DELEGATION
FOR MANAGING
PROJECTS
Delegation
Entrusting some task to the
subordinates.
Delegation has to take place not
only at the individual level but
also the institutional level.
Issues: What to delegate? When to
delegate? How to delegate?
What to delegate?
Delegation assignment of any task, with
authority is formally passed on.
Authority has to be granted to make
commitments, use resources, issue instructions,
demand adherence and take necessary actions
for the performance of tasks.
• Delegation should be in writing and in case of
institutional delegation this should always be in
writing.
• Institutional delegation has not only to be in
writing but should contain legal overtones too.
When authority is passed, managerial position is created. Authority
delegation to project managers may vary as shown in figure.
Project Manager’s Authority
A
U
T Functional and
H Corporate manager’s
O authority
R
I
T ----------------------------------------------------------------
Y
Type1 Type2 Type3 Type4 Type5
Type of Organizations
Responsibility: is an attitude of mind
which cannot be passed on in writing. It is
moral obligation to produce the results.
Accountability: Use of resources-
financial / non-financial.
The delegatee remains accountable to
delegator about the use of authority. This
can ensure the compliance of the
delegator’s plans & directives and enable
the delegatee to discharge his
responsibilities.
When to delegate?
• Know-how regarding work is not available
• Non-secret activity
• Others can do it better – economically,
quantitatively in time.
• Staff development
• Routine work- delegator time can be more
profitably utilized
The problems which one has to often confront in a project
management situation are:
1. What tasks to retain & what to pass on? What authority needs to be
delegated for the performance of the task?
2. How to package the work satisfactorily so that there is no overlap and
also nothing is left uncovered?
3. How to establish the trustworthiness of the delegates with whom no
working relationship ever existed in the past?
4. How much authority can be shared without risking failure? How to make
the delegate fully accountable morally or legally?
5. Will the delegate assume responsibility matching the authority
delegated? If not what could be done to make him see reason?
6. Which controls to be installed? Would the procedures for control could
be acceptable to the delegate? Would the controls in anyway inhibit the
initiative of delegate?
7. How could the interventions be planned so as not to be considered
unnecessary interferences by the delegate?
8. How to ensure the continuous flow of communication and how to make it
prompt, accurate and to the point?
9. How to motivate the delegate to assume total responsibility and give the
best performance commensurate with the authority?
How to delegate?
The delegate must be given a complete picture of
- What he has to do
- How to do it &
- how much authority
• The entire thing should be put on the record in writing.
Negotiation
bargaining
not a simple casual affair
• Both the delegator & delegate must have proper
appreciation of what is to be delegated, when delegation
is called for and how delegation has to be made.
