Navigating the Interplay of Accountability and Authority in Project Management
- Jordan Webb
- 1 day ago
- 3 min read
Understanding the link between authority and accountability is crucial for creating effective processes for planning, executing, and completing successful projects, as well as for structuring company hierarchy to maintain an efficient and effective workplace.
Individual Accountability
Accountability means being answerable for the outcomes of a task or project. When a person is accountable, they must ensure the work is completed on time, within scope, and meets quality standards. Accountability is not just about responsibility; it involves ownership of results.
For example, a project manager assigned to deliver a software update is accountable for the update’s success. This includes managing resources, timelines, and stakeholder expectations. If the update fails, the project manager must explain what went wrong and take corrective actions.
Accountability drives commitment. When individuals know they are accountable, they tend to focus more on results and problem-solving rather than passing blame. This mindset is crucial for project success.
Delegation of Authority and Responsibility
Authority is the formal power given to an individual to make decisions, direct actions, and allocate resources within specific limits. It enables enforcing changes and leading initiatives to achieve organizational goals, based on position within the hierarchy.
Authority can be delegated by higher-level individuals to subordinates, allowing them to act within the defined scope.
Delegated authority enables directing and adjusting actions for specific tasks, but it remains bounded by organizational limits.
Example: A project manager may be authorized to approve expenditures within a budget limit.
Responsibility is the obligation to perform assigned tasks or activities, focusing on execution and duty fulfillment.
Responsibility can also be delegated, transferring task ownership to the assignee.
Delegation implies the assignee must ensure task completion, but the assigner retains accountability for the outcome.
Example: A team member responsible for a work package must complete it, but the project manager remains accountable.
Unlike authority and responsibility, accountability cannot be delegated and remains with the individual who originally accepted responsibility.
Even with delegated tasks, the original assigner is accountable for the overall results.
Example: A project manager is accountable to stakeholders for project success, despite delegating tasks to team members.
Interdependence of Authority and Accountability
Authority and accountability are two sides of the same coin. They must be aligned for effective project management. If a person is accountable but lacks authority, they cannot influence outcomes. If someone has authority but is not accountable, there is no clear ownership, which can lead to confusion and inefficiency.
Consider a construction project where the site supervisor is accountable for safety compliance. If the supervisor does not have authority to stop unsafe work or enforce rules, accountability becomes meaningless. On the other hand, if a safety officer has authority but no accountability, safety standards may be overlooked.
This interdependence creates a clear line of responsibility and decision-making power, which helps projects stay on track and meet objectives.
Project Manager’s Role
The project manager (PM) embodies the balance of accountability and authority. According to the PMBOK® Guide, the PM is accountable for delivering the project within scope, time, cost, and quality constraints. To fulfill this accountability, the PM must have authority over the project team, budget, and schedule.
In practice, the PM’s authority comes from the organization’s structure and culture. In a functional organization, the PM may have limited authority and must negotiate with department heads. In a projectized organization, the PM typically has full authority over resources and decisions.
Successful project managers build trust and influence to extend their authority beyond formal limits. They communicate clearly, manage stakeholder expectations, and resolve conflicts to maintain accountability.
Organizational Practices
Organizations play a key role in defining how authority and accountability are assigned. Clear policies and role definitions help avoid confusion. Some best practices include:
Defining roles and responsibilities in project charters or contracts
Establishing decision-making authority levels for different roles
Providing training on accountability and authority concepts
Encouraging open communication to clarify expectations
Using tools like RACI matrices to map who is Responsible, Accountable, Consulted, and Informed
For example, a RACI matrix can show that the project manager is accountable for project delivery, the team members are responsible for task execution, and the sponsor is consulted for major decisions.
Challenges in Practice
Despite clear guidelines, many organizations struggle with aligning accountability and authority. Common challenges include:
Micromanagement: When higher-ups retain authority but hold others accountable, it limits decision-making and slows progress.
Ambiguous roles: Overlapping responsibilities without clear authority create conflicts and delays.
Lack of empowerment: Team members may be accountable but feel powerless to act due to organizational politics or culture.
Resistance to delegation: Managers may hesitate to delegate authority, fearing loss of control.
Addressing these challenges requires leadership commitment to clarify roles, trust teams, and create an environment where authority matches accountability.
