PM-502, Management Characteristics of Successful Project Managers
A. Session No: 3, Part Two		Short Title: Important Issues in Project Organizational Design

C.  Learning Objectives: The students will learn to more effectively use the skill of delegation by understanding four concepts: Authority, Responsibility, Reliability, and Accountability
D.  Reading Assignment: Verma, Chapter Four
E: Session Description: Although the concepts are simple, their application can be very complex.  In this session, students will break into four work groups and each group will develop a flip-chart presentation of each of the four concepts.  Students will report out their team analysis.  Students will then relate their analysis to successful delegation.

F: Point One: 
	a) Question: What critical element confers the right on the project manager to perform or command, the right to make a decision or to perform a specific action that will affect the organization?
b) Key Point: “Authority” is usually defined as a legal or rightful power to command others to act or not to act.
c) Instructor Notes: 
•	Project Authority - essential to any group or project team effort
•	Source of Authority - a) personal or formal; b) informal or earned
•	Types of Authority- a) line authority; b) staff authority; c) functional authority
•	Sources of Power - a) legitimate, b) coercive, c) reward, d) referent, e) expert
•	Documentation - Establishes boundaries.

G. Point Two:
a) Question: Which element represents an obligation to perform an assigned activity with or without detailed guidance?
b) Key Point: “Responsibility” is the self-assured commitment to handle a job to the best of one’s ability.  Responsibility is an obligation that a person accepts, and the ultimate responsibility cannot be delegated or passed on to someone else in the project.
c) Instructor Notes: 
1) Major Issues of responsibility include: 1) dividing job activities, 2) clarifying job activities, and 3) behaving in a responsible manner.
2) Typical project manager charter: a) describe authority and responsibility, b) accepted by the client, c) establishes project team roles and responsibilities.
3) Major responsibilities include:
     a) Preparing and maintaining the project plan
     b) Organizing the project
     c) Managing the project
     d) Communicating the project status
     e) Post-project audit and summary
4) Project manager versus functional manager:
     a) Functional: how, where and who
     b) Project: plan, monitor and control
5) Linear responsibility chart - clarify the responsibilities of all those involved (inputs, process, outputs).

H. Point Three:
a) Question: What do we call a person who is worthy of confidence and can be trusted?
b) Key Point: “Reliability” refers not only to moral qualities but also to judgment, knowledge, skills and habits, and implies that one is willing to put one’s best efforts into accomplishing the assigned tasks.
c) Instructor Notes: 
•	Reliability and track record - 1) comes from within, 2) self-disciplined, 3) personal pride, 4) good solid track record, 5) deliver what they promise
•	Reliability and quality - 1) unique product or service, 2) diverse mix of team members, 3) PM must rely upon the accuracy and quality of work produced by others.
•	Design project organizations in a way that facilitate communication, enables everyone to do their best and work together as a team.

I. Point Four:
a) Question: Which element includes the acceptance of success or failure?
b) Key Point: “Accountability” implies assuming a liability for a task or something of value.  It also relies on having a serious conception of professional integrity and liability.
c) Instructor Notes: 
•	Accountability to one or more persons - can rest with a single individual or to a self directed work team are the cohesive forces that hold a team together.
•	Implies rewards and punishments - authority and responsibility can be delegated downward but accountability rests with the individual.

J. Point Five:
a) Question: What is the surest way for a project manager to kill himself or herself?
b) Key Point: Project managers cannot do everything themselves, consequently must delegate their work and responsibility by passing their authority in part, or in total, to another person.
c) Instructor Notes: 
•	Process - authority is distributed from the project manager to individuals working on the project.  Team members accept the new authority and the responsibility for it.
•	Retain ultimate responsibility - PM still responsible for the end results; accountable for the decisions they delegate.
•	Process - effective assignment and acceptance of responsibility.
•	Why delegate - a) increase effectiveness, and efficiency, b) stimulate team members, c) creates more free time for PM, d) challenge team members.
•	What should and should not be delegated.
Should					Should Not
		- Routines				- Long range planning
		- Technical				- Team selection
		- Do better				- Monitoring
		- Enjoyable				- Motivating
		- Challenges				- Team evaluation
		- Cross train				- Rewards
		- Teams work				- Rituals
							- Personal
							- Precedents
•	Obstacles - a) Personal management style, b) reluctant team members, c) organizational climate.
•	How to delegate - 
a)	E = entrust and enlist, 
b)	T = teach and touch, 
c)	F = familiarize and follow-up, 
d)	P = praise (the process) and participate (in feedback).