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In my team, day-to-day operational decisions are made by the project manager after program officers report to the. The program manager then reports to the executive director weekly or if there is any major progress made.

Similarly, project managers in our organization are reporting directly to the CEO who also act as the project governance on each awarded projects. Moreover, project managers have full authority on construction operation from pre design to post construction services while CEO usually involves in any client relations that may be brought up during the works.

On the project our organisation is implementing the project manager reports to the executive director of the organization. The project manager can not change schedules and tasks on his own, but he need to get the permission of the director to change any budgets, deadlines, or requirements. this is done after the executive directyor has consulted the board of direrctors.

In our CBO, the project manager report to the board of trustee who are the governance body in charge of the project. They mobilise funds and give direction on the running of the daily activities of the projects. The projects manager also conduct annual general assembly meeting to brief the stakeholders,community and members all of the country about the progress of the projects, challenges faced and new updates.

In my organization, the program manager report to the Country Director of the Organization. The program officer makes decisions of change in any given project by first liaising with the country director and who also is in charge of the department that can help effect the change. We have the Board of Trustee members, the Country director, other senior staff members and them the teams under the each department as our Work Base Structure.
Should the Country Director be on Leave, who then can the program manager report to to effect these changes when the need arises?

At my organization, it's the program manager, portfolio manager and national director that make up the project governance.

Project Mangers in my organization reports to the Head of Programs. Project Managers can make changes to allocation of tasks and schedules and where other activities might be prioritize over others. All budget related issues are discussed at higher level

In my organization, decisions bothering on the Scope, timeline and budget of the Project are made by the Project Management Team, however, the Program Manager and Thematic Leads may make useful recommendations based on the realities in the field. These recommendations will have to be sanctioned by the Project Management Team and where necessary, the Donor, before action can be taken on it.

In my organisation, the CEO and board Chair take the major decisions on behalf of the board for the organisation although as a project manager, I can change both schedule and budget but not scope of the project, however meetings are held where I defend the reason for the changes.

How easy is it to wait for changes on scope and timeliness to be sanctioned by the donor before the work progresses.

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 organisation, the project manager does everything under the governing umbrella of the organizational director.

Though as a project manager, the project charter can be prepared or formed under his authority but not to be perfectly utilized without the consent of the director.

On our projects, the project manager reports to the director of the organization. The project manager can change schedules and tasks, but they need to get the permission of the director to change any budgets, deadlines, or requirements.

n our organization, the Project Manager reports to the Head of the Provincial Branch of the Principal Recipient, who then reports to the COP and at his level dictates the orientations based on the data received from the Provincial Branch. There are clear job description for each agent and each one make his better to perform as well as his job description recommand.

In my organisation, we have a program officer who oversees projects and reports to the managing partner. Where there is a need to make some changes, the decisions are made by the managing partners and the donors.

In my organisation, as the Project Officer report to the Cheif Executive Officer/Senior Programs Manager who reports important project matters to the BoardChair and Board members or Donors. As the project Officer, I have the responsibility to develop and make necessary changes on schedules but not scope and budget, however may communicate these changes to the CEO who then reports to Donors and Board members

I would like to know more about the role if the managing partner does that also represent the implementing partner?

In our team, I report to the Project manager which in turn update the Senior manager.
My role is to followed up the progression of the project and request for financial support. Any modification around the budget is made by the project manager.

Project Managers indeed have more responsibilities but not as much power in decision making

In our agency, the project management process is not interactive. All decisions that project managers are authorized to make are pre-documented in a notebook that they receive at the beginning of their shift. These decisions are made by the board of directors, which is composed of the director general and other administrators than the project managers, because the agency is national and is under the supervision of the presidency of the Republic.
For its financing, the agency receives a subsidy from the State and also receives external financing from UNICEF, the World Bank, etc.
Each project manager is allocated a budget for his or her project for one year and is required to perform both physically and financially.

In our organization the manager reports directly to the board of governance.
The manager is not allowed to make any changes if the board is not involved. This makes work hard for the manager is on the ground and knows what is needed to be done.
With the knowledge acquired will stand at the gap and help the board realise the mistake they are making

I am in agreement. Although the steps to get the end result are important the goal is to complete the project.

The Project manager give quarterly report to the governing board during their quarterly meetings. In case of emergency, the Chairman of the board of directors will be informed and his input will be required at that point where necessary. When it requires urgency, the Chairman in collaboration with the project manager who is the secretary of the Board of directors can call for an emergency board meetings where the issue can be resolved.

The project manager is expected to report to the director from time to time inorder to keep updated with the result so far and to also get their input to ensure that the ideas and goals of the project is collectively towards achieving the best.
The Donor needs to be briefed on the progress made and the challenge encounter so as to have integrity and credibility to the project.

My name is Ballé Emmanuel

Can a project be so big to require more than one project manager?

