本文探讨了三种常见的组织结构——职能型、项目型和矩阵型的优缺点。职能型结构中，团队成员的职业发展由职能经理负责，但可能导致项目上的投入不足。项目型结构下，团队成员对项目的承诺度高，但项目结束后团队解散可能带来不安全感。矩阵型结构试图结合两者优点，资源利用率高，但也存在双线汇报可能引发的冲突问题。有效的矩阵结构需要良好的沟通来维持其运作。
PMBOK(2004 3rd 英)P28中介绍了几种组织结够，包括职能型(Functional) ，矩阵型(Matrix)和项目型(Projectized) 。其中矩阵型又分为Weak Matrix,Balanced Matrix和Strong Matrix. 书中只是从项目经理职权的角度比较了这几种组织结构的不同。下面是一些补充：
1.项目章程对于matrix组织中项目经理的意义
http://www.headfirstlabs.com/phpBB2/viewtopic.php?p=5398&sid=939a37d8835babbcaaf744667abbed88
In a matrix organization, project charters are very important -- they're the documents that actually give the project manager authority to assign work to the team. A charter is necessary because the team doesn't report directly to the project manager, so a senior manager or sponsor has to explicitly grant that authority.
You may get questions about which type of organization provides the project manager with the most or least authority. The project manager has the least authority in a functional organization, then a little more in a weak ma
1.项目章程对于matrix组织中项目经理的意义
http://www.headfirstlabs.com/phpBB2/viewtopic.php?p=5398&sid=939a37d8835babbcaaf744667abbed88
In a matrix organization, project charters are very important -- they're the documents that actually give the project manager authority to assign work to the team. A charter is necessary because the team doesn't report directly to the project manager, so a senior manager or sponsor has to explicitly grant that authority.
You may get questions about which type of organization provides the project manager with the most or least authority. The project manager has the least authority in a functional organization, then a little more in a weak ma
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