The Role of the Project Sponsor - Revision history

Tkokotas at 17:42, 16 November 2018

2018-11-16T17:42:59Z

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			''Developed by Susan Tyrell''


	=='''Abstract'''==		=='''Abstract'''==
	[[File:Sponsor8.png\|thumb\|400px\|'''Figure 1''' - Roles of a Project Sponsor, based from PMI® Global Congress 2006]]		[[File:Sponsor8.png\|thumb\|400px\|'''Figure 1''' - Roles of a Project Sponsor, based from PMI® Global Congress 2006]]

Styrell: /* Annotated Bibliography */

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Annotated Bibliography

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	*'''Project Leadership. Briner, Wendy, Geddes, Michael, Hastings, Colin. 1996'''		*'''Project Leadership. Briner, Wendy, Geddes, Michael, Hastings, Colin. 1996'''

	This edition begins by explaining why the project way of working has been so widely and enthusiastically adopted and provides ~~new~~ material on the role and key competencies of project leaders in a wide range of different organizations.		This edition begins by explaining why the project way of working has been so widely and enthusiastically adopted and provides material on the role and key competencies of project leaders in a wide range of different organizations.

	==References==		==References==

Styrell: /* Annotated Bibliography */

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Annotated Bibliography

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	=='''Annotated Bibliography'''==		=='''Annotated Bibliography'''==

	'''*A Guide to the Project Management Body of Knowledge PMBOK® Guide, Fifth Edition'''		*'''A Guide to the Project Management Body of Knowledge PMBOK® Guide, Fifth Edition'''

	The PMBOK Guide is process-based, meaning it describes work as being accomplished by processes. Provides guidelines for managing individual projects and defines project management related concepts. It also describes the project management lifecycle and its related processes.		The PMBOK Guide is process-based, meaning it describes work as being accomplished by processes. Provides guidelines for managing individual projects and defines project management related concepts. It also describes the project management lifecycle and its related processes.

	'''*Tools for Complex Projects, CRC Press, 2016. Kaye Remington, Julien Pollack'''		*'''Tools for Complex Projects, CRC Press, 2016. Kaye Remington, Julien Pollack'''

	This book combines the results of in-depth interviews with seventy successful leaders, a thorough review of existing sources and cogent analysis of both, to plot a successful course for the leader of complex projects.		This book combines the results of in-depth interviews with seventy successful leaders, a thorough review of existing sources and cogent analysis of both, to plot a successful course for the leader of complex projects.

	'''*Project Leadership. Briner, Wendy, Geddes, Michael, Hastings, Colin. 1996'''		*'''Project Leadership. Briner, Wendy, Geddes, Michael, Hastings, Colin. 1996'''

	This edition begins by explaining why the project way of working has been so widely and enthusiastically adopted and provides new material on the role and key competencies of project leaders in a wide range of different organizations.		This edition begins by explaining why the project way of working has been so widely and enthusiastically adopted and provides new material on the role and key competencies of project leaders in a wide range of different organizations.

Styrell: /* Annotated Bibliography */

2018-02-28T20:32:36Z

Annotated Bibliography

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	=='''Annotated Bibliography'''==		=='''Annotated Bibliography'''==

	'''* A Guide to the Project Management Body of Knowledge PMBOK® Guide, Fifth Edition'''		'''*A Guide to the Project Management Body of Knowledge PMBOK® Guide, Fifth Edition'''

	The PMBOK Guide is process-based, meaning it describes work as being accomplished by processes. Provides guidelines for managing individual projects and defines project management related concepts. It also describes the project management lifecycle and its related processes.		The PMBOK Guide is process-based, meaning it describes work as being accomplished by processes. Provides guidelines for managing individual projects and defines project management related concepts. It also describes the project management lifecycle and its related processes.

	'''* Tools for Complex Projects, CRC Press, 2016. Kaye Remington, Julien Pollack'''		'''*Tools for Complex Projects, CRC Press, 2016. Kaye Remington, Julien Pollack'''

	This book combines the results of in-depth interviews with seventy successful leaders, a thorough review of existing sources and cogent analysis of both, to plot a successful course for the leader of complex projects.		This book combines the results of in-depth interviews with seventy successful leaders, a thorough review of existing sources and cogent analysis of both, to plot a successful course for the leader of complex projects.

