Delegation in project management

Delegation in project management

Delegation helps to instill motivation and increase performance in project teams

When a project is up and running, the project manager must delegate some responsibility and authority to members of the project team. If a project team member agrees to an assignment, in response to delegation from the project manager, they accept authority and responsibility for the assignment. The team member becomes accountable for the performance of the assignment. However, it is vital to remember that the project manager still has final responsibility for the results of the assignment.

Delegation is a powerful management tool because it helps to instill motivation and increase performance in project teams. In order to delegate effectively, a project manager should have first-class communication, negotiation, and personal skills.

The delegation process

In a project environment, the delegation process describes the successful assignment and acceptance of responsibility. Before the project manager grants authority to individuals working on the project to make certain decisions, a number of issues must be clarified within the project team.

The project manager must

• establish a clear and unambiguous assignment definition
• communicate the results that are expected after the completion of the assignment
• detail how and when the progress will be evaluated

Before assigning a task, the project manager needs to have a definite concept of the objectives that need to be accomplished. Each of these objectives should be broken down into manageable tasks. Then the project manager must decide which tasks can be delegated to others and which tasks only the project manager can do.

Mark Towers (1993, pp.10, 42-49, and 67-76) has developed a process of delegation model known as the 4Ds (drop, delay, delegate, and do), which is based on four questions: "What can be dropped? What can be delayed? What can be delegated? What must I do?" A project manager can analyze and categorize tasks using the 4D's model.

Reasons for delegation

Delegated assignments may provide opportunities to team members

In project environments, schedules are usually strict and resources are generally limited. If work is delegated, project management efficiency and effectiveness is increased. Delegated assignments may provide opportunities and challenges to team members. And this leads to increased input and contribution to the project by the individuals involved.

On a management level, if project managers delegate effectively, they will have more free time to work on crucial tasks, which helps to ensure the continuing smooth running of projects.

Suitable tasks for delegation

Effective delegation leads to effective management - the project manager should realise that there are certain tasks that are appropriate for delegating to others.
These include

• tasks that require technical knowledge - these can provide challenges to team members
• tasks that will help to diversify the routine of team members who have repetitive jobs
• enjoyable tasks, which increase motivation
• tasks that will allow members to cross-train
• routines tasks

Unsuitable tasks for delegation

Although there are numerous tasks that can be delegated to team members, there are several tasks that are not strictly suitable for delegation.
These include

• evaluating the team's key project or key function
• evaluating the performance of team members
• motivating team members
• selecting team players
• long-term planning
• rewarding team members
• tasks that will set standards or establish future procedures
• personal matters

Obstacles to the delegation task

Project managers may find delegation difficult due to of a number of different obstacles. These obstacles can be associated with the project manager, the project team members, or the company.

Project managers may feel that they should not relinquish any of their authority or responsibility

The obstacles connected with project managers depend on the specific manager involved. Project managers may feel that they should not relinquish any of their authority or responsibility - consequently they will not delegate to team members. Project managers may think that certain subjects may be too confidential to pass on to others. Occasionally, project managers may believe they cannot run the risk of disappointing results, and they will attempt to accomplish the work themselves. In addition, many project managers may think that they are better than their team members at performing tasks.

Project team members may produce several obstacles to the delegation process. They can object to delegated responsibility and authority and, in some cases, they will not accept delegated tasks. When work is delegated (if insufficient supervision and support is provided), team members may be unwilling to accept any further delegation. The increase in workloads may lead to problematic work relationships within the team.

The atmosphere of the company may dissuade delegation. This can be an obstacle to project managers, if they are attempting to challenge the company's prevailing attitude to delegation.

References

Towers, Mark (1993) Dynamic Delegation: A Manager's Guide for Active Empowerment, Mission, KS: Skill Path Publications