The project Managers give regular updates to project management team for smooth running of t he program

The project Managers give regular updates to project management team for smooth running of the program.

Cost estimates are also priotised to ensure smooth running of the implemented activities

The project Managers give regular updates to project management team for smooth running of the program.

Cost estimates are also priotised to ensure smooth running of the implemented activities

Risks are put in consideration and taken care of in prior.

The project Managers give regular updates to project management team for smooth running of the program.

Cost estimates are also priotised to ensure smooth running of the implemented activities

Risks are put in consideration and taken care of in prior.

All program teams are managed accordingly by the program managers.

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.

Thanks all for your insights about project governance. I am currently not working with an organization. But I used to work with a company (for-profit) and I was the PM. I was in charge of budgeting, monitoring progress of different projects, participating in meetings with different stakeholders, planning activities to be done on site, and reporting to the CEO of my company about progress and financial status of projects.
Now I am looking to transition towards the nonprofit sector, so it is interesting to hear about the different structures in this type of organizations. The material in this course is really insightful and it provides a different perspective about project management when dealing with nonprofits, which is really interesting. I'm looking forward to learn more about this field, and to finish the course and apply the new knowledge with a nonprofit.

Project Manager reports to the senior Project Manager and Senior project manager reports to Director.

@ressian It's your organisation a non-profit organisation? And also I want to know how you handle cut backs from the budget you've prepared and submitted to the organisation CEOs

Project governance is a really important tool and in our organisation the project manager reports to the company director who later reports to his superiors.

In my organization, the project manager reports to the dean and the donor. The donor may make any changes: schedule, budget, and scope.

Oh this course is one's of my preferences.

thank you for the knowledge it is going to help me in the long run in terms of keeping our organization moving. i am so humbled for the privilege.

At my organization, The project manger reports to Business lead who governs the project with the help of a few member of the board.

Thank you so much for sharing your organizational project governance

project manager must enter deeply in consequences of project change and challenges based on schedules obseved
and we must considering the need for beneficiaries

If implementing a nine-month emergency project, how often should the project leader give feedback to the rest of the team and the donor?

@Benjaminindowu202, thanks for joining the conversation. Can you also share on the thread how a change in project is handled in your organization?

@Benjaminindowu202, thanks for joining the conversation. Can you also share on the thread how a change in project is handled in your organization?

Very well said @Beata1986. These and other duties are to be executed by the project manager to ensure successful completion of the project.

@Bilfranck, there isn't a straight jacket response to you question. Reports and feedback to stakeholders could be daily, weekly, bi-weekly, monthly, quarterly, semi-annually among others. However, these reporting time lines must be agreed upon with all stakeholders prior to commencement of the project. Given that, the parties involved would do as expected without failure.

@zgetah, thanks for sharing with us the project governance of your organization.

The project contractor will be responsible for all project activities and will handle everything with labours.

project governance provides direction and defines decision-making procedures and metrics for validating impacts to the project. project governance also controls changing scope, budget and time therefore project governance has a much power than project manager

although i am still student who does not work any organization so in my opinion
project governance provides direction and defines decision-making procedures and metrics for validating impacts to the project. project governance also controls changing scope, budget and time therefore project governance has a much power than project manager

At our organization, project manager is the overall in-charge person for the projects. He or she reports to the Executive Director, who then reports to the Board of Trustees. For any changes to the project, such as schedule or budget, the project officers have to liaise and seek approvals from the project manager, who then seeks approvals from the ED. Afterwards, the donor is also engaged.

Yes. Estimating project costs need to go through the 3 approaches to get in final result as correct budget as you can.

I'm the CEO of Gratitude Towards God.
I have 4 project managers In total for seven programs and a whole team hired for specific jobs. The managers are not allowed to make big changes to the structure of my organization without my approval and informations about the donors should get to me. I have all the authority concerning the budgets and scope. They just execute my orders. I always sit with them, plan with them and organize with all the board.

I'm the CEO of Gratitude Towards God.
I have 4 project managers In total for seven programs and a whole team hired for specific jobs. The managers are not allowed to make big changes to the structure of my organization without my approval and informations about the donors should get to me. I have all the authority concerning the budgets and scope. They just execute my orders. I always sit with them, plan with them and organize with all the board.
The managers gather all the reports and details to me each month and they are well printed and saved.

Project Governance really is an aspect mostly forgotten in most projects but it is an ideal thing to consider as a fundamental part of every project

All projects managers should implement projects based on the set target because they may be called upon by the project governance for explanations if anything go wrong

In the civil society association I support, governance is the responsibility of the coordinator. The project manager is in charge of the implementation of activities on the ground under the supervision of the coordinator. The project manager works in collaboration with the team leader, the mobilisers and the monitoring and evaluation assistants. The project manager is the chief person responsible for the success or failure of the project and takes all possible decisions for the smooth running of the project.

