In my post made on 28 October, 2020 entitled “Funding shortfall for your NPO? … then let’s be more strategic” I discussed the importance of building capacity within civil society organisations. Today I wish to share the structure of a project management team and the importance of engaging a project manager.
A project management team is comprised of 1. the project board, 2. the project manager and 3. the team manager.
The team manager reports to the project manager and the project manager reports to the project board. The project board reports to corporate, the programme manager or the customer. This is the hierarchy of a project.
Any project board you put in place will be responsible for the overall direction and management of the project within the constraints set out by corporate, the programme manager or the customer. The role of the project manager will be to plan the sequence of activities, monitor how well the work is progressing and for the day-to-day management of the project within the established constraints. Furthermore, the project manager also monitors and mitigates any and all risk to the project. (Office, T. S. (2017). Managing Successful Projects with PRINCE2 (2017th ed.). The Stationery Office.)
Please make special note that the project manager is not ultimately responsible for the success of the project. The person who chairs the project board, the executive, is ultimately accountable for the project’s success and is the key decision maker. (Office, T. S. (2017). Managing Successful Projects with PRINCE2 (2017th ed.). The Stationery Office.)
I am sure you are aware of directors or programme managers of organisations who develop projects and also act as the project manager. Doing this is not an effective way to run a project. There should be no overlap of the project board and project manager roles. Such overlap will put the project at risk because the executive of the project board, who is ultimately accountable for the project, will lack objectivity since he/she will also be performing day-to-day management of the project.
In order to avoid conflicting roles, you should appoint a project manager that is not a member of the project board. Doing so will also allow adequate focus to be given to deliverables or products and adequate management of risk to the project.
Please feel free to direct any questions or comments to Kean Smith at kean@smithkas.com
Good night Mr. Smith, Excellent operational advise being offered to the Civil Society Sector. The engagement of this information will ensure an effective and efficient sector and additional benefits to the Commonwealth of The Bahamas.
Dr. Hamilton, I appreciate your insight and feedback. You are probably aware that in recent years project management has become a growing field. One of the reasons is because organisations and businesses are collaborating more than before and focusing on increasing their productivity. Project Management is used in many sectors and can be used to improve the effectiveness and efficiency in Civil Society organisations. Thanks again.