There Can Be Only One
Once upon a time, a growing company’s PMO and project management resources experienced role conflicts, reduced performance, and difficulty fulfilling goals and objectives on time [1]. There was a lack of project management discipline and strained relationships between the PMO director, PMs, and executive leadership. As a result, the PMO and the corporate mission were compromised.
Do any of these problems seem familiar to you? Could this growing company be yours? Consider that these problems result from not practicing unity of command.
The Unity of Command principle states:
For every objective, ensure unity of effort under one responsible commander [2].
During a war, there must be a unity of command and effort to deploy military forces that mass combat power toward a common objective [2]. Unity of Command means that all troops are under one qualified commander at a time with the authority to direct them to achieve a unified purpose. This principle was once called the Principle of Cooperation. A united effort takes the coordination and cooperation of all forces united by intent, purpose, and shared interests, whether part of the same command structure [2].
For cooperation and unity of command, commanders give orders to subordinates as though they were their own [3]. At each command level, specific details may be added for that leader’s subordinates to carry out their part of the objective. Once a leader has decided on a course of action, subordinates must follow them faithfully regardless of their opinion of those decisions. The entire chain of command must support the order to prevent undermining the objective [3].
The Unity of Command, the PMO, and Project Management
The PMBOK Guide defines the Unity of Command as only one person giving orders for any action or activity to an individual [4]. This war principle guides governance frameworks for the PMO and projects, beginning with the PMO director. Executive leaders should give PMO directors the authority to accomplish the mission for which they are responsible. Likewise, they then allow PMs autonomy to achieve their project mission.
Remember, while there can only be one person in charge of an objective, there are multiple levels of goals and tasks. For instance, the CEO or president is at the top of the leadership chain in that organization. A COO, Vice President, or other executives may answer to the CEO yet have authority over different departments or functions. The PMO director is at the top of the project management branch of an organization. That director may oversee a project portfolio manager and additional program managers for each program. Each project has a selected project manager, who may delegate authority to different team leaders.
Command unity does not strictly apply to leadership.
PMO or project team selection is another aspect of the Unity of Command. Create a responsibility chart documenting all assigned roles, responsibilities, and expectations so each team member understands their roles and responsibilities [5]. Have each one read and sign it. Consider attaching it to the project or PMO charter [5] [6].
Command unity requires efficient communication.
Another element is Clear Communications Channels. A communications plan should specify who, when, what, where, and how to communicate program and project management concerns internally and externally.
To be unified while delivering a common goal, a team must communicate. Even so, many project managers and PMO leaders assume the team members will do it as part of their job [7]. That is not necessarily so, and the same is true for stakeholders outside the team. It is vital to reach out proactively to them for input and keep them informed. Doing so encourages trust.
One of the PMO’s responsibilities should be to create a model of necessary reporting, a list of the stakeholder names, and the type of frequency of updates they will need. This model becomes the communication plan. Make it available to all team members and relevant stakeholders. A smart PMO does not leave anything that important to chance [7].
What results can happen if you apply the Unity of Command to the PMO and project management team[1]?
Productivity increases.
The PMO will more efficiently achieve organizational goals and objective.
Leaders and team members will have better relationships.
There will be a reduction in task duplication.
Decision-making quickens.
There will be better discipline among the ranks.
Employee conflicts will lessen.
Benefits such as these are worth instilling this principle into your PMO and project management practices.
The Bottom Line
The Unity of Command principle means each team member should receive a command, instructions, or responsibilities from only one leader or manager at a time. It aims to reduce the adverse consequences when a team member gets instructions from multiple supervisors for one task, goal, or project. Accountability to too many leaders without a hierarchy in place causes confusion, hesitation, and work conflicts. There must be only one, and there must be well-planned communication between them.
Do you have questions or comments? Let us know in the comments or contact us. Check back for the next blog in the series. It will cover the Maneuver PMO War Principle.
References
[1] Tyonote, “The Principle of Unity of Command [Explained],” 2022. [Online]. Available: https://tyonote.com/unity_of_command_principle/. [Accessed 29 November 2022].
[2] W. Butler, “Hist 1416 American Military History Butler, W. > Nine Principles of War,” 16 February 2022. [Online]. Available: https://bartonline.instructure.com/courses/2269/pages/nine-principles-of-war.
[3] J. Strain, “Unity of command still important principle,” 16 August 2007. [Online]. Available: https://www.jbcharleston.jb.mil/News/Commentaries/Display/Article/238522/unity-of-command-still-important-principle/. [Accessed 29 November 2022].
[4] A Guide to the Project Management Body of Knowledge: PMBOK Guide 6th Edition, Newton Square, PA: Project Management Institute, 2017.
[5] L. A. Peters, “Principles of Project War,” in PMI® Global Congress 2003—North America, Baltimore, MD., Newtown Square, PA: Project Management Institute., 2003.
[6] R. Morgan, “How to Do RACI Charting and Analysis: A Practical Guide,” 2000-2010. [Online]. Available: https://www.iosh.co.uk/~/media/Documents/Networks/Branch/Humber/Branch%20Presentations/how-to-do-raci-charting-and-analysis.pdf?la=en. [Accessed 30 November 2022].
[7] PM Majik, “PMO tools – project communication,” 2022. [Online]. Available: https://www.pmmajik.com/pmo-tools-project-communication/. [Accessed 1 12 2022].