Project sponsor
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Revision as of 17:53, 5 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 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. 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] Visited 02-02-2018]]. 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. A project sponsor is: "an individual (often a manager or executive) with overall accountability for the project." [1] .
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
Relationship with other Stakeholders
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. 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
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:
Common Mistakes
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.
References
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.
- ↑ 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.
- ↑ [https://www.pmi.org/
- ↑ [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)
