...
It is not in the PMBOK but it comes under 9.4. However, you can find it in Rita book 8th edition page 359.
Powers of the Project Manager This section could be titled, "How to get cooperation from the
team and stakeholders:' Project managers almost always have difficulty getting people to cooperate and
perform, especially if they are working in a matrix organization. Understanding the following types of
power can help:
• Formal (Legitimate) This power is based on your position. Example: "You need to listen to me
when I tell you to do this work, because I have been put in charge!"
• Reward This power stems from giving rewards. Example: "I understand that you want to
participate in the acceptance testing of this project. Because of your performance, I will assign you
as part of that team:'
• Penalty (Coercive) This power comes from the ability to penalize team members. Example: "If
this does not get done on time, I will remove you from the group going to Hawaii for the customer
meeting:'
• Expert This power comes from being the technical or project management expert. Example:
"This project manager has been very successful on other projects. Let's give her a chance!"
• Referent This power comes from another person liking you, respecting you, or wanting to be like
you. It is the power of charisma and fame. Example: The most liked and respected project manager
in the organization says, "I think we should change the content of our standard project charter"
NOTE: The best forms of power are EXPERT and REWARD. Penalty is the worst form. FORMAL,
REWARD, and PENALTY arc powers derived from your position in the company. EXPERT power is
earned on your own.
Community Champion
