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hi
Yours is similar to mine, however mine there is a Project Manager on paper but in reality her seniors do the day to day management

The progects manager of my organization told that all the progects of my organization goes scientific manner and fair, Before the projects implementation they do to understand the problem through research and and then eva;uation and then implementation. This course and the he told me is simillar. Thanks to my Philanthropy University.

first thanks all of you in order to proved this opportunity, secondly i understood more information about this course like WBDS so i am going to continuous

In our project, there is no project manager. There is a project director who coordinates with funders, a project coordinator who handles paperwork and high level stakeholder meeting along with the project director, and finally there is a project assistant who runs the project like a project manager. the project assistant is allowed to make decisions on schedules with consensus from the team. In terms of dealines and requirements, it is still set by the project director. The project assistant gives updates weekly or as needed. The donor involved in project governance by approving project scope, timeline, and budget proposals which are developed by the project director with help from the project coordinator and assistant.

On our projects, the project manager reports to the Chief of Party of the organization. The project manager cannot change schedules and tasks, they also need to get the permission of the director to change any budgets, deadlines, or requirements. Our Project Manager do not have much power.
How often does the project manager give updates to the director? Is the donor also involved in project governance? The donor is not involved in project the governance, the donor is only involved in the monitoring and evaluation of the project. The project manager does not have much power because even scheduling the meetings with the teams, she must get a go ahead from the COP. The project manager gives the COP a report weekly, however the others below also give the report t the Chief directly so there is not much that she is reporting.

On our projects, the project manager reports to the Chief of Party of the organization. The project manager cannot change schedules and tasks, they also need to get the permission of the director to change any budgets, deadlines, or requirements. Our Project Manager do not have much power.
How often does the project manager give updates to the director? Is the donor also involved in project governance? The donor is not involved in project the governance, the donor is only involved in the monitoring and evaluation of the project. The project manager does not have much power because even scheduling the meetings with the teams, she must get a go ahead from the COP. The project manager gives the COP a report weekly, however the others below also give the report t the Chief directly so there is not much that she is reporting.

In my organisation, the Executive Director directs all activities because it is a small local NGO

1. What are the skills and knowledge needed by a project manager in other to become an experts in a particular project or fields, examples, in a health or educational activity?
2. How can a project manager set up a particular plan to manage resources for a project to be effective and be completed on time.
   what mechanism a project manager should put in place to address the following when its occurs
   i. Lack of communication
   ii. Conflict.
3. In a governance structure of a project management, there must be a project Coordinator and other team members that work with the project in order to succeed in implementing the project, how does the project manager and the project the Coordinator collaborate to achieve to their goals?

