Project sponsor
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One common criticism is that they are never seen throughout the project, but only appear at the end, to get all the merit and the fame. | One common criticism is that they are never seen throughout the project, but only appear at the end, to get all the merit and the fame. | ||
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The difficulty for the project sponsor is to be involved enough to fulfill its task, but not too omnipresent otherwise he will prevent the project manager to do his mission properly. He has to find a balance between involvment and autonomy. | The difficulty for the project sponsor is to be involved enough to fulfill its task, but not too omnipresent otherwise he will prevent the project manager to do his mission properly. He has to find a balance between involvment and autonomy. | ||
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Revision as of 11:39, 13 February 2018
I decided to write about this subject but an abstract was already done, i'll leave it here for the moment, i will delete it afterwards:
%%When a project get out of track the first causes we will think about is the technology, economics, schedules, lack of professional skills or something in that way, and we absolute forget to look back and reflect about the distribution of roles in a project. To get succeed with a project, four key roles should be staged in an early stage at the project:
- Project sponsor - Project leader - Entrepreneur - The Target %%
Contents |
Abstract
This wiki-article is made in order to reflect on how important the role of project sponsor (also called executive sponsor) is in a project, and actually is the backbone for the entire project, and without whom the project would not be started. This role is often skipped or misdone, which can explain why some projects are failing, or not doing as good as they should. Sponsors play a vital role in projects, and even though some some pepole may disagree, every project needs a project sponsor. Sponsorship in a small business is, however, often significantly different from sponsorship in a large business or a corporation. Because the roles and responsibilities of a sponsor and a project manager run parallel, but are different from each other, it’s important to know both what project sponsorship is and what it is not. A powerful quote wasn't given by a seniot project manager "I now understand that a project I recently sponsored was not nearly as successful as it could have been—partly due to my not having understood my role as sponsor." [1] We will use some informations taken from the PMI Certificate presentation held in France.[2]. I add there some more references for personnal research[3]. [ Project Management Institute (PMI) [4] Managing stakeholder expectations for project success [5]
Effective PM and BA role collaboration [6]
Project sponsorship—Senior management's role in the successful management of projects [7]
Role and definition of the project sponsor
Project sponsor are often senior or former project managers. Unlike a large business, in which a sponsor can be any one of a number of different individuals, in a small business, the sponsor is most often the business owner. (to be developped) A project sponsor is: "an individual (often a manager or executive) with overall accountability for the project." [1] . 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 other words the individual or group within the performing organization who provides the financial resources, in cash or in kind, for the project. [8] It needs to be clarified that the project sponsor is not the customer nor the client, but someone from the performing organisation that understands the organization's business and the corporate strategy.
Responsabilities
A project sponsor is typically responsible for initiating, ensuring, approving, and establishing a series of key aspects in relation to the project, which can be summed up under categories of vision, governance, and value/benefits realization The stakeholders might have different points of vue aand different interests in the project, so project sponsors must be the ones to secure buy-in from every stakeholder, in making everyone agree on the project characteristics, sometimes negociating.
✓ Help streamline communication and encourage quality requirements and estimates.
✓ Create a sense of trust, collaboration, and honesty.
✓ Clear role in problem escalation and resource issues.
✓ Means and sources to identify problems (i.e., schedule, cost, quality) before they are officially reported.
✓ Foster requirements and scope prioritization.
✓ Ensure timely change control and decision making; dependency identification mechanism.
✓ Allow for effective risk management process including requirements, project, and business risk considerations.
✓ Encourage record keeping and access to historical information, benchmarking, references, and application of lessons.
Relationship with other Stakeholders
the Sponsor is as project advocate. Effective sponsors must know how to convey the project vision to anybody who can inflence the outcome. As mentionned before, the project sponsor is accountable for all the aspects of the project and at every step of the project progress, and becasue of that, he has to interact with all the stakeholders of the project. For issues that are beyond the control of the project manager, the sponsor serves as an escalation path, an intermediate beteween the project manager and top management. Some missions depend on the advancement of the project, and some must be realised regularly, with the project manager and the project team.
Good practices
It is good idea to keep in mind the fact that there might be more than one project sponsor , depending on the size of the project for example. Even though there are no official certification about project management, some insight might be relevant ot take into acocunt, questions every project sponsor should ask to himself: › Being an effective Sponsor requires striking a delicate balance of involvement and trust in the project team.
› Project Sponsors must effectively communicate the organisation’s vision, goals and expectations to the team throughout the life cycle without crossing the line into micromanagement.
› The Sponsor and project manager need to agree from the beginning on their roles to ensure a harmonious and productive relationship.
› Along with supporting the project manager and team, the Sponsor must keep the organisation apprised of the project’s progress and benefis, advocating for it at every turn.
› The Sponsor should cultivate a positive environment and constantly let people know what the project is and why it’s important to the rest of the organisation.
Challenges
The role of project sponsor is often not well defined in a project and some project sponsors are not even well aware of their role. It often happens that a project anager is not even aware of whom is the project sponsor. This issue arises from the fact that unlike project management, project sponsorship doesn't have an official organization, institute that defines methodologies, and approaches for the project sponsor.
Some people might think that the role of project sponsor interfeers with the role of project manager, but if the tasks are well defined, then their work is complementeray and they need each other to achieve the best result possible for their project. The project manager has success and performance criterias based on time and money (triangle? [9] while the project sponsor has a global overvue of the strategy of the company and focuses on different criterias.
Quite often, project sponsors have a day job, in addition to the project sponsor one. And beacuse of their experience, that job might be quite demanding, preventing them from spending the right amount of time on the project.
One common criticism is that they are never seen throughout the project, but only appear at the end, to get all the merit and the fame.
The difficulty for the project sponsor is to be involved enough to fulfill its task, but not too omnipresent otherwise he will prevent the project manager to do his mission properly. He has to find a balance between involvment and autonomy.
References
- ↑ 1.0 1.1 Project sponsorship: senior management's role in the successful outcome of projects. Schibi, O. & Lee, C. Project Management Institute. Paper presented at PMI® Global Congress 2015. EMEA, London, England. Newtown Square.
- ↑ PMI certification.
- ↑ International Project Management Association.
- ↑ Visited 02-02-2018].
- ↑ [Schibi, O. (2013). Managing stakeholder expectations for project success: A knowledge integration framework and value focused approach. Lauderdale, FL: J. Ross Publishing.]
- ↑ [Schibi, O. & Lee, C. (2015). Effective PM and BA role collaboration: Delivering business value through projects and programs successfully. Fort Lauderdale, FL: J. Ross Publishing.]
- ↑ [Bergman, P. (2001). Project sponsorship—Senior management's role in the successful management of projects. Wcpconsulting.com . (World Class Productivity, Inc.).]
- ↑ Project Management Body of Knowledge (PMBoK).
- ↑ [Project Management Triangle] https://en.wikipedia.org/wiki/Project_management_triangle)
