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In our organization the project manager reports to the management team, then board of directors and finally our donors. The project manager is in charge of assembling project plans in order to guide their teams.

Project governance helps for budgeting & time management, Risk and communication, execution, control and for getting final conclusion.

In my organization, the project manager reports to the organization's director. The project manager has the authority to adjust schedules and tasks, but any changes to budgets, deadlines, or requirements must be approved by the director.

Do your organization have satndard templates she uses for budgets and other project documents Or she (the project manager) has to come up with templates that aligns to your project scope? In essence, which option is the best practice?

I work on a construction project funded by Africa Development Bank and the Government of Uganda. On my this project, the Project manager reports to the supervising consultant who then reports to a contract manager from the Government. The project manager on this site cannot change the schedule, scope, budget or material specifications without prior approval from the contract manger going through the supervising consultant. All correspondences to the client are addressed through the supervising consultant.

I work in construction and we use standard Bills of Quantities

Project Governance clarifies the roles and responsibilities for each project team member. It also define how the authority is shared and the accountable person if any change is needed.

Thanks for sharing..

In my organization, the Project Manager reports to the Operations Director, who liases between the project team and donors, working hand-in-hand with the Administration and Monitoring and Evaluation teams to ensure that scope, budget and time frame are adhered.

The start of the project and the sharing of the structuring of the project as well as the contribution of the project to the community, what is the impact, it is interesting for us the learners

in my organization the project managers reports directly to the director but he can change project tasks and schedules without approval from the director

Project governance--how decisions are made and authority is distributed on a project--is an extremely important topic. How does your team organize project governance? In this module's discussion, share your team's governance structure. Who does the project manager report to? What kinds of decisions is the project manager allowed to make?

In my organization, governance is organized by a tiered system. Project managers report to Project Coordinators. The Coordinators create the scope, schedule and budget, and managers are tasked with implementing the projects within those restraints. The project manager is allowed to exercise creativity and devise specific ways to achieve those goals - for example, if a project must be completed in 12 months time, the manager will schedule for one part to be completed by 3 months, another by 6, etc.

How much control does the Director usually maintain over his/her original decision? Does he/she trust the manager's discretion and ground-level experience? Or are they usually very insistent that their own estimates are the correct schedules to be followed?

In my project structure, there is a board of directors to which the project manager reports to and from whom he gets permission pertaining to any changes in the project's three constraints (scope, time and budget). However, a provision was made that where the project manager does not get feedback within a specified period according to the urgency of the matter, he can take the authority to change the constraints within reasonable ranges. This serves time sometimes.

Risks are really overwhelming. Some projects have failed completely due to huge risks they did not anticpate at all. For example, a project for promoting school enrollment in flood prone areas faced the great flood that washed away school blocks and other important project resources. Meteorological reports declared the area would receive very minimum rainfall hence reducing flooding. This was seen true after two years of no floods which attracted these social development projects. How best can we take into account even long range occurrences that would otherwise damage the project's success?

at my organization, every departament have one project manager and this report to the departament manager, this is a family organization and all work in diferents directions but with the same objetive make money and this why have one project manager for diferents departaments.

always the firts step we need do in the project is know the risk, what can happen before and after , what happen if this no work or if no have this item

In these type of situation it is very difficult to operate, however the project manager can always be in contact with the CEO to to understand his mode of operation and if any problem arises, He should immediately consult the CEO. Also once in a time the project manager can ask the CEO about his limitations and power over project constraints so as to get a clear view of where and what he can have power over

In my organization the project is managed by a project manager.
Below is the list of key project team responsibilities
Project Manager
• Requirement Finalization
• Client Communication
• Process improvement
• Quality Control
• Management Reporting
• Manage Risk log and associated mitigation activity
• Solely responsible for timeous delivery on the project
• Maintain project plan against baselines
• Formulate the communications strategy
• Prepare project progress reports
Senior Developer
• Design all components of the solution
• Develop communicate and maintain the overall business architecture
• Technical Analysis
• Required Libraries for the development
• Problem Solving
• Perform unit tests
• Monitor Performance and Capacity
Developer
• Develop backend and frontend
• Develop various functions
• Develop user interfaces
• Design and Code Integration
• Unit Testing
Database Administrator
• Database design
• Data Integration
• Data Clean-up (if required)
UI Expert
• Design frontend design
• Design Backend design

At my organization, the project manager reports directly to the CEO, who independently makes up the entirety of the project governance body, since it’s a small organization. While this hierarchical structure has been put in place, no clear cut job descriptions and limits are there such as which of the three constraints the project manager is allowed to modify, if any, or how often updates are needed.
Any one here who works in a small non-profit such as mine, please share how you have found it best to work around these situations

On our project the project manager reports to the Head of Programs and he has the last word for every decision.

on our project Field manager is the focal person for the project but he first consult the senior program manager for change on budget and scope

nice work for people to come together like this

At our organization, the Project Manager reports to the Associate Director. The Project Manager's responsibilities involves coordinating all the project activities and supporting the area coordinators in their daily activities besides making sure that deadlines are met.

