I work in the pharmaceutical industry where I have one main responsibility/project that I have to do and in the afternoon, i have my other projects which are considered my side projects. In this matrix method, I often find my self sometimes getting overwhelmed by all the people I need to answer to and at times it does seem like a lot. However because of this matrix style, I am almost never bored at my job as there is always something that I can do and if I really don't find anything to do, there is always someplace that might need help. I like the flexibility that the matrix organization offers, however at times it can feel like I bit off more than I could chew.

Juggling multiple projects is definitely challenging, but it can be really beneficial to have your hands in several initiative in the company as you can take lessons learned from one project and apply it to another. To avoid getting overwhelmed, there are several tactics that I employ:

1. Find a capture tool that works for you - this is a tool that you can use to keep track of all your projects, any follow-ups you need to do, deadlines, action items you are waiting to hear back on from team mates, etc. This helps keep you organized and stress free because you no longer have to waste energy trying to remember all the details for every project in your head

2. Setup recurring touchpoint meeting with key teammates so you are always up to date with the project progress and make sure you are getting your deliverables to the right people. This also helps make you feel that the matrix is too large and that you have to contact too many people

3.  Keep an open dialogue with your manager about your workload and the projects you are on. Burn out is the last thing you or the company needs so communicate if you feel like you are getting lost in the work and the matrix

Proactively planning your resource and talent usage accurately is key. It’s important to stick to the initial plan and not take up change requests during project execution as this can result in delays and added costs. Project managers often rely on various collaborative and software available in the market in order to ensure that everyone stays updated and make it easier for managers to carry on their duties allows greater transparency in projects and accountability within the team. Additionally, regular, short stand-up meetings a few times weekly can go a long way in preventing miscommunication. Goals can be clearly defined and made obvious to teammates. Any increases in scope (scope creep) during the execution of the project is either avoided or timelines modified as required.

Lee, S., & Yong, H. S. (2010). Distributed agile: project management in a global environment. Empirical software engineering, 15(2), 204-217.

• Sometimes the tasks do get a little overwhelming in a matrix organization; however, with proper communication and task allocations, it can run a bit smoother and not seem like so much. Meetings also play a huge role in the success of a matrix organization. From experience, there can be meetings with the project team without the managers, with the managers, and across teams to ensure that everyone is on the same page. It is also calming to know that you have a village of people to ask for help such as multiple bosses and other team members. I think that is my favorite part about matrix organizations, being able to collaborate within my team as well as across teams and seeing how my part fits into the bigger picture. 

Working in a matrix organization, as mentioned before can be overwhelming. The tasks are normally bountiful and if not prepared, you can easily be lost. A Matrix Organization is one in which there are multiple managerial accountability and responsibility systems, some managers report to two bosses rather than a single chain of command. Popularized by the tech industry, where multidisciplinary teams work on individual projects, a matrix structure is a great way to save money when resources are limited. There are many benefits to a matrix structure, the ability to focus on multiple business goals, the smooth exchange of information, accelerated response to functional needs and to innovation, to name a few. But there are also challenges, especially for those employees and leaders who are accustomed to a more traditional organizational structure. Matrix organizations are complex, difficult to monitor and control and often experience conflicting goals, and conflicting guidance from leadership. Be Open to Learning from Others. Matrix organizations are often populated with specialists and subject matter experts. While this is intended to ensure focus, it can result in employees and leaders walling themselves off from those who don’t share their specialty. This can lead to a variety of issues, including information stove-piping and lack of continuity. Employees and leaders who open themselves up to learning from others outside of their specialty can help drive a culture of collaboration and communication, which will drive a more efficient and ultimately successful team. Be Willing to Ask “Fearless” Questions. Fearless questioning is incredibly important in a matrix organization, especially when issues begin to arise. As a leader in a matrix organization, learning the art of fearless questioning will help you guide your employees and your company through difficult issues that arise. Communicate Through Technology. Nobody likes meetings. While they are necessary in some cases, a better way to communicate in a matrix organization is through technology. It’s quick, direct and efficient, and most importantly, it won’t annoy those who are working hard (and sometimes alone) on critical projects. Using instant messaging platforms like Slack and others, leadership and teams can communicate and share files in real time, without going through the process of scheduling and executing long meetings. Utilizing technology to communicate will ensure everyone is on the same team, and no information gets lost in silos. Empower Others. Traditional organizations normally have top-down leadership, where each level of the organization must delegate and approve tasks. In a matrix organization, it’s important to empower those at every level of the business. After all, these are the subject matter experts that are working on the individual projects. Giving them more leeway to proceed how they see fit will help move things along and help drive innovation in your organization. See the Big Picture. For leaders, developing a broader strategy when it comes to business goals can help insulate a matrix organization from loss of focus, or misplaced focus. Managing a variety of cross-functional teams is easier and more effective when there is a singular, organizational goal. When you see the big picture, each management decision becomes easier, and ultimately, more effective.