	'''* Project Leadership. Briner, Wendy, Geddes, Michael, Hastings, Colin. 1996'''		'''*Project Leadership. Briner, Wendy, Geddes, Michael, Hastings, Colin. 1996'''

	This edition begins by explaining why the project way of working has been so widely and enthusiastically adopted and provides new material on the role and key competencies of project leaders in a wide range of different organizations.		This edition begins by explaining why the project way of working has been so widely and enthusiastically adopted and provides new material on the role and key competencies of project leaders in a wide range of different organizations.

Styrell: /* Annotated Bibliography */

2018-02-28T20:32:14Z

Annotated Bibliography

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	=='''Annotated Bibliography'''==		=='''Annotated Bibliography'''==

	'''- A Guide to the Project Management Body of Knowledge PMBOK® Guide, Fifth Edition'''		'''* A Guide to the Project Management Body of Knowledge PMBOK® Guide, Fifth Edition'''

	The PMBOK Guide is process-based, meaning it describes work as being accomplished by processes. Provides guidelines for managing individual projects and defines project management related concepts. It also describes the project management lifecycle and its related processes.		The PMBOK Guide is process-based, meaning it describes work as being accomplished by processes. Provides guidelines for managing individual projects and defines project management related concepts. It also describes the project management lifecycle and its related processes.

	'''- Tools for Complex Projects, CRC Press, 2016. Kaye Remington, Julien Pollack'''		'''* Tools for Complex Projects, CRC Press, 2016. Kaye Remington, Julien Pollack'''

	This book combines the results of in-depth interviews with seventy successful leaders, a thorough review of existing sources and cogent analysis of both, to plot a successful course for the leader of complex projects.		This book combines the results of in-depth interviews with seventy successful leaders, a thorough review of existing sources and cogent analysis of both, to plot a successful course for the leader of complex projects.

	'''- Project Leadership. Briner, Wendy, Geddes, Michael, Hastings, Colin. 1996'''		'''* Project Leadership. Briner, Wendy, Geddes, Michael, Hastings, Colin. 1996'''

	This edition begins by explaining why the project way of working has been so widely and enthusiastically adopted and provides new material on the role and key competencies of project leaders in a wide range of different organizations.		This edition begins by explaining why the project way of working has been so widely and enthusiastically adopted and provides new material on the role and key competencies of project leaders in a wide range of different organizations.

Styrell: /* Introduction */

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Introduction

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	=='''Introduction'''==		=='''Introduction'''==

