Recently the PMFORUM Information Desk was asked:
"We are implementing a PM structure in our organization and are confronted with the question whether to have one individual manager on a project or two managers who will have shared responsibility for the project. can you indicate advantages as well as disadvantages for both options?"
This is a loaded and interesting question. As for so many project management
organizational questions ... "it all depends on the type of project and
the level of complexity of the project undertaking".
First one should start by carefully defining what you and the organization mean by "project success". This must be done up front during project concept phase and no later than completion of the project definition phase. This must be done up front you will be left hanging out to dry on"completion of the project".
For a seminal treatise on project management "success" see Max Wideman's paper "Improving Project Management: Projects and Project Success featured in the February 02 Issue of the Project Management World Today.
Project management is chiefly knowledge work and management of change. So that the project managers job is more than the implementation of other people's solutions rather it is the running of a business and similar to that of a Chief Executive Officer of a small enterprise.
That is, if you are talking about a substantial project undertaking. Too many organizations use the title of "project manager" inappropriately for minor organizational coordination work with little or no real accountability.
Apparently some current management academics believe we should ask "how can we carry out the project management function"? rather than "who is the project manager"? Where it is implied that one person is in charge.
Some time ago Russ Archibald, an emminent figure for over 30 years in the field of project management, in one of his early books, defined the two criteria for project management as a dedicated project manager and an integrating project management information system. There are others of course, but these are critical to the management of any significant project undertaking.
The question "how can we carry out the project management function"? is used as a crutch by some and seeks to acknowledge that projects increasingly are co-managed by technical and business partner. While this may be the current "modern speak" We do not subscribe nor acknowledge that a project can be co-managed. Accordingly, we opt for the appointment of a single project manager with responsibility and accountability for the management of an undertaking with defined time, cost and performance objectives.
All else is detail, the structure of the Project Office, both real and virtual, the technical and business components of the Project Office are prescribed by the nature of the project, the supporting organization and the availability of in house and contracting out options for work accomplishment.
Currently in American and European industry, public agency and international projects there is much loose talk about management "partnerships" but when the chips are down someone is left holding the bag, or the lawyers have a field day and big fees to sort out legal responsibility and accountability, and there is a frantic search for the guilty.
A single project manager with appropriate responsibility and accountability mandate will not ensure success, that is dependent on the project manager's skills and skills of the project team. However, it will ensure real time accountability to Executive management for day to day manaqgement of the project, early issue warnings and contribute to the success of a project.