I worked at a small company, but it had similar issues to the one you describe happening in a large company. Because all departments were so dependent on one another, the hierarchy was only clear if the owner of the company was in the project. Even then, the owner did very little on the individual projects so the chain of command in each project would vary wildly. In some ways, this was a great system because no one seemed power hungry and everyone was focused on their individual role rather than telling others what to do. The matrix felt large because everyone had crossover work with everyone else, but because the roles were very well defined it wasn't an issue.

Compared to functional or project-based organizations, matrix organizations can be the best of both worlds in terms of efficiently managing resources between both day-to-day activities and projects. However, this becomes very challenging when you have limited resources to pull from. Everyone in the department might already be at full capacity, however a new, urgent project comes along that needs a representative from the already swamped department. In these situations, it is important to establish with your manager which tasks are the first, second, third, etc. priority so you can ensure to complete the most important activities first. If things are getting way too busy, keep track of what percentage of your time is spent doing what and communicate that to your manager so you can work together to create a more balanced schedule. But as @sseal98 mentioned, even though it can be overwhelming, I like that I always have something to do in a matrix organization, and successfully juggling multiple tasks is a great skill to add to your toolbelt in this industry.

I worked at a small plant in a large company, so a lot of roles that would be defined to one person were assumed and I dabbled in a lot of disciplines. This was kind of the best or worst of both worlds, depending on your viewpoint. What @es446 suggested (working with your direct manager / supervisor outlining the relevancy and relative priority of your worklist) was what worked best for me. If you have a weak manager, it is helpful to communicate with all of your stakeholders what your worklist looks like. Giving a realistic timeline ("I have to complete x before this project, so task y should be complete by Friday") and reprioritizing based on the relative priorities of your tasks was generally beneficial.

I work at a matrix organization based medical device company and I can see how it could be over-whelming being on multiple projects, especially for the more experienced positions with additional responsibilities (i.e the functional managers). In my personal experience I have started to lead multiple sub projects within an overall project of larger scope and it is a little extensive in the beginning. However, since the documentation and design control process for the multiple sub projects is similar, it becomes a little easier to go through the process multiple times. This is where I can relate to the advantage of the knowledge transferring well from project to project or between departments. I also learn small amount of information on the responsibilities of the roles of other departments as well and this is definitely beneficial for professional growth. This will keep you learning about other possible positions that you can try to work as in the future incase they interest you or you find you are better suited for those tasks/responsibilities. 

In my opinion, one of the defining characteristics of a matrix organizational structure is that it: overlays two organizational structures in order to leverage the benefits of both types of structure. The functional manager and the project manager both have the opportunity to discuss and come up to a decision about important and trivial matters. However, it can also be a source of conflict too. The functional manager might have priority over the project manager and can prefer their own decisions. Additionally, the employees will need to follow two bosses. That can also be a source of conflict. However, I would say it depends on the collaboration and synchronization between the managers. If the leaders can ensure their work ethics then matrix organization is the most effective one.

@sseal98 I work in the biopharmaceutical industry as well, and I am never bored also. During certain times of the year, there can be overwhelming situations when you have to meet a deadline for a lot of project teams and departments. I also like the flexibility of working on different projects if your "main" responsibilities are light at the time.

The matrix structure is a fluid form of the classic hierarchical structure. This centralized organization structure allows employees to move from one department to another as needed. Supervisors have the flexibility to choose the best employees for a project. It allows a dynamic org chart with varying responsibilities for employees. Employees have the opportunity to learn and faster skills outside their primary roles.