Should project Manager have a veto power and Power to instruct ?

Dear Kiron
Thanks for your response and inputs
REgards
Mohan

I miss your feedback on my comment.
Generally your feedback help in to look at different perspective or view.
Just asking, incase i missed context?

Dear Tarun
Sorry I missed your response.
I agree with you that the Project Manager has power of executiong the the project. Obviuosly he is that way lower in hierarchy of organisation structure and either reporting to Program Manager or Portfolio Manager or sometimes PMO.
My view point was though as we learnt in PMP or PGMP or Project Manmagement principles , there are occassions during actual execution some times Project Manager has to put his foot down and say "this way not other way". OK, one may say that collaborative understanding and decision is like other way but fact remains the foreseeing of consequences and repercussions of collective decision can be counter productive and at the same time all that is foreseen by project manager cannot be be explained to a level of others conviction though project manager is having strong conviction of what is forseen by him. One need not call this as Veto Power but the senior leadership also be flexible enough and and should repose that level of trust in Project manager to accept and allow the project manager to move on his path as if it is consented by them and take the ownership..
I have experienced this . At Pantnagar while building Tata Motors 1000 acre Manufacturing facility. After hearing my strong resistance to steering committee's view to change the complete layout of the facility as the river was flowing through the acquired land , I almost vetoed their idea and said that this is going to kill the project . Of course my say was backed up by my thinking and my ability to get the river diverted,
As far as working level project team is concerned on ( Where Project Owner or Project Sponsor is not present though ideally expected normally)technical issues after doing collaborative effort ,if the decision is not in the interest of project ,the Project manager can veto the outcome of collaboration and decide and instruct. Though we learn different decision making techniques and matrices ,practically that much time is not available to conduct that kind of exercise when you are in executing modes and may not be viable to be process oriented just for the sake of process orientation. Project Manager carries responsibility of delivering successful project at the end of the day ,hence it can be at time right approach to use his executional power and instruct to do the things.
Just imagine ,had HItler followed the collective decision of his sr. Military officers and Gen. Romel's advice not to pursue the path of attack through Ardennes Jungle , Which was ofcourse intituve, it would have been almost impossible for Germany to break the defence of France breaking Proptective Wall ,just like China wall in those days. Here one may say he was war sponsor and not war manager. . My view is system or science should deliver success if not the system need be tailored to make it happen..
I agree ,that the project manager usually should not be in dictetorial mode but has to carry his team along to deliver and collaborative working , seeking advice from sponsor and steering committee is required to be followed as a rule. But as we say there are exceptions to rule , some time either in emergency or typical situations in my view Project Managerws do take cue in hand ,decide the way and keep Management informed later and Management remains magnanimous to support the decision or succumb to demand of Project manager. One thing is sure ,the project Manager shall be totally integral and focussed on Project Delivery, then only he deserves to have this ethical and professional--which he should have accued to his account with past records.
Warm regards
MOhan

Dear Sergio
Thanks for your time and inputs
Warm Regards
Mohan

You are welcome. Regards.

Dear Adrian
Project sponsor or Product owner Controls that Veto Power as a principle or rule I agree.
That is the reason why I raised the issue giving an example of attack of Hitler on France through Ardennes Jungle.
My issue was all stakeholders were, as stakeholders including his Military team , firmly against this particular thought of Hitler --Hitler should be considered here as a topmost boss or war sponsor ,instead of eaquating him to War Manager. I appreciate your thought given from engineering field.
I also appreciate your thought that within project team if Project Manager is Guru---more so I thinnk he will acquire subject Matter expert he may be given the vetoing power, more so I think as a subject matter expert he or she would have qcquired that vetoeing power through visibly experienced competency by other stakeholders including sponsor. SO they will never overrule such SME Project manager immedietely without giving the rethought to the decision under consideration . But still the final decision would be made by the Project sponsor.. I agree.
Thanks for your time and inputs.
Warm regards
Mohan