	The term “Project Sponsor” appears to have emerged at the end of the 1980s. In 1990, the term appears in the book “Project Leadership by Brines Geddes and Hastings, 1990”<ref> Project Leadership, Briner, Wendy, Geddes, Michael, Hastings, Colin. 1990 </ref>, defining the project sponsor as the “Project Manager boss”. In 1993, J. Rodney Turner<ref>Handbook of Project-based Management: Leading Strategic Change in Organizations, 1993, J. Rodney Turner</ref> discussed the sponsor as the “owner” of the project, the person who paid for the work and controlled the flow of the money. Turner made the distinction between the sponsor as the owner and the champion as the project’s advocate		The term “Project Sponsor” appears to have emerged at the end of the 1980s. In 1990, the term appears in the book “Project Leadership by Brines Geddes and Hastings, 1990”<ref> Project Leadership, Briner, Wendy, Geddes, Michael, Hastings, Colin. 1990 </ref>, defining the project sponsor as the “Project Manager boss”. In 1993, J. Rodney Turner<ref>Handbook of Project-based Management: Leading Strategic Change in Organizations, 1993, J. Rodney Turner</ref> discussed the sponsor as the “owner” of the project, the person who paid for the work and controlled the flow of the money. Turner made the distinction between the sponsor as the owner and the champion as the project’s advocate.
	Regardless of the precise definition of the role, the term “project sponsor” has come into widespread use in the context of internal projects. On closer examination, it appears that the term and the role are more frequently used in the context of internal projects, projects where both the project owner or client and the project manager and project delivery team are within the same organization. The term is less widely used where the project is delivered to the client or owner by a separate organization through a contractual arrangement as is generally the case. The client or owner organization, may, however, appoint a project sponsor, responsible, on behalf of the client or owner organization, for the interface with the contracting organization delivering the project. This helps to explain the need for a project sponsor. The project sponsor role becomes relevant where there is a need to identify a person responsible for the project on behalf of an organisation and as Kerzner says: Project sponsorship has evolved into the best way that executives can provide support for a project regardless of whether internal or external<ref> In Search of Excellence in Project Management: Successful Practices in High-Performance Organizations, Harold R. Kerzner, 1998 – Page 471</ref>.		Regardless of the precise definition of the role, the term “project sponsor” has come into widespread use in the context of internal projects. On closer examination, it appears that the term and the role are more frequently used in the context of internal projects, projects where both the project owner or client and the project manager and project delivery team are within the same organization. The term is less widely used where the project is delivered to the client or owner by a separate organization through a contractual arrangement as is generally the case. The client or owner organization, may, however, appoint a project sponsor, responsible, on behalf of the client or owner organization, for the interface with the contracting organization delivering the project. This helps to explain the need for a project sponsor. The project sponsor role becomes relevant where there is a need to identify a person responsible for the project on behalf of an organisation and as Kerzner says: Project sponsorship has evolved into the best way that executives can provide support for a project regardless of whether internal or external<ref> In Search of Excellence in Project Management: Successful Practices in High-Performance Organizations, Harold R. Kerzner, 1998 – Page 471</ref>.

Styrell: /* Abstract */

2018-02-28T20:23:36Z

Abstract

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	=='''Abstract'''==		=='''Abstract'''==
	[[File:Sponsor8.png\|thumb\|400px\|'''Figure 1''' - Roles of a Project Sponsor, based from PMI® Global Congress 2006]]		[[File:Sponsor8.png\|thumb\|400px\|'''Figure 1''' - Roles of a Project Sponsor, based from PMI® Global Congress 2006]]
	A sponsor is a person or group who provides resources and support for the project and is accountable for enabling success. The sponsor may be external or internal to the project manager's organization <ref name="multiple">''A Guide to the Project Management Body of Knowledge PMBOK® Guide, Fifth Edition, 2.2 Project Stakeholders and Governance''</ref>. This is a critical role, as is focused on monitoring and controlling the project at a strategic level. It Is very common to associate the term “Project Sponsor” to a disconnect stakeholder from the project. On the contrary, a Project Sponsor can define the difference between success and failure. Moreover, one of the fundamentals reasons why a project fails is the absence of executive sponsorship and management <ref>KPMG New Zealand Project Management Survey 2010</ref>. The Sponsor owns the business case and leads the project through the initiating processes until formally authorized, and plays a significant role in the development of the initial scope and charter <ref name="ref3">''A Guide to the Project Management Body of Knowledge PMBOK® Guide, Fifth Edition, 2.2.1 Project Stakeholders''</ref>. Therefore, it is vital to establish a close relationship between the Sponsor and the Project, Program, and Portfolio to ensure that the business case remains viable and it will deliver the stipulated goal and benefits. ~~There~~ is a lack of understanding of the impact that a Project Sponsor can address the success of a project. The main goal of this article is defining the role and responsibility and identify the importance of a Project Sponsor in ~~any~~ project.		A sponsor is a person or group who provides resources and support for the project and is accountable for enabling success. The sponsor may be external or internal to the project manager's organization <ref name="multiple">''A Guide to the Project Management Body of Knowledge PMBOK® Guide, Fifth Edition, 2.2 Project Stakeholders and Governance''</ref>. This is a critical role, as is focused on monitoring and controlling the project at a strategic level. It Is very common to associate the term “Project Sponsor” to a disconnect stakeholder from the project. On the contrary, a Project Sponsor can define the difference between success and failure. Moreover, one of the fundamentals reasons why a project fails is the absence of executive sponsorship and management <ref>KPMG New Zealand Project Management Survey 2010</ref>. The Sponsor owns the business case and leads the project through the initiating processes until formally authorized, and plays a significant role in the development of the initial scope and charter <ref name="ref3">''A Guide to the Project Management Body of Knowledge PMBOK® Guide, Fifth Edition, 2.2.1 Project Stakeholders''</ref>. Therefore, it is vital to establish a close relationship between the Sponsor and the Project, Program, and Portfolio to ensure that the business case remains viable and it will deliver the stipulated goal and benefits. Moreover, there is a lack of understanding of the impact that a Project Sponsor can address the success of a project. The main goal of this article is defining the role and responsibility and identify the importance of a Project Sponsor in a project.

