ABSTRACT
The author supports the matrix management arrangement for large companies with multiple programs. The matrix is characterized by (1) functional departments led by a supervisory hierarchy, possibly including chiefs, managers, directors, and vice presidents, that provide quali-ed personnel, tools, and standard procedures, and (2) program or project organizations responsible for blending these resources into a set of effective product-oriented cross-functional teams called integrated product and process teams (IPPTs) in this book, and managing these teams to achieve program success measured in customer terms.
