Project Management Update from Romania

Exacerbating the Power of Expert for Project Managers on Construction Projects

It is well known that PMI recognizes five powers attributable to the Project Managers: formal, reward, penalty, expert, and referent.

Depending on the maturity of the project implementing organizations, one or more of these powers can be seen at work leveraging the Project Manager’s influence on the project team or stakeholders.

The low developed and less mature implementing organizations tend to assign project control and administration regularly to a middle aged individual, with old work tracking history within the firm and with very good technical background. The same attitude was observed with the governmental companies dealing with public funded projects within infrastructure.

It is an old habit deeply rooted in these organizations according to which experienced and very technical and experienced individuals are the best choice for the project administration when the time comes for big and significant highly exposed projects.

In construction and infrastructure, for instance, invariably the project manager assigned on the job must be always a reputed engineer with excellent technical background acquired over decades of practical on-the-job contact.

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