Management – A Systems Approach to Planning, Scheduling and
Controlling” by Harold Kerzner. Figure author unknown
Glenn Research Center
Controls and Dynamics Branch at Lewis Field

8. Line Manager Role
Upward Responsibility
• Provide information as requested
• Participate in management team activities
– workforce planning, addressing issues
such as office/lab space, strategic direction
of the work group, etc.
• Keep management informed of issues and
Organizational Responsibility seek guidance on critical issues Customer Responsibility
• Maintain awareness of organization • Maintain effective communication
structure and ensure work group’s with the customers and respond
activities are aligned with organization appropriately to any issues
goals. • Understand customer needs and
• Keep up to date on the latest Line Manager assist work-group members in
developments in the group’s area of developing task plans that are
expertise responsive to customer needs
• Establish collaborative relationship with • Ensure work-group activities are
other groups within the organization consistent with customer needs
• Establish collaborative relationship with
external organizations – govt. agencies, People Responsibility
industry and academia • Ensure that Safety is the first priority in all of the
• Ensure broad dissemination of work group’s work
group’s activities and accomplishments • Ensure each staff member has meaningful work,
within the appropriate technical and responsibilities are aligned with skills Need for strong
community • Ensure current work is aligned with long term LM/PM
• Ensure that the work group's resources objectives for the work group Collaborative
(people, lab, facilities) are adequate to • Take active role in skills and career development of Partnership
meet current and future needs each staff member
• Ensure employees receive appropriate recognition
for their accomplishments
• Ensure employee performance level is
commensurate with their skills and capabilities
• Listen actively to employee issues and put the best
effort in addressing them
• Treat employees equitably and fairly
© Copyright Garg R&D Solutions LLC – no portions can be reproduced or used for any commercial purposes without prior permission

9. Project Manager Role
 “The project manager’s role in a nutshell is the overall responsibility for
the successful planning, execution, control and closure of a project”
 PM role can conceptually also be defined along 4 responsibility lines:
Upward Responsibility:
• Report out on project progress, issues
• Implement changes as directed
Process Responsibility:
• Identifying, tracking, managing and resolving project issues – budget,
people, schedule etc.
• Defining metrics to track project progress and ensure that deliverables are
acceptable
• Managing overall schedule to ensure work is assigned and completed on
time and within budget
People Responsibility:
• Ensuring that the project is properly staffed with the right skill mix
• Leadership skills – having teams, individuals work towards the project
goals
Organizational Responsibility:
• Stay proficient in the skills needed for successful execution of project
• Maintain open communication and collaborative relationship with line
management
Glenn Research Center
Controls and Dynamics Branch at Lewis Field

10. Top 10 Qualities of a Project Manager*
 Inspires Shared Vision
 Good Communicator
 Integrity
 Enthusiasm
 Empathy
 Competence
 Ability to Delegate Tasks
 Cool Under Pressure
 Team-Building Skills
 Problem Solving Skills
How are these different from the Top 10 Qualities of a Line Manager?
* From PROJECTSMART.CO.UK – by Timothy R. Barry
Glenn Research Center
Controls and Dynamics Branch at Lewis Field

11. LM vs. PM
Topic Area Project Manager Line Manager
People - Treat as just another resource, - Consider the person as a whole,
pay only for what is needed consider long term career objectives
- Want “ready” skills - Develop skills through training
Metrics - Limited to specific project - Project milestones PLUS
milestones, deliverables organizational goals eg. Publications
Facilities - Pay only for what is needed for - Need to cover complete operational
the project costs
Scope - Near term, pay for only those - Long term health of the organization
technologies needed to meet the - Development of core technology
project goals capability to support future projects
• The apparent differences in Objectives can lead to conflict between Project
Manager and Line Manager – an “US vs. THEM” Culture
• Detrimental to Project and ultimately to the Organization as a whole
Glenn Research Center
Controls and Dynamics Branch at Lewis Field

12. The Case for LM/PM Collaboration
 A Collaborative Partnership between Line Managers and Project
Managers can:
 Leverage the strengths of the Matrix Organization to the Max
 Minimize the impact of weaknesses of the Matrix Organization
 Create a “Balanced Matrix” where LM/PM are working in harmony
to cchieve Project and Organization Goals
 What a Line Manager brings to the Partnership:
 Knowledge of the discipline work being done across Projects
 Help leverage the investment across projects
 Assess how changes in one Project might impact another
Project
 Discipline expertise and technical knowledge to ensure that Project
Goals are achievable within allocated resources
 Knowledge to assign the right people to the Project
 Balance Project Goals with individual interests, skills and
career objectives
 Manage the performance of the technical staff to ensure Project
Goals are being met
 Broad Organizational knowledge to be able to identify and help
address issues in a timely manner
Glenn Research Center
Controls and Dynamics Branch at Lewis Field

13. LM/PM Collaboration – Motivating the Technical Staff
Motivated Staff Achieves Results
• Top Motivators of Scientists and the Technical Staff
- Acknowledgement, Recognition & Respect
- Trust, Freedom & Independence
- Growth & Development: Tech & Touch
- Meaningful & Challenging Work
- Empowerment & Control: Decision Making/Recommendary Authority
- To be Listened to & Taken Seriously
- Supportive Relationships
- Sufficient Resources to Accomplish Goals
- Self Actualization
• Only by Working Collaboratively Can the Line Manager and Project Manager
Expect to Keep the Staff Motivated
• Neither can Achieve this by Themselves
Glenn Research Center
Controls and Dynamics Branch at Lewis Field

14. Characteristics of a Healthy LM/PM Collaboration
 A Collaborative Partnership between Line Managers and Project
Managers can:
 Leverage the strengths of the Matrix Organization to the Max
 Minimize the impact of weaknesses of the Matrix Organization
 Create a “Balanced Matrix” where LM/PM are working in harmony
to cchieve Project and Organization Goals
Glenn Research Center
Controls and Dynamics Branch at Lewis Field

15. Dos and Don’ts of PM – LM Perspective
This chart will provide a LM perspective on what
they will like to see the PM do (emphasize in the
collaborative partnership) and things that PM
should not do
Glenn Research Center
Controls and Dynamics Branch at Lewis Field

16. Dos and Don’ts of LM – PM Perspective
This chart will be used interactively to get the PM
perspective on what they will like to see the LM
do and what they don’t want LM doing. An intial
list will be provided based on my discussions with
the PMs that we work with.
Glenn Research Center
Controls and Dynamics Branch at Lewis Field

17. Summary
The Summary chart will list the major benefits of
LM/PM collaboration and will summarize the key
expectations of each other to develop and
maintain a strong partnership
Glenn Research Center
Controls and Dynamics Branch at Lewis Field