What does it mean to be a project sponsor?

A little while back I blogged about where one leaves one's footprints. By that I mean what marks you leave on the world as you pass. Just the other day I was reminded of another trail I left.

This one relates to something I wrote a few years back to try and raise the level of sponsor engagement and performance - a topic that is frequently raised when looking at factors affecting project success. The incident was a change agent I respect telling me that he frequently pulled out a copy of this tri-fold pamphlet I had written.

The intention was to layout in a different way the relative roles of sponsor and project manager with the idea that it could be used to encourage discussion by those parties leading to better understanding and increase the chances of success. Of course the two parties to could decide to work differently, but the key is that they would have discussed and agreed this.

The alternative is that both parties make assumptions and leave gaps and confusion. Alternatively the sponsor operates on a "Fire and Forget" basis and expects the project manager to do everything.

Below I cover the five sections of the pamplet. I do have a PDF version that looks better and can be distributed if anyone wants one - just mail me at pamphlet@ianjsutherland.com and I will send one by return.

What does it mean to be a sponsor?

Project sponsorship is about leading the delivery of benefit to the organisation. Change alone is not enough!

The sponsor “owns” the business case and champions it amongst their peers, the business and the project team

To achieve this, a sponsor will:

• Set the high level objectives, scope, anticipated benefits, budget constraints, and timing; approving the project Terms of Reference
• Lead/Chair the Stakeholder group/Steering Group
• Ensure the necessary business resources are made available
• Monitor project progress, meeting regularly with the project manager
• Resolve escalated issues
• Make necessary decisions
• Report to the Executive when required
• Liaise with other key managers ensuring ongoing support from the business
• Formally close the project and ensure effective handover into Business As Usual (BAU)
• Lead the rightful celebrations!

What does it mean to be a project manager?

Project management is the application of a broad set of skills to properly initiate, plan, execute, control and close a project.

The primary skills are:

• scoping (i.e. describing and agreeing on project objectives and requirements),
• scheduling the work required to deliver the agreed change(s),
• estimating all the resources (time, materials and people) required by the project,
• managing risk and uncertainty to help the project deliver to stakeholder expectations
• managing quality to ensure that the deliverables are fit for purpose,
• communicating and collaborating with others, including suppliers of goods and services and everyone else who works on or is affected by the project.

Please note: this does not mention the “doing” of projects. Project management is not be confused with business analysis. In practice, for smaller projects, the same individual may provide both project services, but the sponsor must ensure that enough attention is given to project management.


What can a sponsor expect from a project manager?

A project manager should provide the sponsor with:

• Advice and guidance on the management of change in line with prevailing best practice
• High quality information and documentation to support the approval, planning and execution of the project
• Management of the project resources in executing the plan
• Honest and effective communication on progress and the risks and issues relating to the project
• Assurance that deliverables are of the appropriate quality
• Forecasting of future costs and dates, based on experience and evidence
• Escalation of issues/items outside the control of the project manager and recommendations on appropriate actions
• Support in communicating to stakeholders including the Steering Committee

What is expected from a sponsor?

The project manager expects the sponsor to:

• Give enough of your time - This means time to review documents, chair key meetings, consider and address escalated issues and to actively champion the project
• Be an effective champion - Believe in the project and inspire those whose commitment is required. It is likely to involve formal and informal communication and must work in concert with the project manager
• Make the necessary decisions - When issues are escalated it is for a reason, usually that the project manager cannot resolve them and needs help
• Delegate clear authority - The Project Manager needs to understand what s/he can do and what should be escalated
• Protect the project from politics - The team needs stability if they are to work well. This starts at the top.
• NOT micromanage - Let the project manager do their job.
• NOT undermine the Project Manager by word or deed

Some tips on being a good sponsor

Projects are by definition original activities and outcomes are never certain. Here are some tips that will make success more likely:

• Make sure you are engaged from start to finish
• Do not rely on untested assumptions
• Understand the sensitivities in the project; ie what presents the greatest risk to success
• Use your project manager and the best practices
• Don’t set unreasonable timetables
• Make any required decisions in a timely manner, undue delay usually adds to the project difficulty.
• Communicate, communicate, communicate and listen
• Believe and be seen to believe in the project and the solution; if you don’t why should anyone else?
• Support the project team

Please do let me know what you think?