Tell a Friend10.28.08
Is Your Project Sponsor an Asset or Liability?
Typically, when starting a new project the project manager spells out each of the required team members and their skills, the team members’ roles and responsibilities, and finally, their task assignments. This is spelled out in a Project Roles document and provides clarity and helps to ensure accountability for the project team. Unfortunately, I’ve found that the Project Sponsor is often left out of the Project Roles document. And, in one too many occasions, the Project Sponsor is not accountable for his/her role. Arguably, holding a Project Sponsor accountable is difficult but because it is the most important role within the project, leaving it undefined and unclear has a big impact on the project’s success. So, what are the expectations we, project managers and team members, have of the Project Sponsor? First, I should define who should be the Project Sponsor.
Who
First, the Project Sponsor is typically a member of senior management, someone with authority to provide the financial resources for the project. Second, the Project Sponsor must have a vested interest in the project. He or she is the person within an organization who has the most to gain by the project’s success and the most to lose if it fails! Finally, a Project Sponsor is someone who is strategic. He or she works with other leaders in the organization to select projects that meet the organization’s strategic objectives.
The Project Sponsor should have all three characteristics outlined above to be an effective leader for the project. If your Project Sponsor doesn’t, that should be a red flag. The Project Sponsor role is likely being played by someone else that you aren’t communicating with regularly. It is best to ask that he/she be included in regular project review meetings.
What are the responsibilities of a Project Sponsor? I’ve outlined three key accountability areas that I’ve found to be critical for a project’s success.
.png)
The Champion
The Project Sponsor leads the project through the project initiation phase until the initial scope and charter are finalized; the Project Sponsor leads the project charter effort, not the project manager. Thus, he or she is championing the project. Once the project charter is approved, the Project Sponsor continues to be responsible for championing the project until it is complete. This includes informal and formal communication to the leaders within the organization, getting the needed input and buy-in for the project.
The Decider
The Project Sponsor will be asked by the Project Team to make many decisions. Often times, the Project Sponsor will delegate decisions to the Project Team provided they are in the scope of the project. However, Project Sponsors are responsible for certain issues that impact the project charter and scope—financial changes, changes to project deliverables or promised features, and/or modifications to the project timeline. These decisions cannot be delegated and should always to be escalated to the Project Sponsor for approval. At times, it is best to put the project on hold until the Project Sponsor approves these types of requests.
The Supporter
The Project Sponsor steers the project by holding regular meetings with the Project Manager and/or the Project Team. The Project Sponsor supports the project by requesting progress information regularly, therefore actively monitoring the project. This includes asking the tough questions, like what percentage of the work is complete versus the percentage of the budget. Furthermore, the Project Sponsor supports the Project Team by holding phase-end reviews and team go/no-go decisions when the risk is high.