Sponsorship of a project, programme or portfolio
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| − | Even thought, | + | Even thought, project sponsor`s role is generally addressed and accepted in projects, the behaviors and responsibilities are varied between different organizations. This result in confusion as in some project based organizations, project sponsors are rarely visible at in terms of control and power possession (Hobday, 2000). |
| − | The | + | ''The Project Steering Committee or board'' is usually the authority that contributes proposes and address projects together with ''[[Project sponsor]]''. Project sponsors have an enormous impact in the success of a key project and programs, they can create or destroy value (Sponsoring Change, APM, 2009). This person should ensure strategic alignments between the different parties or stakeholders of a project. |
| − | + | ||
| + | [[File:Projects_stakeholders.JPG|thumb|center|400pX|Project stakeholders (ISO 21500, 2012). | ||
| + | Project governance may involve the following: | ||
| + | • the project sponsor who authorises the project, makes executive decisions, | ||
| + | and solves problems and conflicts beyond the project manager's | ||
| + | authority; | ||
| + | • the project steering committee or board, which contributes to the project | ||
| + | by providing senior level guidance to the project.]] | ||
Project sponsor is characterized as fiscal authority, political scout and by personal commitment (Kloppenborg et al.,2006). Is therefore playing a key role in the successful delivery of a project being mentor, catalyst, cheerleader, barrier buster, boundary manager, and senior management liaison (Love et al, 2000). | Project sponsor is characterized as fiscal authority, political scout and by personal commitment (Kloppenborg et al.,2006). Is therefore playing a key role in the successful delivery of a project being mentor, catalyst, cheerleader, barrier buster, boundary manager, and senior management liaison (Love et al, 2000). | ||
This article is aiming to examine thoroughly the roles and responsibilities of project sponsors in projects, programmes and portfolios and presents the essential strategic alignments in order to have a successful project delivery. | This article is aiming to examine thoroughly the roles and responsibilities of project sponsors in projects, programmes and portfolios and presents the essential strategic alignments in order to have a successful project delivery. | ||
Latest revision as of 11:52, 18 September 2017
Even thought, project sponsor`s role is generally addressed and accepted in projects, the behaviors and responsibilities are varied between different organizations. This result in confusion as in some project based organizations, project sponsors are rarely visible at in terms of control and power possession (Hobday, 2000).
The Project Steering Committee or board is usually the authority that contributes proposes and address projects together with Project sponsor. Project sponsors have an enormous impact in the success of a key project and programs, they can create or destroy value (Sponsoring Change, APM, 2009). This person should ensure strategic alignments between the different parties or stakeholders of a project.
Project sponsor is characterized as fiscal authority, political scout and by personal commitment (Kloppenborg et al.,2006). Is therefore playing a key role in the successful delivery of a project being mentor, catalyst, cheerleader, barrier buster, boundary manager, and senior management liaison (Love et al, 2000).
This article is aiming to examine thoroughly the roles and responsibilities of project sponsors in projects, programmes and portfolios and presents the essential strategic alignments in order to have a successful project delivery.