In our organization, a board meets to make decisions on topics presented by the group we are helping.

What are the scopes that the project manager have issues with?

In my organization, the project manager reports to the Director, program manager and the board members.

At my organization, we have a marketing team that is involved with all Projects. When necessary the Manger of this team will pull employees that are not on their team for help. Very organized and a good oil machine

I work in a hospital, so if I am to explain the hierarchy of responsibilities I would say that the hospital director is like the CEO and everything is reported to him. Suppose a project comes for example to do with Malaria prevention in children under the age of 5, I would say that the project manager reports not only to the hospital director but also the project governance and stakeholders. The project manager works hand in hand with the chief laboratory technologist, the matron of the paediatric ward and the chief nurse. I believe that the hospital director would be part of the project governance team.

Very interesting. I never actually took time to realize that there are other positions in the project management field other than 'project manager'.

I'm the CEO of Gratitude Towards God.
I have 4 project managers In total for seven programs and a whole team hired for specific jobs. The managers are not allowed to make big changes to the structure of my organization without my approval and informations about the donors should get to me. I have all the authority concerning the budgets and scope. They just execute my orders. I always sit with them, plan with them and organize with all the board.
The managers gather all the reports and details to me each month and they are well printed and saved.

In

In my organization,the Project Manager report to the Managing Director and CEO, the Project Manager can adjust Project schedules but after reporting to either the MD or CEO with reasons, a meeting will be arranged where the MD, CEO,Head of Construction and Project Manager will be present to discuss about the change.

I think most small NGO have limited hierarchical systems because of funding, and everyone just report to the CEO directly, mostly no set date or report time, as the organization grows,some of this things are implemented.

The governance structure at my workplace is very elaborate and clear. The project officers report their daily activities to the project coordinator, who oversees the specific project in general and later reports to the Programme/ project manager who oversees all the projects in the organization. The project manager reports to the Director of the organization at the same level is involved with bilateral engagements with the donors.

In my organization, the project governance structure consists of the CEO, Head of Programmes, the Programme Officer and other support team members. The donor is also a key member of the project governance board. In terms of hierarchy, the CEO reports to the Donor, the head of programmes reports to the CEO and the programme officer report to both the head of programme and the CEO. The head of Programme provides weekly project updates to the governance board and can adjust project schedules or tasks. However, this can only be done after prior approval has been given by the CEO.

At my organization, the project officer reports the state manager. The project officer reports to the state manager only when there are significant changes in the project. The project officer is allowed to make some decisions. When these decisions affects cost, performance and deadlines, the state manager must be informed,

Hello, all of the processes and rules of the project determined by project governance and this helps the project manager to manage a project correctly. Project governance communicates the different activities of the organization and determines who is responsible.
Unfortunately, I work for government in an institution with a hierarchical structure, so all the rules, deadline, budget and project manager in the projects are determined by the director.

On my project, the Project Manager reports to the Overall Senior Program Coordinator and they are able to change dates for tasks implementations and activities but do not have access to adjusting the budgets because they are donor funded.

On my project, the Project Manger

Wonderful

In my organization, the project manager reports directlty to the Head of Programs who reports to the Executive Director. The Executive Director has the ultimate decision making authority, however, there are certain decisions that he must also consult the prime partner according to the nature of the partnership. The project manager however has the opportunity to make recommendations that can influence some of the decisions made. The structure ensures good communication between the project Manager and project governance team.

The project manager in my organization reports to the COO who then reports to the CEO

Governance depends on the structure of the organisation. In our case, the Principal Tutor heads the Technical team of tutors while the finance and administration officer coordinates all activities and reports to the Executive Officer who is responsible to the Board of Directors who in turn are also responsible to the Board of
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Project Governance is integral part of delivering successful project.

In my organization, the project manager reports to the project director. Decisions regarding changes to scope, schedule or budget are done by the country's leadership team for the organization. The prject manager cannot make huge decisions on their own without consulting the higher managment.

In our project, the Program Manager reports to the Head of Program who reports to the Executive Director. The Manager is only allowed to make assumptions on budget reallocations but this must be approved by either the Head of Programs or the Executive Director depending on the amount.

This was informative. I am going to apply the Work Breakdown Structure to my projects.

I feel like a project manager already!. This course is well-detailed and informative.

Such a great project governance.

The project governance for my organisation falls on the CEO and a steering committee of high-level stakeholders. This group not only provides broad oversight, but they also make decisions about where the project is headed. Additionally, subcommittees may be given responsibility for certain aspects of the project from the steering committee. However, all decisions made by the board must have approval from the CEO before anything is carried out .

With this topic in mind, I am now able see the gaps in our project governance.

@fyebeize said in Module 1 Discussion: Project Governance:

Hi !