PROJECT GOVERNANCE- ASSIGNMENT
the project governance structure is the system by which a project is controlled and monitored. It outlines the obligations of the stakeholders, the project team, and the project manager. Moreover, it also establishes methods and procedures for making decisions, communicating, and monittoring progress.
What makes for a good governance model:
Step 1: Get the right people on board
The first step to develop a strong governance model is to get the right people on board. Without the right skills and attributes present among its directors, any board will struggle to deliver good corporate governance.
Step 2: Define and agree the boards role
Once the right people are on board, there needs to be agreement about exactly what the board’s roles and responsibilities are and what should be delegated to management. Once agreed, the roles, responsibilities and delegations should be written as policies, perhaps as part of a more comprehensive board charter.
Step 3: Employ and support a chief executive
Once the board is in place and there is agreement about its function, a chief executive will need to be employed to carry out the operational work of the organisation. Recruitment should be carefully carried out to ensure the right fit. Once in place, the chief executive needs to know what his or her authorities are and what the board expects should be achieved. Clearly defined delegation policies provide the chief executive with the confidence that he or she can apply their decision making skills and authority without having to ask permission from the board to do the job they are employed to do. The chief executive should receive regular performance feedback based on objective criteria.
Step 4: Provide strategic leadership
The chief executive is employed to achieve governance outcomes rather than to merely be busy doing ‘things’. A statement of strategic direction or strategic plan makes clear what is to be achieved. Good governance plans should be written in outcomes language as the basis for effective monitoring and evaluation, and as the basis for measuring organisational and chief executive effectiveness.
Step 5: Make board meetings count and involve the right people
The board meeting is the place where a board does most of its work. Board meetings should matter. They should be well run and should focus on the board’s job, not the CEO’s. Meetings should be predominantly forward looking and offer satisfaction to directors, who can leave the meeting knowing they have added value as the result of applying their experience, expertise and wisdom.
Step 6: Be clear on accountability and stay on top of the governance process
Even the most experienced boards and directors can find themselves drifting away from governing responsibilities and becoming involved in management matters. It is imperative the board stays on top of its role. Determining governance structure, monitoring and assessment of organizational effectiveness is the bread and butter of board meetings. However, these functions should not dominate the meetings. Time should be spent at every board meeting looking ahead; a portion of every board meeting should be the equivalent of a mini strategic retreat.
Step 7: Develop the work plan.
This ensures directors view their role as continuous rather than episodic and involves making timely provision for all the tasks and functions that the board must address over the course of the governing year. Boards in all sectors are now developing board annual work plans.
Step 8: Review the boards performance on a regular basis.
Increasingly boards in all sectors are undertaking regular performance assessment. Often guided by an independent specialist, this process also includes individual director assessments based on peer and self-performance feedback.
Step 9: Provide purposeful director induction.
Step 9 closes the loop. Recognizing that most boards have a regular infusion of new members bringing new skills and experience to their considerations, it is imperative that all newly appointed directors are provided with an effective induction into the affairs of the board and the organization.

Managing projects well involves making important decisions and organizing who has the power to decide what. This is called project governance, and it's crucial for success. In our team, the person in charge, called the project manager, reports to someone higher up, like the project sponsor. The project manager can decide on everyday things within certain limits, like where to use resources and how to manage tasks. We keep things flexible but always in line with the project's goals. I'm interested in learning more about teams that focus on letting everyone have a say in decisions. If there's a post about a team like that, I'd like to know how they make sure everyone works well together and gets things done.

Dans mon organisation les décision sont prises par le coordinateur du projet en fonctions des orientations données par l'employeur et le partenaire. Ainsi, les animateurs reçoivent des ordres d'exécution sous la supervision du directeur du projet ou coordinateur.
Nous avons donc dans mon organisation dans l'ordre décroissant : le pasteur - les cpc - le coordinateur - les animateurs et les volontaires.
Toutes les décisions prises doivent recevoir le consentement du cpc et du facilitateur de partenariat avant exécution

On our projects, the project manager reports to the Managing Director of the organization. The project manager can change schedules, tasks,Project deliverables ,timelines and Project Scope but they need to get the permission from both the Manging Director and the project Beneficiaries .The Managing Director is allowed to change project budgets, deadlines, or requirements.

Project Updates are given on a weekly ,Monthly Basis depending on the criticality of the project.For High Risk projects daily updates are provided for both the project sponsor,client and key project stakeholders so they are well aware of what is happening in the project ,Including Project Scope Creep.

In our organisation, the Project Manager reports to the Project Director. He/she steers the operations process but reports to the Director before any changes are implemented.
The Project Manager reports to the Project Director on a daily basis, given that immediate action must be taken following their exchanges.

in a project we faild to realise required targets because of lack of trust between priject manager and CEO due to mis communication

the
project
governance
are
parts
of
the
project
stakeholders
whose
impacts
in
decision
making
cannot
be
overemphasized

Would your company then hold monthly meetings? How do you ensure, clear, accurate and fast communication between the different parties?

In our team's project governance structure, the project manager reports directly to the senior project lead, who oversees multiple projects within the department. The project manager is entrusted with the authority to make decisions regarding daily task management, resource allocation, and scheduling adjustments. However, any significant changes impacting budgets, project deadlines, or requirements must be presented to the project steering committee comprising department heads and key stakeholders for approval.

I'm interested in learning more about the composition of your project steering committee. Are there specific criteria or thresholds that determine when a decision must be escalated to this committee for consideration, or is it more ad hoc based on the project manager's judgment?

