Hurdle #3 – “I can do it more effectively myself.”

So what? As we have already stated, most project managers have “risen to the top” and have been given responsibilities beyond other staff members. It is most always true that project management related items that one might consider for delegation could normally be performed as well or better by yourself than other staff members. However, refraining from delegating because you can perform this better yourself is a never ending self-fulfilling prophesy. Without delegating, coaching and giving your staff members the opportunity to take on responsibilities, you shall always be the ONLY one that can do things to your liking, limiting the project opportunities you will be able to manage. Help the business and help yourself, let others take the reins and give it their best shot. You might have to deal with a project issue if it doesn’t work out – but without delegating, you will always be dealing with EVERY project issue because those around you won’t be experienced enough to step up and take some of your workload when you need the assistance.

Hurdle #4 – “I don’t have the authority to delegate to other team members.”

In talking with a large number of successful project managers that do perform effective delegation, rarely does one state she had to ask for permission to delegate to their team members. As most capable team members will welcome the additional experience to help them grow, rarely does one approach the manager of a team member first. In developing a productive relationship with team members, the astute project manager can select tasks and people that are a good match, providing new experiences for the team member, while not stretching them so far that it puts their own technical project tasks at risk. Often, the best policy for this is “better to ask forgiveness then permission.” Should you be taken to task by a line manager who objects to your delegation to their staff member, you can always (truthfully!) say you had their best interest and the interest of ongoing projects in mind when you attempted to delegate.  Better yet, if you have the ability to write your own project charters – ensure you include an item in the project manager’s authority section that states you have the authority to delegate and assign tasks to team members to ensure effective use of project resources.  This gives you the permission up front.

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