What the Functional Manager Should Know About the Project Organization 5 more than just resource providers--they become a source of truth for requirements, of validation of a project team's business process analysis, and of authority in measuring benefits. In reality, functional managers are not only stakeholders but customers of the project team and critical linchpins to project success. Project teams often have problems integrating into matrix organi- zations. Overburdened teams become disconnected from the real project need when they lack an understanding of the customer's business and work remotely from users. They use vernacular in meet- ings and documents that customers and users do not understand. Furthermore, maturing project management offices (PMOs) stake out organizational authority on how projects should be done. In to- day's PMO-centric environment, project teams have little incentive to step out of their comfort zone and truly partner with their customer. Their management structure preaches adherence to budget, re- source management, timelines, and following the PMO process. In my first book, The Strategic Project Leader (Auerbach Publica- tions, 2007), I promote the concept of a project manager becoming