In my Organization;

Sponsor
stakeholder
Project Director,
Project Manager
Site Manager,
Construction Manager,
In our case Project Manager reports to the Project Director, and They jointly meet with stockholders and sponsor if any problems or changes in resolution.

In our company the project manager does planning and monitoring the project.

In my organization, the project manager reports to the Executive Director. The project manager can make decisions on planning activities, changing the budget schedule, proposing new targets or beneficiaries. However, he submits this to the appreciation of the Executive Director before implementation.

In my organization, the project manager reports directly to the Chief Executive Officer (CEO) quarterly through a reporting mechanism established by the Executive Committee. There are also weekly updates provided by the project manager to a general staff meeting at the end of every week.

I appreciate that this course recognizes and advocates that project managers should be given flexibility when it comes to deliverables and how project governance makes clear the decision making process for everyone. In my experience, the deliverables could be so rigid, or that decision making is sometimes monopolized or that there is no clear delineation of responsibilities/authority. This course has clearly addressed those issues that oftentimes plague projects and project managers.

Hi Ressian, who has the power to approve such things? Thank you in advance.

It's the same case in my organisation, all project managers report to the CEO.
I thing generaly there no wrong with these of governance structure if the CEO is receptive to the managers' suggestions

Well, at the moment i work in an organization where the project manager reports to his or her immediate supervisor who in turn submits everything to the manager.In order to revise schedules or tasks he or she needs permission of the manager through the supervisor.

In my case, there are several Project officers and these report to the Project Manager. The Project Manager Reports to the Deputy Country Director and Country Director. These two report to the Local Board and to the Africa Programs Manager who in turn reports to the CEO who finally reports to the International Board and Donors.

There are however specific situations where the Project Manager is authorized and advised to report to the Donor directly with the Country Director, Africa Programs Manager and CEO in copy, cases such as a response to a specific donor's request or assignment following a specific donor request.

Unfortunately, and this is entirely a personal view, I see the local board as nothing but a team set up to meet national regulatory guidelines. They are basically on the receiving end, they do not even have TORs to be guided by and are just updated on a quarterly basis about the projects and activities in progress.

With the soft skills and hard skills required/expected for project managers, would it be correct to say that Project Managers have a "Project Management Culture" irrespective of each individuals organizational culture? Is an organization, a situation in a country (economic, political, etc) at liberty to shape the project management culture and how would that affect projects?

In my team decisions on a project are made based on the project's governance structure. The project manager is typically authorized to make day-to-day decisions within the project's defined boundaries. Higher-level decisions that impact scope, budget, or key deliverables may require approval from a governance committee or project sponsor. Stakeholder engagement and collaboration play a crucial role in decision-making. Projects often have a change control process to assess and approve proposed changes. Effective communication and adherence to project governance structures are essential for successful decision-making.

In my team decisions on a project are made based on the project's governance structure. The project manager is typically authorized to make day-to-day decisions within the project's defined boundaries. Higher-level decisions that impact scope, budget, or key deliverables may require approval from a governance committee or project sponsor. Stakeholder engagement and collaboration play a crucial role in decision-making. Projects often have a change control process to assess and approve proposed changes. Effective communication and adherence to project governance structures are essential for successful decision-making.

most times as the project moves from one stage to another incase of any adjustments in the scope.
Yes.

In my organization, both the donors and the board participate in the decision making process.

Project governance is important because you have to realy reseach and understand what the project need or is about to move on to the next steps. Also you have to be able to commu nicate with everyone for the project to go well.

We have a well-layed down procedure depending on the project. For an internal funded project, the project lead is the the principle investigator who is in charge of the day to day running of the project and makes decisions on any changes.

our organization the project manager report to the directors of the organization

In my organization the president of the organization is the project governance. The project manager should report to the president. He is allowed to run the existing activities, calling meetings and other previously set tasks.

Then who will run the daily tasks of the organization?