How the project Manager can Identify the problem and find solution without participated into the project design?

project governance as far as discussed seems to be an integral part, will make sure to mind that when starting to work or run an organisation

We are currently implementing emergency projects without conducting complete assessment. Even though, head of the department acts as project manager and is authorized by country office to decide about schedule as fit the context. But in budget and scope probably have discussion with head quarter office.

So what does the project manager do in your organization? or the project manager is responsible for just implementation or on other words the project manager is responsible to the committee.

The project manager should report to the director monthly. The Donor is involved in project governance, in that they may need to know and approve changes in the scope, budget, or schedule.

In, My projects , we will ensure about our plans , customer, shareholders, employees and the external factors. These are most valuable for my organisation to reaching out the projects to the ordinary peoples in rural or urban areas of the country.

The responsibility and accountibility of the projects are the organisation managers in all over the post , then CEO of our organisation

Before You Start
AN IMPORTANT REMINDER ABOUT FACT-CHECKING
Some of the information that you communicate with your beneficiaries may be about the disease itself, COVID-19. As a trusted member of your community, you may feel a responsibility to pass along information about preventing the disease.

Unfortunately, it can be very easy to accidentally pass along misleading or inaccurate information about COVID-19. Even careful professionals sometimes struggle to accurately share information about this disease, due to the large amount of misinformation and confusion.

This is why, before you send ANY information about the COVID-19 disease, you need to take additional steps to fact-check the information. In other words, follow the CDC’s rule “Be Right.”

Vet and verify all the information you plan to send, and be sure to point your beneficiaries towards trusted and reliable sources. Here are some websites for accurate COVID-19 information:

World Health Organization: Coronavirus disease (COVID-19) information
World Health Organization: Coronavirus disease (COVID-19) advice for the public: Myth busters
International Fact-Checking Network: Coronavirus facts alliance

Before You Start
AN IMPORTANT REMINDER ABOUT FACT-CHECKING
Some of the information that you communicate with your beneficiaries may be about the disease itself, COVID-19. As a trusted member of your community, you may feel a responsibility to pass along information about preventing the disease.

Unfortunately, it can be very easy to accidentally pass along misleading or inaccurate information about COVID-19. Even careful professionals sometimes struggle to accurately share information about this disease, due to the large amount of misinformation and confusion.

This is why, before you send ANY information about the COVID-19 disease, you need to take additional steps to fact-check the information. In other words, follow the CDC’s rule “Be Right.”

Vet and verify all the information you plan to send, and be sure to point your beneficiaries towards trusted and reliable sources. Here are some websites for accurate COVID-19 information:

World Health Organization: Coronavirus disease (COVID-19) information
World Health Organization: Coronavirus disease (COVID-19) advice for the public: Myth busters
International Fact-Checking Network: Coronavirus facts alliance

Before You Start
AN IMPORTANT REMINDER ABOUT FACT-CHECKING
Some of the information that you communicate with your beneficiaries may be about the disease itself, COVID-19. As a trusted member of your community, you may feel a responsibility to pass along information about preventing the disease.

Unfortunately, it can be very easy to accidentally pass along misleading or inaccurate information about COVID-19. Even careful professionals sometimes struggle to accurately share information about this disease, due to the large amount of misinformation and confusion.

This is why, before you send ANY information about the COVID-19 disease, you need to take additional steps to fact-check the information. In other words, follow the CDC’s rule “Be Right.”

Vet and verify all the information you plan to send, and be sure to point your beneficiaries towards trusted and reliable sources. Here are some websites for accurate COVID-19 information:

World Health Organization: Coronavirus disease (COVID-19) information
World Health Organization: Coronavirus disease (COVID-19) advice for the public: Myth busters
International Fact-Checking Network: Coronavirus facts alliance

Hello Ressian, thank you for your post. With a system of having the Project Manager reporting directly to the CEO, I am curious, how many people are in the overall organization? And how many individuals is the Project Manager responsible for? Do you think this is a good system for your current work environment? If not, how would you plan or organize it differently? Thanks so much in advance!

In my organization, I believe project governance happens in ways similar to how Module 1 recommends - on other teams. For over a year now my "project management" role is more of a post-sales service management role. I am assigned to a unique customer and our projects typically have 1-3 individuals working together that could be considered project managers. We can make many decisions and we typically report to the customer and our management. I am excited to take this course and earn the completion certificate to expand my knowledge and skills, and to be better prepared for a more traditional PM situation.

At my organization, the CEO Report to the board, 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, with clear cut job descriptions. Board, Executive and stakeholders participate in decision making.

In my view, having governance board is good but it also has its disadvantages. one othe disadvantages may be delay in decision making since you are involving a gruop of people who may have different interests with the project.

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.

In my organization the board of directors take decision on how to tackle issues that arise during a cause of a project

We have a team of administrators that report to a director, who then reports to a superintendent.

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.