	=='''Introduction'''==		=='''Introduction'''==

Styrell: /* Discussion */

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Discussion

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	=='''Discussion'''==		=='''Discussion'''==
	In many projects, it appears that the sponsor is nowhere to be found (at times right from the start, or at some point in the project). In other situations, the project manager does not even know who the sponsor is, or what the project success criteria is. This is most often due to a misunderstanding by the project manager, and even the sponsors themselves, of what the project sponsorship role is about. Organizations are often reluctant to delegate project sponsorship and may keep it at the steering committee level. Project managers are often appointed to their role with no view of business objectives–—trying to complete the project with success criteria that are focused only on time and money. In addition, many project managers prefer that sponsors remain out of their way and do not interfere, or that the sponsor functions as a senior project manager for some project matters. Many sponsors are too busy to attend to their projects’ details, treating the projects as a hands-off mission that is in the hands of the project manager, and doing so without clarifying business objectives or properly empowering the project manager for the tasks on hand.		In many projects, it appears that the sponsor is nowhere to be found (at times right from the start, or at some point in the project). In other situations, the project manager does not even know who the sponsor is, or what the project success criteria is. This is most often due to a misunderstanding by the project manager, and even the sponsors themselves, of what the project sponsorship role is about. Organizations are often reluctant to delegate project sponsorship and may keep it at the steering committee level. Project managers are often appointed to their role with no view of business objectives–—trying to complete the project with success criteria that are focused only on time and money. In addition, many project managers prefer that sponsors remain out of their way and do not interfere, or that the sponsor functions as a senior project manager for some project matters. Many sponsors are too busy to attend to their projects’ details, treating the projects as a hands-off mission that is in the hands of the project manager, and doing so without clarifying business objectives or properly empowering the project manager for the tasks on hand.<ref name="ref11">Project sponsorship: senior management's role in the successful outcome of projects. Paper presented at PMI® Global Congress 2015—EMEA, London, England. Newtown Square, PA: Project Management Institute</ref>

	Moreover, when looking for information about the role of the project sponsor, most of it includes lists of what the sponsor should do. However, it is hard to find information about what the sponsor needs to do to fulfill the sponsor's role effectively and to maximize the sponsor's contribution to project success. The sponsor's role is a difficult one: there are many pressures to contend with, especially at the higher levels of management and multiple priorities and causes compete for scarce organizational resources, capacity, funding, and focus. In addition, for promoting the project through these competitive conditions, the sponsor also has a day job and, possibly, other projects to support. Beyond ensuring the project's position on the organizational totem pole, the sponsor needs to be involved in the project to a sufficient extent based on the project's stakes, velocity, complexity, and the project's and project manager's changing needs		Moreover, when looking for information about the role of the project sponsor, most of it includes lists of what the sponsor should do. However, it is hard to find information about what the sponsor needs to do to fulfill the sponsor's role effectively and to maximize the sponsor's contribution to project success. The sponsor's role is a difficult one: there are many pressures to contend with, especially at the higher levels of management and multiple priorities and causes compete for scarce organizational resources, capacity, funding, and focus. In addition, for promoting the project through these competitive conditions, the sponsor also has a day job and, possibly, other projects to support. Beyond ensuring the project's position on the organizational totem pole, the sponsor needs to be involved in the project to a sufficient extent based on the project's stakes, velocity, complexity, and the project's and project manager's changing needs.<ref name="ref11">Project sponsorship: senior management's role in the successful outcome of projects. Paper presented at PMI® Global Congress 2015—EMEA, London, England. Newtown Square, PA: Project Management Institute</ref>