In my organization, there are various projects managers managing specific projects. They can change schedules and tasks as they are being conferred with the power to own the project. But when it comes to budgeting and timelines they set the budget which will be scrutinized and approved by the board and they cannot change it. The set the timeline too but the board has superiority and final say in the timeline. The project managers report to the admistative office and the president of the organization.

In my organization The project manager reports to the program director. The PM is empowered to make day-to-day operational decisions related to project execution, resource allocation, and task prioritization. Responsible for managing the project within defined scope, timeline, and budget constraints.

I totally agree, in my organization, which is a small NGO we struggle to keep boundaries and authority limitations between team members. We are actually running and managing a lot of projects and our reputation is great as we create real change in our community but with a very limited team members which gives the space for a lot of inorganization. As I got promoted to a Project Manager, I took a decision to never start my project without clear vision, authority limitation and a Project governance and I will push for that.

In my organization, projects were usually done by Division, the Division Chief usually acts as a Project Manager. The PM reports to the Director then the Director reports to the CEO. The PM has the discretion to designate the activities and tasks for each member.

In my organization, the project manager reports directly to the organization CEO usually by reports the end of the month and sometimes by the weekly meets.
The projects manager does not have the ability to change the projects plans or the budgets.

In my organization, the project manager reports directly to the organization CEO usually by reports the end of the month and sometimes by the weekly meets.
The projects manager does not have the ability to change the projects plans or the budgets.

In my organisation,we have project officers who run the projects and report directly to the Director.

Since the project manager reports to the director of the organization, he is responsible for reporting monthly, quarterly, biannually, and annually. This will help the team understand the progress of the project and if there are any challenges that also require a change of scope, as well as approvals for certain decisions that might affect the project.

The project manager basically gives out roles and how everything will go. The board of directors just look at it and approved or disapproves.

In my project, the project manager reports directly to the CEO. The project manager is given the privilege and task to plan, set up, orchestrate, and finalize all parts of the project, but being sure to check in with the CEO after every part gets put into motion.

I think, Project Governance is this:
PM's authority and responsibility in the project.
And the same applies to the Project Sponsor.
(this is not very clearly stated in the course)

PM oversee how the work packages are carried out by the schedule, resolves problems with the team of workers and so much more!

As a project manager in my organization.It’s always mandatory to notify the head of the organization or PM about any change or decision made in a proposed project and whenever this is approved.The project manager notifies the project team about approved changes in order to carry everyone along.

Given that my organization is small, the project manager reports directly to the VP of International Development, and they will work with the VP to meet with the CEO on certain activities related to project start-up, particularly related to donor agreements. The project manager has a flexible, open relationship with the VP and CEO, so they keep them in the loop on any developments that may require changes to the original project workplan.

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.

Dans la réalisation de nos projets, la gouvernance est une personne choisie par toutes l'équipe.
Le chef de projet est responsable devant la gouvernance. Le chef de projet peut modifier les horaires et les tâches, mais il doit obtenir l'autorisation du directeur pour modifier les budgets, les délais ou les exigences.

In my Organization;

1). Sponsor
2). StackHolder
3). Project Director,
4). Project Manager
5). Site Manager,
6). Construction Manager,
In our case Project Manager report to Project Director, and They jointly meet to stockholders and sponsor if any problem or changes resolution.

Dans la réalisation de nos projets, la gouvernance est une personne choisie par toutes l'équipe.
Le chef de projet est responsable devant la gouvernance. Le chef de projet peut modifier les horaires et les tâches, mais il doit obtenir l'autorisation du directeur pour modifier les budgets, les délais ou les exigences.

Our small organization, the Project Manager reports to the Executive Director who reports to the team leader for the lead partner organization. Since we are implementing a consortium of projects with multiple partners, which are being led by a lead partner organization that is mandated to report directly to the donor,. We were obligated to report to the lead partners monthly, quarterly, biannually, and annually. Interms decision making all decisions that require change of scope, budget adjustment, schedule is being proposed to the executive director from Program Manager who extend the request to the team leader for partner organization for review and approvals if its beyond he report to the donor for them same.

