Authority (management)

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Authority in project management is the power that gives a project manager the ability to act in the name of the project sponsor executive or on behalf of the organization. [1]

Project management is the practice of initiating, planning, executing, controlling, and closing the work of a team to achieve specific goals and meet specific success criteria at the specified time. A project is a temporary endeavor designed to produce a unique product, service or result with a defined beginning and end undertaken to meet unique goals and objectives, typically to bring about beneficial change or added value. The temporary nature of projects stands in contrast with business as usual, which are repetitive, permanent, or semi-permanent functional activities to produce products or services. In practice, the management of such distinct production approaches requires the development of distinct technical skills and management strategies.

Project manager professional in the field of project management

A project manager is a professional in the field of project management. Project managers have the responsibility of the planning, procurement and execution of a project, in any undertaking that has a defined scope, defined start and a defined finish; regardless of industry. Project managers are first point of contact for any issues or discrepancies arising from within the heads of various departments in an organization before the problem escalates to higher authorities. Project management is the responsibility of a project manager. This individual seldom participates directly in the activities that produce the end result, but rather strives to maintain the progress, mutual interaction and tasks of various parties in such a way that reduces the risk of overall failure, maximizes benefits, and minimizes costs.

Organization social entity (not necessarily commercial) uniting people into a structured group managing shared means to meet some needs, or to pursue collective goals

An organization or organisation is an entity comprising multiple people, such as an institution or an association, that has a particular purpose.

There are several different types of authority that project managers can leverage: [2]

Due to the temporary nature of projects, most project managers will rely primarily on expert and referent authority.

See also

In a notable study of power conducted by social psychologists John R. P. French and Bertram Raven in 1959, power is divided into five separate and distinct forms. In 1965 Raven revised this model to include a sixth form by separating the informational power base as distinct from the expert power base.

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Professional certification, trade certification, or professional designation, often called simply certification or qualification, is a designation earned by a person to assure qualification to perform a job or task. Not all certifications that use post-nominal letters are an acknowledgement of educational achievement, or an agency appointed to safeguard the public interest.

Power (social and political) ability to influence the behavior of people with or without resistance

In social science and politics, power is the capacity of an individual to influence the conduct (behaviour) of others. The term "authority" is often used for power that is perceived as legitimate by the social structure. Power can be seen as evil or unjust. This sort of primitive exercise of power is historically endemic to humans; however, as social beings, the same concept is seen as good and as something inherited or given for exercising humanistic objectives that will help, move, and empower others as well. In general, it is derived by the factors of interdependence between two entities and the environment. In business, the ethical instrumentality of power is achievement, and as such it is a zero-sum game. In simple terms it can be expressed as being "upward" or "downward". With downward power, a company's superior influences subordinates for attaining organizational goals. When a company exerts upward power, it is the subordinates who influence the decisions of their leader or leaders.

The term empowerment refers to measures designed to increase the degree of autonomy and self-determination in people and in communities in order to enable them to represent their interests in a responsible and self-determined way, acting on their own authority. It is the process of becoming stronger and more confident, especially in controlling one's life and claiming one's rights. Empowerment as action refers both to the process of self-empowerment and to professional support of people, which enables them to overcome their sense of powerlessness and lack of influence, and to recognize and use their resources. To do work with power.

In business management, micromanagement is a management style whereby a manager closely observes and/or controls the work of his/her subordinates or employees.

PRINCE2 project management method

PRINCE2 is a structured project management method and practitioner certification programme. PRINCE2 emphasises dividing projects into manageable and controllable stages.

Project Management Institute global nonprofit professional organization for project management dealing with certification, industry standards, conferences, and publications

The Project Management Institute (PMI) is a global nonprofit professional organization for project management.

According to the Project Management Institute (PMI), the term project stakeholder refers to, "an individual, group, or organization, who may affect, be affected by, or perceive itself to be affected by a decision, activity, or outcome of a project". ISO 21500 uses a similar definition.

