Authority – The right to apply project resources, make decisions, approve or accept deliverables, and provide direction and guidance to project team members.
Key Characteristics:
- Decision-making power: Ability to make binding choices for the project
- Resource control: Right to assign, direct, and manage project resources
- Approval rights: Power to accept deliverables and approve changes
- Organizational backing: Formal support from the performing organization
- Varies by structure: Level depends on organizational structure and project type
Types of Authority:
- Formal Authority: Officially granted through organizational hierarchy
- Reward Authority: Power to provide incentives and recognition
- Penalty Authority: Ability to discipline or impose consequences
- Expert Authority: Influence based on knowledge and expertise
- Referent Authority: Power derived from personal characteristics and relationships
Authority Levels by Organization Type:
- Functional Organization: Project manager has little to no authority
- Matrix Organization: Shared authority between project and functional managers
- Projectized Organization: Project manager has full authority over resources
Project Manager Authority Includes:
- Assigning tasks to team members
- Making project-related decisions within defined limits
- Approving project expenditures up to authorized limits
- Resolving conflicts within the team
- Communicating project status to stakeholders
- Requesting resources from functional managers
Factors Affecting Authority:
- Organizational structure: Determines formal authority levels
- Project charter: Defines specific authorities granted
- Sponsor support: Backing from project sponsor enhances authority
- Experience and credibility: Personal factors that influence acceptance
- Project importance: Critical projects often receive more authority
Authority vs. Responsibility:
- Authority: The right to make decisions and direct work
- Responsibility: The obligation to ensure work is completed successfully
- Accountability: Being answerable for the results and outcomes
Challenges:
- Limited formal authority: Especially in matrix organizations
- Competing priorities: When team members report to multiple managers
- Resource conflicts: When resources are shared across projects
- Stakeholder management: Influencing without direct authority
Best Practices:
- Clarify authority levels: Document what decisions you can make independently
- Build relationships: Develop influence through collaboration and expertise
- Leverage sponsor support: Use sponsor authority when needed
- Negotiate for resources: Work with functional managers to secure team members
- Communicate clearly: Ensure team understands your authority and expectations
Related Terms:
- Responsibility: Obligation to perform assigned duties
- Accountability: Being answerable for results
- Influence: Ability to affect others’ behavior without formal authority
- Power: Capacity to direct or influence behavior of others
- Delegation: Assigning authority and responsibility to others
Documentation:
- Project Charter (defines PM authority)
- RACI Matrix (clarifies decision-making authority)
- Organizational Charts
- Role and Responsibility Matrix