Thanks for sharing

The structure of your NGO is quite similar with my organisation one, The governance structure consists only of the Director. I am a project manager, I can only elaborate the activities of the project but i have no power on any decisions making. But i really appreciate that for some points, in case we need to take an important decision it will be easy for the director to make than me.

For my organization, the project manager reports straight to the Executive director of the organization, while he or she is able to make any changes but not with budget and deliverables of rhe project.

In my organization, the project manager reports to the program coordinator, who is responsible for coordinating all the program affairs of the organization. The project manager assigns various tasks within a particular project to particular staff members to ensure the deliverables and indicators of that project are achieved before the deadline of the project.

In my organization, the project manager replies to its direct manager, who will then approve changes in the project or seek the approval of the dept's executive. It is a small company, so not a lot autonomy to make decisions alone.

In my organisation the project manager reports to the chief technical officer

How project governance is organized for a project to provide affordable eye care services.

The project governance structure is as follows:

Project Manager:

The Project Manager is responsible for overseeing the entire project and ensuring its successful execution.
The Project Manager reports to a higher-level authority, such as a Program Manager or a designated executive sponsor.
Steering Committee:

The Steering Committee consists of key stakeholders, including representatives from the healthcare sector, community leaders, and relevant government authorities.
The Steering Committee provides oversight and guidance to the project, ensuring alignment with strategic goals and objectives.
The Project Manager reports to the Steering Committee and seeks their input and approval on major project decisions.
Project Team:

The Project Team consists of individuals with diverse expertise and roles, including healthcare professionals, operations managers, finance experts, marketing specialists, and monitoring and evaluation professionals.
The Project Manager leads and manages the Project Team, facilitating collaboration and effective communication.
External Partners and Stakeholders:

External partners and stakeholders may include healthcare organizations, community-based organizations, donors, government entities, and community members.
The Project Manager engages and collaborates with these external partners, seeking their input, support, and involvement in project activities.
In terms of decision-making authority, the Project Manager is typically allowed to make a range of decisions related to project planning, execution, and control. These decisions may include:

Project Planning and Execution:

Defining the project scope, objectives, and deliverables.
Developing the project plan, including timelines, resource allocation, and budgeting.
Assigning tasks and responsibilities to team members.
Monitoring project progress and performance.
Resource Management:

Allocating resources, including personnel, equipment, and supplies.
Managing the project budget and making decisions regarding financial resource allocation.
Stakeholder Engagement:

Communicating with stakeholders and managing their expectations.
Seeking stakeholder input and feedback on project decisions and activities.
Risk Management:

Identifying and assessing risks and developing risk mitigation strategies.
Making decisions on risk response and contingency plans.
Quality Assurance:

Ensuring quality standards are met for project deliverables and services.
Making decisions regarding quality control measures and improvements.

How the project governance is organized for a project to provide affordable eye care services.

The project governance structure is as follows:

Project Manager:

The Project Manager is responsible for overseeing the entire project and ensuring its successful execution.
The Project Manager reports to a higher-level authority, such as a Program Manager or a designated executive sponsor.
Steering Committee:

The Steering Committee consists of key stakeholders, including representatives from the healthcare sector, community leaders, and relevant government authorities.
The Steering Committee provides oversight and guidance to the project, ensuring alignment with strategic goals and objectives.
The Project Manager reports to the Steering Committee and seeks their input and approval on major project decisions.
Project Team:

The Project Team consists of individuals with diverse expertise and roles, including healthcare professionals, operations managers, finance experts, marketing specialists, and monitoring and evaluation professionals.
The Project Manager leads and manages the Project Team, facilitating collaboration and effective communication.
External Partners and Stakeholders:

External partners and stakeholders may include healthcare organizations, community-based organizations, donors, government entities, and community members.
The Project Manager engages and collaborates with these external partners, seeking their input, support, and involvement in project activities.
In terms of decision-making authority, the Project Manager is typically allowed to make a range of decisions related to project planning, execution, and control. These decisions may include:

Project Planning and Execution:

