Today organizations of all kinds implement projects. Further, as the importance of the projects grow, management of the same also becomes crucial in terms of monitoring and controlling. However, as non-project based organizations lack distinctive project management approach, their project are controlled and monitored by the inherent management control system. While, several studies have highlighted that different organization control mechanisms are exercised at varying degree, there is a dearth of study done in project context. Further, as several studies in the project management context highlight the need to tailor the approach according to the project types, this study focuses on understanding how the control mechanisms vary across different types of projects executed by non-project based organizations. A qualitative study was conducted with eight project managers of respective projects implemented by seven companies from China and Nepal where distinct organizational control mechanisms dominated distinct project types in rolling out successful projects. The outcome may be important for anyone seeking to explore the domain of project governance for better management of projects.

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