Course in Project Management Essentials for the Non-Executive Director

Organizations across various sectors face growing challenges in successfully implementing projects. These challenges require active involvement from all management roles — including non-executive directors. These directors play a vital strategic and oversight role throughout the project lifecycle. They are expected to understand the fundamentals of project management without being drawn into operational details. The course “Project Management Essentials for the Non-Executive Director”, offered by Geneva Institute of Business Administration, provides a streamlined, practical framework that enables non-executive managers to follow projects intelligently, ask the right questions, and evaluate overall performance — all without interfering in the executive functions.

Target Audience

• Board members overseeing a portfolio of projects.

• Non-executive directors seeking to monitor performance without technical involvement.

• Strategic advisors participating in project oversight.

• Institutional stakeholders needing a governance-level understanding of projects.

Objectives

• Equip non-executive directors with foundational knowledge of the project lifecycle.

• Enable accurate interpretation of performance reports and progress indicators.

• Provide a clear view of how projects align with the organization's strategic goals.

• Strengthen the ability to make informed, oversight-level decisions without executive interference.

Course Outline

• Fundamental Concepts in Project Management

  • Defining a project and its key components.

  • Distinguishing between projects and operational processes.

  • Roles and responsibilities within the project organizational structure.

  • Importance of project scope clarity and its impact on outcomes.

• The Project Lifecycle from a Governance Perspective

  • The core phases: initiation, planning, execution, and closure.

  • Recognizing critical milestones in each phase.

  • Understanding project evolution over time from an oversight lens.

  • What non-executive directors should observe at each stage.

• Strategic Planning and Project Objective Alignment

  • Linking project goals to the organizational vision.

  • Feasibility analysis and investment justification.

  • Identifying indicators that reflect strategic alignment.

  • The role of non-executive governance in reviewing top-level plans.

• Understanding Timelines and Resources Without Technical Depth

  • Overview of time management in projects.

  • Interpreting the use of human and financial resources.

  • How performance is influenced by resource allocation.

  • Key takeaways from reviewing project timelines.

• Risk Evaluation from a Non-Executive Perspective

  • Basic principles of project risk management.

  • How risks are presented in reports and why they matter.

  • Differentiating between acceptable and critical risks.

  • Warning signs of weak risk oversight.

• Cost Oversight and Financial Indicators

  • General principles of project budgeting.

  • Key spending indicators and financial deviations.

  • Interpreting financial reports with managerial insight.

  • Balancing financial viability with project deliverables.

• Outcome Quality and Final Result Monitoring

  • Understanding essential quality standards in projects.

  • Focusing on outputs rather than activities.

  • When a project is considered successful at the executive level.

  • Measuring final performance against predefined objectives.

• Stakeholder Relations and Institutional Communication

  • Identifying key project stakeholders.

  • Importance of regular communication and its influence on progress.

  • When non-executive directors should engage in communication channels.

  • The role of transparency in positive oversight.

• Tools and Reports for Non-Executive Monitoring

  • Performance reports: what they mean and how to read them effectively.

  • Key elements to look for in monthly and phase-based updates.

  • Visual monitoring tools (e.g., Gantt charts, risk matrices).

  • Framing strategic questions based on reports without delving into technicalities.

• Linking Projects to Organizational Policies

  • How a project reflects the organization’s long-term strategy.

  • The non-executive role in ensuring institutional coherence.

  • Intersection of project outcomes with corporate governance.

  • Strengthening alignment between deliverables and future initiatives.