Defining the project scope, objectives, and deliverables.
Developing the project plan, including timelines, resource allocation, and budgeting.
Assigning tasks and responsibilities to team members.
Monitoring project progress and performance.
Resource Management:

Allocating resources, including personnel, equipment, and supplies.
Managing the project budget and making decisions regarding financial resource allocation.
Stakeholder Engagement:

Communicating with stakeholders and managing their expectations.
Seeking stakeholder input and feedback on project decisions and activities.
Risk Management:

Identifying and assessing risks and developing risk mitigation strategies.
Making decisions on risk response and contingency plans.
Quality Assurance:

Ensuring quality standards are met for project deliverables and services.
Making decisions regarding quality control measures and improvements.

How frequently do you hold meetings ?

Project governance refers to the framework, processes, and structures put in place to ensure effective decision-making, accountability, and control over a project. It provides guidelines and mechanisms for overseeing and managing the project to achieve its objectives successfully. Project governance typically involves the following elements:

Project Sponsorship: The project sponsor is a senior executive or stakeholder who provides support, guidance, and resources to the project. They are responsible for defining the project's objectives, securing funding, and ensuring alignment with organizational goals.

Project Management Office (PMO): The PMO is a central unit or department that provides guidance, standards, and support to project managers and teams. It establishes project management methodologies, tools, and templates, and ensures consistency across projects.

Project Roles and Responsibilities: Clearly defined roles and responsibilities are crucial for effective project governance. This includes the project manager, team members, stakeholders, and any governance committees or boards established to oversee the project.

Governance Structure: The governance structure outlines the decision-making hierarchy and reporting lines for the project. This may include a project steering committee, executive board, or governance board responsible for overseeing the project's progress, providing strategic direction, and resolving major issues.

Project Planning and Control: Effective project governance involves detailed planning, including defining objectives, scope, deliverables, timelines, and resource allocation. It also includes establishing mechanisms for monitoring progress, tracking performance, and managing risks and issues.

Communication and Stakeholder Engagement: Transparent and regular communication with stakeholders is essential for project governance. This includes providing updates on project status, risks, and issues, and engaging stakeholders in decision-making processes.

Performance Measurement and Reporting: Project governance requires establishing key performance indicators (KPIs) to measure project progress and success. Regular reporting against these KPIs helps identify areas of improvement and enables informed decision-making at various levels.

Change Management: Effective project governance includes managing changes to project scope, objectives, or requirements. This involves establishing change control processes to evaluate and approve changes, ensuring they align with project goals and are properly implemented.

Risk Management: Project governance includes identifying, assessing, and managing risks throughout the project lifecycle. This involves establishing risk management processes, conducting risk assessments, and implementing mitigation strategies to minimize the impact of potential risks.

Continuous Improvement: Project governance should promote a culture of learning and continuous improvement. Lessons learned from previous projects should be documented and disseminated, and best practices should be identified and shared to enhance future project success.

By implementing robust project governance practices, organizations can enhance project success rates, ensure effective decision-making, and improve accountability and transparency throughout the project lifecycle.

In my company the project manager is the link between the project team and the stake holders.

It offer clear understanding and reduce time which would be lost in doing rectifications to the charter

Well put. I think this is the best way to describe this

We have a corporation structure which highlights and states stakeholder roles and limits

I'm currently working with African Development Network as a Project Manager. Part of my responsibilities are to plan project in consultation with the Program Director. Major decision on budgetary approval is done by the country Direction. I also make changes in schedule and task in consultation with the Program Director. Project report goes to the Director as well

thank you for sharing this is beautifully detailed

In our organization the project officer reports directly the C.E.O on project undertakings and progress and in turn the C.E.O links directly to the donors on the undertaken projects.

This has been a knowledgeable discussion. Information helped

Project governance entails establishing a framework, processes, and structure to proficiently manage and oversee a project, ensuring its alignment with organizational objectives and strategies. It encompasses defining roles, responsibilities, decision-making procedures, and policies to guide the project throughout its lifecycle.

Key elements of project governance typically include:

Clarity in Project Objectives and Scope: Clearly delineating the project's objectives, scope, deliverables, and criteria for success is vital for providing direction and purpose.