	=='''Glossary'''==		=='''Glossary'''==

Styrell: /* Definition and Responsibilities */

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Definition and Responsibilities

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	The sponsor is also responsible for recognizing, addressing (proactively or reactively), and initiating appropriate action if and when business conditions and circumstances significantly change throughout the lifecycle of the project, so the project can remain viable and the project manager can continue to carry out the job of leading the project		The sponsor is also responsible for recognizing, addressing (proactively or reactively), and initiating appropriate action if and when business conditions and circumstances significantly change throughout the lifecycle of the project, so the project can remain viable and the project manager can continue to carry out the job of leading the project.<ref>https://www.pmi.org/learning/library/project-sponsorship-collaborative-journey-6210. James, V. M. (2011). Project sponsorship: a collaborative journey. Paper presented at PMI® Global Congress 2011—North America, Dallas, TX. Newtown Square, PA: Project Management Institute</ref>

	==='''General Role'''===		==='''General Role'''===

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Limitations

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	One of the most relevant differences between both roles is that the sponsor does not concern with the day-to-day running of the project (that is the responsibility of the project manager) and represents the 'buyer' of the project on behalf of the organization. It can be helpful to think about this in terms of the project manager working for the sponsor who is in turn working for the organization. The role of the Project Sponsor is to approve and fund the project, but not to get involved in day-to-day management or financial control. The Project Sponsor should appoint a Project Manager to take on the responsibility for delivering the project in accordance with its objectives		One of the most relevant differences between both roles is that the sponsor does not concern with the day-to-day running of the project (that is the responsibility of the project manager) and represents the 'buyer' of the project on behalf of the organization. It can be helpful to think about this in terms of the project manager working for the sponsor who is in turn working for the organization. The role of the Project Sponsor is to approve and fund the project, but not to get involved in day-to-day management or financial control. The Project Sponsor should appoint a Project Manager to take on the responsibility for delivering the project in accordance with its objectives

	=='''~~Limitations~~'''==		=='''Discussion'''==
	In many projects, it appears that the sponsor is nowhere to be found (at times right from the start, or at some point in the project). In other situations, the project manager does not even know who the sponsor is, or what the project success criteria is. This is most often due to a misunderstanding by the project manager, and even the sponsors themselves, of what the project sponsorship role is about. Organizations are often reluctant to delegate project sponsorship and may keep it at the steering committee level. Project managers are often appointed to their role with no view of business objectives–—trying to complete the project with success criteria that are focused only on time and money. In addition, many project managers prefer that sponsors remain out of their way and do not interfere, or that the sponsor functions as a senior project manager for some project matters. Many sponsors are too busy to attend to their projects’ details, treating the projects as a hands-off mission that is in the hands of the project manager, and doing so without clarifying business objectives or properly empowering the project manager for the tasks on hand.		In many projects, it appears that the sponsor is nowhere to be found (at times right from the start, or at some point in the project). In other situations, the project manager does not even know who the sponsor is, or what the project success criteria is. This is most often due to a misunderstanding by the project manager, and even the sponsors themselves, of what the project sponsorship role is about. Organizations are often reluctant to delegate project sponsorship and may keep it at the steering committee level. Project managers are often appointed to their role with no view of business objectives–—trying to complete the project with success criteria that are focused only on time and money. In addition, many project managers prefer that sponsors remain out of their way and do not interfere, or that the sponsor functions as a senior project manager for some project matters. Many sponsors are too busy to attend to their projects’ details, treating the projects as a hands-off mission that is in the hands of the project manager, and doing so without clarifying business objectives or properly empowering the project manager for the tasks on hand.