HKSM

A hierarchical view that shows how an organization blends functional reporting lines with project-based reporting. In this matrix model, people from departments such as IT, finance, marketing, sales, and manufacturing are assigned to cross-functional project teams.

Key Points

• Combines functional and project structures, creating dual reporting paths.
• Maps who provides which skills to each project while maintaining functional home departments.
• Enables cross-functional collaboration and faster problem solving across disciplines.
• Requires clear role clarity and prioritization to manage resource conflicts and shared authority.

Example

A company launching a new CRM system builds a cross-functional team using the matrix: an IT developer and architect, a finance analyst, a marketing specialist, a sales trainer, and a manufacturing liaison. Each person keeps their functional manager for career oversight while working day to day with the project manager on CRM deliverables.

PMP Example Question

Which statement best describes an Organizational Resource Matrix in a matrix organization?

1. Team members report only to the project manager during the project.
2. Resources stay within their functions and are not assigned to projects.
3. Staff keep their functional affiliation while being allocated to cross-functional project teams.
4. All authority for people and budget is held solely by functional managers.

Correct Answer: C — Staff keep their functional affiliation while being allocated to cross-functional project teams

Explanation: The matrix blends functional and project structures, so people maintain functional reporting while working on cross-functional project teams.