Project Managers' Power

Once an organization structure is decided and established, the lines of authority can be drawn. But the interaction between organizational components, the shift in strategy along the way, and specific projects’ conditions would lead to continuous changes.
This is why two project managers, responsible for similar projects may have different authorities. And the same applies to functional divisions.

Estimating project managers may have more power, resources, and decision-making authority than some project managers these days… what? You may say… but yes, this is where a bottleneck may be today.

If we start with the organizational structure, matrix/functional etc…Having an established PMO or not, the culture of organizational members, their attitude towards power, and the complexity of projects, are all factors to consider when deciding on the level of authority ‘our project managers’ should be allowed to exercise.
Yes, I think that power should be ‘allowed’ and not given. We give an acceptable limit and different managers choose levels within these limits. PMO can close gaps by either supporting PMs or relocating them.

Our construction projects are huge. That is where other aspects of Project Manager’s power become of vital importance: Expert, Delegation, Referral, Coaching and the like. In our case, these sometimes prevail over the power ‘given’ by the PMO. Because, to manage complex projects, leadership becomes preferable over formal power. A ‘prisoner’s dilemma’ would cost a fortune.

Another aspect of looking into power is by looking at how much to “control”. I think that the PMO Heads/Strategic Decision makers /Executives can set high leverage points. Middle Management would draw more defined power control limits depending on specific situational conditions (as explained earlier). Their primary focus would be the strategic objectives and accordingly give more power in places that serve best. While on the lower level, Project Managers will be managing the implementation tools (Projects).