Allocation of Roles and Responsibilities: Clearly assigning roles and responsibilities to all stakeholders involved in the project, including sponsors, managers, team members, and other relevant parties, ensuring clear accountability and decision-making.

Structured Decision-Making: Establishing processes for making key decisions at various stages of the project, including protocols for resolving conflicts or issues.

Effective Communication Channels: Establishing efficient communication channels and protocols to ensure timely and transparent information exchange among stakeholders.

Risk Management Practices: Identifying, assessing, and managing risks that could impact the project's objectives or outcomes, including developing strategies for risk mitigation and contingency planning.

Quality Assurance Measures: Implementing standards and processes to ensure that project deliverables meet required quality standards and stakeholder expectations.

Resource Allocation and Management: Effectively allocating and managing resources such as budget, personnel, equipment, and facilities to support project execution.

Monitoring and Control Mechanisms: Implementing systems to monitor project progress, track performance against targets, and take corrective actions as necessary to keep the project on track.

Compliance and Legal Obligations: Ensuring that the project complies with relevant laws, regulations, policies, and industry standards.

Documentation and Reporting Protocols: Maintaining comprehensive documentation of project activities, decisions, and outcomes, and providing regular reports to stakeholders to keep them informed about project status.

Implementing effective project governance enables organizations to:

Ensure that projects are aligned with organizational goals.
Enhance decision-making processes and mitigate project risks.
Improve transparency, accountability, and communication among stakeholders.
Optimize resource utilization and project outcomes.
Facilitate learning and continuous improvement by capturing lessons learned and best practices from project experiences.

Imagine project governance as the rulebook or playbook for a team sport. Just like a team needs rules, strategies, and a captain to guide them, a project needs governance to ensure everyone knows their role, the game plan, and how decisions are made.

Here's a closer look at project governance in everyday terms:

Setting the Game Plan: Before a game, a coach lays out the game plan – what the team needs to achieve and how they'll do it. Similarly, in project governance, we define the project's goals, what needs to be done, and how it will be accomplished.

Assigning Roles: Just like players have specific positions on a team, each person involved in a project has a role to play. Whether you're the project manager, a team member, or a stakeholder, everyone has a part to contribute.

Making Decisions: During a game, players make split-second decisions, but they also know when to follow the coach's lead. Similarly, in project governance, we establish how decisions will be made – whether it's the project manager calling the shots or consulting with key stakeholders.

Keeping Everyone in the Loop: Communication is key in any team sport. Players need to know what's happening on the field and off it. Likewise, in project governance, we set up channels to keep everyone informed about the project's progress, challenges, and victories.

Managing Risks: Just as teams anticipate the other side's moves, in project governance, we identify potential risks and have strategies to tackle them. Whether it's bad weather for a game or budget constraints for a project, we plan ahead to minimize the impact.

Ensuring Quality: In sports, teams strive for excellence in every play. Similarly, in project governance, we maintain high standards for the work being done, making sure it meets quality expectations.

Keeping Score: At the end of the game, the scoreboard tells the story of who won and who lost. In project governance, we track progress, milestones, and outcomes to see if we're on track to meet our goals.

Learning and Improving: After a game, teams review what went well and what needs improvement. Likewise, in project governance, we reflect on our successes and failures, learning from our experiences to do better next time.

So, think of project governance as the playbook that guides a project team just like a coach guides their players – ensuring everyone knows the game plan, plays their part, and works together towards victory.

The CEO is the link to all the major stakeholders in our organization and in turn the project manager in conjunction with the finance manager provide all the project's undertakings to the CEO.

thanks for sharing

This module has really helped me understand the dynamics of projects. About project governance, it opened my eyes on the fact that there is always someone above you as a project manager, and that's why you should be accountable and keen on delivering the best.

In my organization, the Project Manager reports to the Executive Director who performs the role of the Project Governance along. The directive has to come clearly from the Executive Director.

While in Budgeting, we also use top-down the most approach in budgeting than the remaining two approaches.

