The Role of the Project Sponsor
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 [3]. 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 Role of the Project Sponsor
The Project Sponsor Role is responsible for providing good governance for the project. This includes the following:
- 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.
