Project Managers

WK 5 9104


There are two levels of program governance that exists. Governance helps in the measurement of the work done, gauging performance and enhancing proper reporting. According to Garcia (2005), there are two levels of governance in the organizational setting. These are the following levels:

Executive governance level. This level organizes for the strategic goals of the organization and how they will be achieved in the organization. This level organizes the organizations portfolios and harmonizes all of them in order to make sure that all the activities go in line with the projected goals. Most of the decisions on this level of governance are for the better interest of the organization. In my organization, which is a manufacturing firm, it is the level, where the most crucial resolutions are made and passed (Sahlman 1990). The decisions made here are mostly financially oriented and determine gearing of the organizations activities. At this stage, the risk assessment of any project is concluded and an issue of action granted.

Delivery governance level. It is the working level of the organization. The decisions passed by the executive governance are implemented by this level. It is a crucial level of governance since real outcomes of the planned projects are tested here. The program management officer, project and program managers provide the data required by the staff here in order to execute the required outputs. They also report to the executive governance on the progress of the project. In my organization, the managers at the delivery governance level receive instructions from the executives. These include the targets for the day, specifications on the quality, and planned framework of the overall work. The managers in this level have to make sure they have delegated duties to the workers to achieve the set goals and objectives.

Project management has three main phases in its life cycle. These include initiation, execution and closure stage. In the organization that I had worked for, I was involved in the execution stage (Somanchi & Dwivedula 2010). The organization is a software firm that provides applications for different types of clients. This stage involved identification of clients needs and providing them a project that is appropriate for their type of tasks (PMI, 2000). For example, for a customer who requires a computer for some purposes, software will be installed and computer delivered to the customer. For organizations with a large number of users a different design is delivered: cloud computing or a web design.

ACME program of governance is divided into sections and subsections, where these sections have been allocated by managers who give direction on what to be done and reports of all the outcome of activities to the overall program manager. The program of governance is structured as follows.

The executive governance. In ACME, this level comprises of the program manager, senior project manager, and the project manager. Program manager oversees the execution of the projects. He or she also undertakes planning and control of the projects. The program manager undertakes the overall coordination of the projects at their various stages and levels. Senior project manager oversees the progress and aspects of one project. The manager directs the product, quality assurance and associated project managers on what to do. In turn, they all report to him and he reports progress of the project assigned to him to the program manager (Somanchi, & Dwivedula, 2010). The project managers review and do the feasibility studies of the projects of high level designed documents and assign the tasks to a team of developers allocated to him or her who report back to him. Project managers report to the senior project manager and program manager.

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The delivery of governance of ACME comprises of the product and quality assurance managers. These managers are allocated with teams of associate product managers and the quality assurance engineers who undertake the implemented projects. The product managers have a team of associate product managers who are responsible for feasibility and design of sub-products and reportsto the product managers who compile a report to deliver to the executive governance (Ingraham & Lynn 2004). The quality assurance managers have a team of engineers who test on the quality of products to determine and remove the bugs for the developers to fix.

Using the PMI life cycle model, planning would be the first stage of development. In this stage, there will be a program manager, senior program manager and the project manager. The program managers will provide the architectural plan of the program (Project Management Institute, 2001). With the experience of the project to be undertaken, the project manager and senior project manager will provide the panel with the risks associated with the project. The program manager will check on the whole plan and give the go ahead of the project (Governance, coordination and distribution along commodity value chains 2006, 2007). Program managers will authorize for provision of funds and other resources needed to start the project.

The next stage will be the design stage with product managers, associate product managers and developers. The product manager gets opinions of the products to be designed from various stakeholders like the customers and vendors (Burke 2013). They communicate the information to the associate product managers who together with the developers come up with the design of the products.

The next stage is the implementation stage, where the designed plan is executed. These stage managers include the quality assurance managers and quality assurance engineers. They review the plan and the product and correct issues that were not realized in the initial stages. The last stage is operation, where the actual services of the project are delivered.

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