Engineering management in a multiple-(second- and third-level) matrix organization

The functional organization is described together with several forms of matrix organizations which have been successfully implemented. Engineering management´s responsibility and contribution to the work output when the engineering organization is also matrixed for a large program are somewhat different from that in either a functional or single-matrix organization. A program-oriented second- and third-level engineering management matrix is described which was used successfully to manage over 800 engineering personnel on several major programs. The responsibilities remaining with the functional engineering organization and those unique to the matrix organization are defined. Advantages and disadvantages of this concept are discussed together with the impact of people´s behavior and the general increase of effectiveness of the company. Problems and snags in implementation and a before and after comparison, showing how things are improved by the matrix system, are also presented.