Project Management Professional (PMP) is an internationally recognized professional designation offered by the Project Management Institute (PMI). As of March 2018, there are 833,025 active PMP certified individuals and 286 chartered chapters across 210 countries and territories worldwide. The exam is based on the PMI Project Management Body of Knowledge.

Organizational architecture

Organizational architecture has two very different meanings. In one sense it literally refers to the organization's built environment and in another sense it refers to architecture metaphorically, as a structure which fleshes out the organizations. The various features of a business's organizational architecture has to be internally consistent in strategy, architecture and competitive environment.


Organising is the establishment of effective authority relationships among selected work, persons and work places in order for the group to work together efficiently.

Competence is the demonstrable characteristics that enable performance of a job, for properly doing the job, the individual requires skills and knowledge essential for the set duties. A competency is a set of defined behaviors that provide a structured guide enabling the identification, evaluation and development of the behaviors in individual employees. The term "competence" first appeared in an article authored by R.W. White in 1959 as a concept for performance motivation. In 1970, Craig C. Lundberg defined the concept in "Planning the Executive Development Program". The term gained traction when in 1973, David McClelland wrote a seminal paper entitled, "Testing for Competence Rather Than for Intelligence". It has since been popularized by Richard Boyatzis and many others, such as T.F. Gilbert (1978) who used the concept in relationship to performance improvement. Its use varies widely, which leads to considerable misunderstanding.

PMHUB is a free virtual community of professional project managers, who recognise the Project Management Institute's Project Management Body of Knowledge project management standard. Whilst a number of the members have already earned their PMP certification, the majority of the community consists of those who aspire to become PMP or CAPM-certified.

International standards in the ISO/IEC 19770 family of standards for IT asset management (ITAM) address both the processes and technology for managing software assets and related IT assets. Broadly speaking, the standard family belongs to the set of Software Asset Management standards and is integrated with other Management System Standards.

Change management is a collective term for all approaches to prepare, support and help individuals, teams, and organizations in making organizational change. The most common change drivers include: technological evolution, process reviews, crisis, and consumer habit changes; pressure from new business entrants, acquisitions, mergers, and organizational restructuring. It includes methods that redirect or redefine the use of resources, business process, budget allocations, or other modes of operation that significantly change a company or organization. Organizational change management (OCM) considers the full organization and what needs to change, while change management may be used solely to refer to how people and teams are affected by such organizational transition. It deals with many different disciplines, from behavioral and social sciences to information technology and business solutions.

The Organizational Project Management Maturity Model or OPM3® is a globally recognized best-practice standard for assessing and developing capabilities in executing strategy through projects via Portfolio Management, Program Management, and Project Management. It is published by the Project Management Institute (PMI). OPM3 provides a method for organizations to understand their Organizational Project Management processes and practices, and to make these processes capable of performing successfully, consistently, and predictably. OPM3 helps organizations develop a roadmap that the company will follow to improve performance. The Second Edition was published in 2008 and the current Third Edition was published in 2013. The latter editions are recognized by the American National Standards Institute (ANSI) as an American National Standard.

Source credibility is "a term commonly used to imply a communicator's positive characteristics that affect the receiver's acceptance of a message." Academic studies of this topic began in the 20th century and were given a special emphasis during World War II, when the US government sought to use propaganda to influence public opinion in support of the war effort. Psychologist Carl Hovland and his colleagues worked at the War Department upon this during the 1940s and then continued experimental studies at Yale University. They built upon the work of researchers in the first half of the 20th century who had developed a Source-Message-Channel-Receiver model of communication and, with Muzafer Sherif, developed this as part of their theories of persuasion and social judgement.

References

  1. ↑ Influencing without Authority Project Management Institute, Elizabeth Larson, PMP and Richard Larson, PMP, 2006
  2. ↑ Grabbing Project Management Authority – Building from Scratch Archived 2009-12-12 at the Wayback Machine .Thomas Cutting, October 3, 2008
  3. ↑ Project Management Institute
  4. ↑ French and Raven (1958) Bases of Power
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