On matters relating to the project scope, especially things that can not be changed by the manager, these issues are discussed in a project steering committee where stakeholders are a part of and this includes donors as well.

In my organization, there is no specific program management team, it is usually just supervisors giving projects to their subordinates.

Our project managers are given lots of autonomy within the confines of the grant. Questions/concerns can be brought directly to the executive director or brought to the whole staff for input at our weekly calls. Interim and final reports are made to the funder as are any requests for no-cost extensions. Our grants do not allow for any flexibility on total amount spent but budget line items may be modified with permission from funder.

We are fully grant funded and our constraints are usually fixed through the funder. We have frequent staff meetings (weekly before pandemic and daily virtual check-ins thorughout the pandemic). All staff are welcome to weigh in on any emerging issues. Our executive director would take any needed modifications in scope or time to the funder for approval. Budgets are non negotiable.

nice work for people to come together like this. However, i feel it is quite essential to combine the three approaches in order to get a realistic budget.

nice work for people to come together like this. However, i feel it is quite essential to combine the three approaches in order to get a realistic budget.

Nice way to come together in order to find realtime solutions to project management issues

On our projects the project manager reports to the project sponsor of the organization. The project manger can change tasks, time of work , but any changes on costs, deadlines , design requires to be filed and signed off by the project donor.

Does the project manager encounter problems in the situation that he/she made changes and the director does not approve?

I am sure big decisions are made by the project manger in this organization.

In our project, the project manager is responsible to the donor. and majority of the decision is made by them even though, the manager has some flexibility on decisions. .

which means you are also participate in most of the decisions

I have come to learn that it is important to have a project governance when you are running a project.. And that it also helps the project to run in an orderly manner

This topic has been helpful

In our organization, the project manager reports to the director every week. He could even report during mid-week as long as their is any development in the project that needs to be communicated. the Donors receive quarterly reports.

bestModule+1+Work+Breakdown+Structure+Pragya (1).pdf

At my organization, we have a weekly call with the director updating him on the progress of the project. The director is very hands-on with regard to the project. The donor involvement is restricted to sending progress reports as outlined in the MoU of the project and scheduled field visits as agreed upon in the MoU.

that's true

okay
good to know

your document cant open please

In my company Project manager report to the Project management board( Project management) The project manager can change schedule, budget with the permission from project management board.

In my company, Project manager report to Project Management Office which is Project Governance Group including CEO, Project Director, Project Manager Head. Project Manager needs to have PMO's permission for Scope, Schedule, Budget.

In my company, Project manager report to Project Management Office which is Project Governance Group including CEO, Project Director, Project Manager Head. Project Manager needs to have PMO's permission for Scope, Schedule, Budget.

Most project fail to achieve their intended objective because of lacking a clear charter. All the leadership involved in the project should have a clear operational authority to enable clear communication, mandate and influence.
Therefore, it is important to write down a clear charter that will govern the project, signed by all the relevant leaders before starting the project.

My organization is endowment; it has business unities and the profit collected from this business unities use for social development and business expansion. The social support project lead by project mangers; this project mangers report to the corporate CEO. The higher governance of the corporate is the Board of Directors; because of this the CEO report to Board of Directors. The board of directors evaluate the and give the way forward.

My organization is endowment; it has business unities and the profit collected from this business unities use for social development and business expansion. The social support project lead by project mangers; this project mangers report to the corporate CEO. The higher governance of the corporate is the Board of Directors; because of this the CEO report to Board of Directors. The board of directors evaluate the and give the way forward.

Project Governance: This is an important document that has the list of all the people who are involved in the project and the roles they each play for the success of the project.
This has to be discussed right at the planning stage so th project manager can have an opportunity to probe the leadership on the exact roles and responsibilites.

In my organization, projects can be brought to the table or delegated to a PM. Typically the PM reports to the Associate director and has plenty of freedom to change course for the project to flow and stay on schedule. Budgeting typically has to be approved by our VP of Programs. I have not used a charter for a project and I am very interested in seeing how it can help structure the governance of a project. I want to know if it helps more or if it can hinder the project flow at times.