Importance of project engineering and environment may include
Project compilation and success of a project

So how do you manage when there is an issue with one of the constraints and it needs to be changed but your CEO is not available ?

In our organization, the CEO is the final decision maker, but they are governed by a set of standard operating procedures and all decision made must be withing the set procedures and policies. In fact it is like "a constitution".

Project governance refers to the framework, processes, and structures put in place to ensure that a project is effectively managed, controlled, and guided towards achieving its objectives. It involves defining clear roles and responsibilities, establishing decision-making processes, and implementing mechanisms for oversight and accountability throughout the project lifecycle.

Key aspects of project governance typically include:

1. Roles and Responsibilities: Clearly defining the roles and responsibilities of stakeholders involved in the project, including project sponsors, steering committees, project managers, team members, and other relevant parties.

2. Decision-Making Processes: Establishing transparent processes for making decisions related to project scope, budget, schedule, risks, and resource allocation. This ensures that decisions are made promptly, based on accurate information, and aligned with project goals.

3. Communication and Reporting: Implementing effective communication channels and reporting mechanisms to keep stakeholders informed about the project's progress, issues, and decisions. This helps maintain transparency and alignment among all involved parties.

4. Risk Management: Developing strategies and procedures for identifying, assessing, mitigating, and managing risks throughout the project lifecycle. This includes establishing risk tolerance levels, contingency plans, and escalation procedures.

5. Quality Assurance: Setting standards and criteria for measuring and ensuring the quality of deliverables produced during the project. This involves conducting regular reviews, inspections, and audits to verify compliance with requirements and specifications.

6. Resource Management: Optimizing the allocation and utilization of resources, including human resources, finances, equipment, and materials, to support the successful execution of the project within the defined constraints.

7. Compliance and Legal Requirements: Ensuring that the project complies with relevant laws, regulations, policies, and ethical standards. This includes addressing issues such as data privacy, intellectual property rights, environmental regulations, and health and safety regulations.

Effective project governance helps minimize risks, improve decision-making, enhance accountability, and increase the likelihood of project success. It provides a framework for aligning project activities with organizational goals and objectives, ultimately delivering value to stakeholders.

In one project. We program staff can adjust the schedule, submit it to the project coordinator that get validation from the donor. The change on budget, scope and schedule we field agent and program management adjust it with real settings and the validation are always from donors. but at critical time on the schedule the donors are unflexible if extensions have already approve in earlier period.

In our projects, the project manager reports to the director of the organization, area manager, project coordinator and for monitoring and evolution teams. The project manager can approve schedules and tasks prepared by the Project coordinator.

At my organization, the CEO and the founding partners of the organization from the Project Governance team.
Based on available funding from donors, the project governance team decides on the project to embark on.
The Project manager sees to the execution of such projects by creating the work breakdown structure , overseeing disbursement of funds, interacting with the beneficiaries and reporting back to the CEO.
In the event of unforseen circumstances leading to a change of plans, the Project manager gets approval from the CEO to go ahead and effect such changes.

Creating a work breakdown structure actually simplifies the task ahead making it less overwhelming since the work packages are designed to be easily handled by an individual. A project manager is also less likely to miss out on essential details if the work structure is properly spelt out.

At my organization the project manager reports directly to the president, but he has autonomy to change e reorganize de team how he fell be more usefful for the project.

In the case of my organization, the executive director with the program coordinator make all the decisions

I currently do not work in an organisation where projects are done, but I look forward to, that's why I'm taking this course. All the discussions and the hypothetical scenarios have been quite insightful.

The project manager reports to the Director and deliverables are really broken down into small modules and then we all provide feedback to the project manager who in turn synchs everything

Our team follows a hierarchical governance structure where the project manager reports directly to the program manager. The project manager is responsible for day-to-day decision-making related to project execution, such as task assignments, resource allocation, and schedule adjustments. However, major decisions regarding budgets, scope changes, and strategic direction require approval from the program manager. Additionally, the project manager regularly communicates project updates, risks, and milestones to the program manager, usually through weekly status reports and bi-weekly meetings.