The Role of the Project Sponsor
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=='''Abstract'''== | =='''Abstract'''== | ||
| − | A sponsor is the 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 in 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 among 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>''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 P3 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 on 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 the 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 in 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 among 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="multiple">''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 P3 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 on 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. |
=='''Introduction'''== | =='''Introduction'''== | ||
Revision as of 15:40, 18 February 2018
Contents |
Abstract
A sponsor is the 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 [1]. This is a critical role, as is focused on monitoring and controlling the project in 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 among success and failure. Moreover, one of the fundamentals reasons why a project fails is the absence of executive sponsorship and management [2]. 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 [1]. Therefore, it is vital to establish a close relationship between the sponsor and the P3 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 on 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.
Introduction
The Project Sponsor
Definition
According to the PMBOK® Guide, a sponsor is the person or group that provides the financial resources, in cash or kind, for the project. When a project is first conceived, the sponsor champions the project. This includes serving as spokesperson to higher level of management to gather support throughout the organization and promote the benefits that the project will bring. The sponsor leads the project through the engagement or selection process until formally authorized, and plays a significant role in the development of the initial scope and charter. For matters that are beyond the control of the project manager, the sponsor serves as an escalation path. The sponsor may also be involved in other important issues such as authorizing changes in scope, phase-end reviews, and go/no-go decisions when risks are particularly high
Role
The sponsor leads the project through the initiating processes until formally authorized, and plays a significant role in the development of the initial scope and charter. For issues that are beyond the control of the project manager, the sponsor serves as an escalation path [1]. The Project Sponsor Role is responsible for providing good governance for the project. This includes the following: [3]:
- Maintaining a focus on the broader issues on behalf of the project / informing the project manager and team of organizational and environmental changes which might impact the project.
- Establishing connections on behalf of the project, and supporting interfaces between the project team and the winder organization and external environment.
- Advocating on behalf of the project with the senior executive and other key senior stakeholders.
- Clearing pathways so that key resources can be obtained for the project.
- Motivating the project team when times are difficult.
- Objectively criticizing project performance.
- Providing ad hoc support to the project manager and the project team, including mentoring.
- Approving finance.
