Informal Authority for Project Managers, Essay Example

Formal authority is conventionally reserved for top level managers whose roles expectations are fairly explicit. In project management, there is a need for formulation of adaptive solutions overtime and running operations is a complex undertaking with functions being less clear with advancement of project phases and time. This calls for more emphasis on informal authority for project managers.

The conventional knowledge worker has shifted to duties of project manager in unofficial capacity. The escalating completion among stakeholder needs capacity creep, lack of formal training, as well as absence  of process all work together to escalate project failure probability which consequently lead to higher costs in organizations in terms of time as well money which has some implications on  employee morale. It is generally accepted that, People + Process = Success. Therefore, management in projects covers much more than merely management of logistics (Frame, 2003).

The team in a project plays a very significant role in the success of the project. For the team to perform to full potentials, motivation is a key consideration which falls under “informal authority” of the project manager. This is the inspiration to team members to contribute to the general success of the project. Team motivation is one of the most important means that a project leader accomplishes as an “informal authority” to accomplish his or her purpose (Frame, 2003).

For a manager lacking formal authority to direct people to perform specified tasks in a project, possession of some vital leadership skills is imperative  for accomplish organizational goals. Effective leaders must possess influence and persuasion skills. Majority of the managers have limited formal authority than necessary for executing their responsibilities (Horine, 2009).

Thus, for the leader to be effective and innovative, the use of informal and indirect authority plays a vital role in influencing to most significant stakeholders in the project. This also applies to clients, suppliers, and members of staff, their boss, associates and peers (Horine, 2009).

The use of use of such skills enables the leader to expand the positive influence and the power that surpasses formal authority and makes all processes run smoothly (Berkun, 2008).  The leader must also posses the skills for analyzing situations that calls for influence and identifies the best approach of building effective relationships across the organization. It is also imperative that the project manager has the capabilities of adopting influencing strategies, team building techniques and persuasion either orally or through writing. Project managers strive to achieve success and the following points can help the manager achieve the goals

• Building as well as leveraging power base that is inherent in the leader
• Establishment of trust, credibility as well as rapport
• Working across the organizational lines in order to achieve intended goals
• Application of team-development tools
• Communication involving convincing, professional as well as credible image
• Identification of the best possible means of overcoming potential bureaucratic impediments
• Being positive and sturdy advocate for areas of profession and direct reports (Frame, 2003).

It is important to appreciate the fact that project management is a task surrounded by difficulties and project managers face even more challenges in unclear lines of authority. The use of the relevant leadership skills and informal authority is the only means of addressing these challenges.

References

Berkun, S., (2008). Making Things Happen: Mastering Project Management. Sebastapol.

Frame, J. D., (2003). Managing Projects in Organizations: How to Make The Best Use of Time, Techniques and People, 3^rd Ed. Jossey-Bass, San Francisco.

Horine, G. M., (2009). Absolute Beginners Guide to Project Management, 2^nd ED. Indianapolis.