When you nurture large functions—engineering, marketing, human resources—you create an environment where important projects have to cut across the matrix and necessitate the participation of a wide variety of disconnected people. In terms of workflow, that’s like salmon swimming upstream. So how do we make sure these people do what they’re supposed to do? Enter project management. Since the team working on the project isn’t really a team, we appoint a project manager to shepherd the herd. Of course, they lack the authority to really lead the effort, because all the participants’ allegiances
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