Is she alone in developing the budget? or are there people who supports her with that?

On our projects, the project manager reports to 2 people: the country representative and the head of programs. While the HOP can give feedback on the program, the final say stands from the CR. She is the one that validates progress or changes the course of work.

That's a good one

Project management is about operational and execution management, while project governance is about direct and control, or information management. Some project governance responsibilities are not relevant to the project's implementation throughout the whole project organization. Consider project tolerances, for example. The main responsibility of project governance is to ensure that the project provides a decent product by directing and controlling, but it tends to be unconcerned about technical issues. The project governance and project management have a gap, according to case study research. How are governance concerns solved inside project unit? In the gap situation, what kind of communication did project management and project governance use?

I'm a student i don't have any experience.

What happens when the Director of the organization is absent , who does the project manager consult with?

Does the Progect Governace differ for big and small organisations?
DO the chatter differ as well for small and big organisation?

What are the exact roles of project governance and does it has control over project manager?

In my organization people always wait that coordinator guide them.
We should empower them to have and present their ideas about the problems.

The project manager has to directly deal with the analysis team but the reports should be made by the one or more subordinates to the manager.

In my organization, We carry out work through public or private contracts. Despite this we have a plan, budget and scope. The project manager (responsible for the work) reports directly to the head of the company, who independently constitutes the entire governance body of the project. To modify the budget or other, it is necessary to make a meeting with the other engineers, the financial administration, and the human resources. our problems and causes are different from the source project.

On the project I worked on, the project governance majorly comprised the team at the HQ level (The Project Director, The Deputy Project Director, the Managing Director of the organization, etc.). Little authority resided with the implementation team at the various states field level. Thus, the implementation team majorly followed instructions, reported challenges or constraints to the HQ team (project governance) and awaited further instructions. Budgets, schedules and scopes were communicated to the field implementation team who are tasked with ensuring project activities and deliverables are achieved in line with these 3 key project 'determinants'. Inability to conform to any of these 3 determinants would have to be communicated to the project governance who will then give further directives.

Yeah. This seems fair enough and commonly what obtains in most organizations. And you are so right about that extra strict adherence and rigidity when it comes to budgets.

In a project being implemented, the governance structure comprises the Director, Project Manager and the Monitoring and Evaluation Officer. The Project Manager reports to the Director as well as Donors with permission from the Director.

Thanks for this lesson.

Thanks for this lesson.

I've not really performed any project managing job before
I'm just starting to learn

In reference to my organisation, the board which is made up of chariman, secretary, shareholders participates solely in decision making before any action is taken.

At beginning and end of the day & weekly basis through his schedule & report.

I think a project charter is a prerequisite in your case so that roles and responsibilities can be defined from the very beginning and a project governance too. Without these two even the most brilliant project manager will not be able to execute their job rightly no matter how much fund they have in place. I propose project manager call a meetings when they need to make major changes and make sure those changes are documented, agreed and signed by the project governance if this is not considered it may just be near impossible to execute or implement any project.

Without a project charter how is the project manager expected to do their job effectively? Please I will also love to know if there are other suggestions that would help the project manage thrive in such a scenario.

Before the commencement of any project, it is crucial and imperative to have a project charter. It is important to divide the authority. In our governing structure, the project manager needs to report to Executive director. Project Manger has authority over fieldwork managing and also accountable for budgeting. The project team has the roles of providing technical assistance and reporting.

Project Governance is vital part of delivering successful project. The roles and responsibilities need to be clearly defined, especially on the powers of the project manager. Without a clear project governance is nearly impossible to plan and implement a project.

I used to think that Project Managers called the shots but not anymore. There is definitely more to learn I proceed further in the course.

Before the project start, it is very important to have a charter between project manager, governing body and stakeholders. I think it is very good to divide the authority. In our governing structure, the project manager needs to report to Executive director. Project Manger has authority over fieldwork managing and also accountable for budgeting.
I want to know about managing in rigid environment.

Before the project start, it is very important to have a charter between project manager, governing body and stakeholders. I think it is very good to divide the authority. In our governing structure, the project manager needs to report to Executive director. Project Manger has authority over fieldwork managing and also accountable for budgeting.
I want to know about managing in rigid environment.

