Project Sponsorship

Project Sponsorship PM Roundtable December 4, 2006 Slides adapted from Charles Jones, PMP PMI Global Congress NA 2006 presentation

What is Project Sponsorship? • Providing guidance & support to the PM • Insuring the business objectives are achieved • Supplying sufficient resources • Resolving problems that require authority beyond that of the PM

Sponsor Characteristics • Leader and communicator • Knowledge of the business areas • Has the clout to resolve escalated problems • Effectively delegates to PM • Tuned in to overall business environment that can affect the project

Initiation Phase • Define relationship with PM • Validate project scope and objectives • Align project with strategic goals • Determine project priorities • ID business constraints and requirements • Authorize project and resources, including PM – Project Charter

Planning Phase • Ensure validity of project’s business value within acceptable risk limits • Ensure appropriate resource support and cross-area cooperation and commitment • Review and approve the Project Plan • Phase gate decision (go, hold, or no-go)

Executing Phase • Monitor business developments • Resolve high-level issues affecting the project – handle escalated problems • Mentor the PM and team • Maintain executive contacts with Vendors, if applicable

Controlling Phase • Oversee progress to the plan and constancy of the project value • Evaluate Status Report information • Approve or deny changes to the baseline plan • Make Go/NoGo decisions at critical project review points

Closing Phase • Approve the project Closeout Report • Participate in Lessons Learned meeting • Agree to project closure and official release of resources • Confirm administrative close of project

Ineffective Project Sponsor • Unclear requirements and objectives • Project priority assigned inappropriately • Project start is often weak • Communication is less effective • Resources are not committed • Escalated problems are not resolved efficiently • Risks to project success increase

Sponsor Pitfalls to Avoid • Going dormant after project initiation • Not staying abreast of project needs • Delaying decisions needed by the PM • Micromanaging • Not requiring timely and adequate status reports • Shifting responsibilities to the PM • Not specifying the escalation rules

PM Pitfalls to Avoid • Starting the project without a signed Charter • Not defining Sponsor and PM roles and responsibilities early in the project • Delaying escalation of problems • Allowing Sponsor to be too active or too inactive • Shifting responsibility to Sponsor • Not communicating effectively with Sponsor

Techniques for Improving Sponsor/PM Interaction • Set up a meeting early in Project Initiation to establish roles and responsibilities • Establish a resolution procedure for issues that come up around roles and responsibilities • Include in the Communication Plan a periodic review to revalidate and/or change responsibilities • Establish rules for what topics are to be escalated to the Sponsor, and the escalation procedure

Project Sponsorship