Collective Wisdom from the Experts 193
functional manager rather than to a portfolio or program manager. The project
manager has the most power in a projectized organization, where all work is set
up as projects. However, in a functional organization model, you could report
directly to a line or department manager, effectively weakening your power.
So, consider the organizational hierarchy when you plan and define the gov-
ernance architecture. The structure can be modified, as needed, based on the
evolution and progress of the work in order to keep the project aligned with its
planned goals and objectives. On a large project, align your work with larger
program or portfolio objectives and goals. But create or adapt a project gover-
nance model, even if you manage a very small project.
Typically, the project management office (PMO) is responsible for defining
and managing project-related procedures and processes, and creating the tem-
plates that should be followed.
The project board is an organizational body responsible for assuring that the
project goals are achieved. It provides support for addressing the project risks
appropriately, and for other issues as well. Some other board functions follow:
• Approving project plans and changes to the plan
• Collecting input for progress reporting
• Ensuring compliance with policies, procedures, standards, and requirements
• Providing guidance on risks and issues
• Reviewing project progressProject governance should operate in an integrated fashion with other organiza-
tion’s governance structures when the project is interacting with other companies.