Project governance provides direction and defines decision-making procedures and metrics for validating impacts to the project. It also enables the project team to deliver on requirements and creates a forum for issue resolution to occur in a timely manner

The project governance consists of the directors of the organisation. The project manager reports to the directors regarding the progress of the works, in charge of supervising the workers on site but to make changes, they have to ask the directors for approval.

the project manager should usually give updates to the director weekly, or even monthly it depend on the amount of work in the organization. Yes of course, the donor can also be part in project governance.

Yes project manager need to have a discussion with the project governance inorder to know the assigned responsibilities

At my organization the project manager reports to the project associate. The PM can make hiring decisions but need the permission of both the program associate and the director to make any final decision especially in regard to budget and workplan

Fantastic. I lean more and understand the course more better than when I am reading alone. The discussion is many knowledgeable peoples ideas sharing. I appreciate your contribution. I need more to improve the level of my knowledge. thank you and god bless you all.

On our projects, the program manager reports to the director of the organization and the donor agency. The program manager can change schedules and tasks, but he needs to get the approval of the director and the donor agency to change any budgets, deadlines, or requirements of the projects.

Beginning to get the hang on project management.

in my organization, the project coordinator report to the minister, and high-level decisions are made by the national steering committee(NSC) which comprises the coordinator, minister, and the world bank representative known as the donor and some major implementing partners. the terms of reference are designed according to the hierarchy of staff namely senior, intermediate, and junior staff. the project coordinator normally makes decisions related to disbursements of funds and supervision of the result framework or scope to make sure that the project achieves its deliverables or project development objectives(PDO)

I know of an organization whose structure and system only has the board of directors and coming down is the programs manager and the operations manager both with their team. in this kind of an arrangement, who does a project manager report to if they employed one?

or between the operations and programs manager, who can act as the project manager?

I and my team are about to launch an organization called The Builders. We are passion about raising boys into men of substance. At what point do we need a project manager?

In my organization only CEO can make decision prior to Each Action , but on site only project manager is responsible toward activities as per planning department , the schedule will be follow at site no one can change the schedule , Basically on site project manager is not responsible including Scope, Schedule and budget , it decided direct from CEO of the company, Only change order PM can proceed to make profit of the organization

The last organization I worked for is the multi-donors project covering five regions (called ‘hub’). Each hub has different structure but more or less they have the regional Hub Manager (or Program Manager) who leads each hub and reports directly to the Technical Lead in their respective Headquarters (US, Germany, etc.) Between the donors and the hubs, there is the middle party called ‘the Secretariat’ who provides a monitoring to each hub. Since this is the multi-donors project, each hub reports to different donors, but there is a dedicated meeting/report for each hub to report all the work progress to everyone. The Hub manager/PM reports to both the Secretariat and assigned donors.

The PM has the responsibilities to fulfill all the requirements, schedule, time management and modifications if need be and reporting. The PM also works together and consult periodically to the Project Lead.

each task should be assigned to eligible personnel if it needs training please do it

The organization I work in is still growing we don't have the team governance, and the project manager reports to the regional director of our funders.

In my organization, the project manager reports to the Head of Departments (HOP) of our organization. The project manager may be allowed to change budgets and schedules, but with consultation and approval from the Head of department.

Project manager can report to director and do other tasks

At my organization , the Project Manager is the key designer of all projects. He reports to the Country Manager on a monthly and quarterly bases. He is the chief custodian of program data base.
The pro

With regards to project governance,  it is very vital to understand the line of authority in project management and implementation. For  example, some of the institutions that I have worked with from experience,  Some organizations projects are headed by Chief of Party, Country Director, Country Managers etc. Moreover, at field levels , County Program Managers and Team Leaders take responsibilities for the governance of  the project.  The details of the project is explained through  project orientation and inception workshops.

Every key and field players roles and responsibilities are defined though term of references.

The governance structures are designed in three ways . High level and senior level governance, 2 Middle or Intermediate level of governance and 3, field level or ground level of governance.

Project governance is an important aspect in any project, it describes the dos and do not in each and every project. In our organization, the Project Managers report to the Head of Programs, who with the other management team members send project change suggestions to donors for final decisions. The decisions include major budget relocations and huge procurement.

I think my organization is pretty well-organized. As a matter of a fact, each project has its own project manager, to whom the staff may refer. The project manager then hires a responsible for choosing who may enroll in the project. This way, each person knows exactly who is above them and with whom they have to communicate.

In my organization, the project manager reports to the project director, who then informs the president of the situation. The President calls a meeting with the project team to deliberate on the subject, when a decision is reached by the team the president gives a go ahead for the implementation by the project manager through the project director.