According to the PMBOK® Guide, the distinction between the roles of a Project Manager (PM) and a Functional Manager (FM) is a fundamental concept in organizational theory, particularly within matrix and functional organizations.
Each role has a distinct focus and set of responsibilities within the corporate structure:
Project Manager (PM): The person assigned by the performing organization to lead the team that is responsible for achieving the project objectives. The PM’s focus is horizontal, cutting across functional departments to integrate the work required to produce a unique product, service, or result.
Functional Manager (FM): A person with management authority over an organizational unit within a functional organization. They provide management oversight for an administrative area (such as Human Resources, Engineering, Accounting, or Marketing). Their focus is vertical, ensuring the ongoing health and technical excellence of their specific department.
A. Oversight for an administrative area; a facet of the core business: This incorrectly attributes administrative oversight to the Project Manager. Furthermore, both roles often deal with facets of the core business.
C. A facet of the core business; achieving the project objectives: This swaps the roles. The Functional Manager is typically tied to a " facet of the core business " (departmental), while the Project Manager is tied to the objectives of a specific project.
D. Both are responsible for achieving the project objectives: While a Functional Manager may support a project by providing resources, the primary accountability for meeting project objectives rests solely with the Project Manager. The Functional Manager is primarily accountable for the performance and management of their specific functional silo.
In many organizations, the PM and FM must negotiate for resources.
The PM defines what needs to be done and when.
The FM defines who will do the work and how the technical work should be performed within their specialty.
