The Roles of Functional Managers and Project Managers in a Matrix Organization In the era of technological change, the success of capital expenditure projects is significantly influenced by good project management, including project management structure. This paper presents how the roles of functional and project managers can positively influence project performance in a matrix structure. The focus on organizational structure is important since the fourth industrial revolution (Industry 4.0) depends more on highperformance computing and the coexistence of technology with human resources. A case study was conducted in a technology company in South Africa which had restructured their software department from a topdown reporting structure to a matrix structure (dual management system). This research identified gaps in the current roles of the managers and in the matrix structure itself. The focus of the research was to identify the factors that were negatively influenced by the matrix structure such as the quality of the projects produced, the level of risk involved and return on investment from the projects delivered. It was found that functional teams were hemorrhaging 9.56% of employees through resignations and projects were only achieving 94.17% of their objectives.

The Development of a Roadmap for Project Management Framework and Processes In recent years, competitive environments require organisations to have a plan looking at the future. Projectbased organisations are no exception to this rule and need an effective project management (PM) plan. They need a bespoke frameworks and processes to guarantee successful projects. Nowadays, some organizations have a wrong perspective on using PM frameworks. They just use PM framework, which are available in market, without any tailoring and plan. They need to have a plan not only to customize PM frameworks and processes but also to make an integration between different parts of an organization. An effective Project Management Roadmap (PMR) can enable organizations to overcome this issue. It creates a forwardlooking map to improve PM processes to get more value from investments in portfolios of projects. This paper proposes a useful model to help organizations develop their PMR. This model considers internal and external environmental factors, PM frameworks and processes, potential portfolios of projects, and organization infrastructures as main layers to develop a bespoke PMR for organizations. It makes an integration between all parts of an organization and shows its future PMR as well.