Project sponsorship

The Project Sponsor is critical to the successful implementation of a project. The effectiveness of the Sponsor is the single best predictor of project success or failure.

The Project Sponsor is the person who has the 'vision' and is in a position to drive the project in directions that will most benefit the University. One of the key elements of the Project Management Framework is that the Project Sponsor is responsible for the realisation of project benefits so it is important that they have a University wide perspective and are enthusiastic about the benefits that can be achieved.

Role of the Project Sponsor

The Project Sponsor is the key stakeholder representative for the project and provides the necessary 'business' support for the Project Manager. In effect, the Project Sponsor should be considered as the executive Project Manager in the sense that he or she makes all the high level management decisions for the project.

The Project Sponsor's primary responsibility is the achievement of the project objectives and benefits to the University. This involves the assessment and monitoring of project benefits on an ongoing basis, working closely with the members of the Project Steering Committee and other key stakeholders. The Project Sponsor has the authority to change the direction of the project, or even stop it, should circumstances change in which the identified benefits are reduced or no longer achievable.

The Project Sponsor should be a senior manager having the financial and organisational power to act quickly and decisively in the overall governance of the project. It is an active, hands-on role, requiring a supportive working relationship with the Project Manager and effective communication with major stakeholders. The Project Sponsor should have a broad knowledge of the University including experience and expertise in the functional areas addressed by the project.

The role of the Project Sponsor is critical in ensuring the success of IT projects. The effectiveness of the role is the single best predictor of project success or failure. An inappropriate choice of Project Sponsor can seriously impact the possibility of success of the overall project. In fact, a project without the appropriate degree of executive sponsorship will fail.

Some of the activities that a Project Sponsor will normally undertake include:

Providing direction and guidance for key business strategies and initiatives
Negotiate funding for the project
Actively participating in initial project planning
Identifying project Steering Committee members
Working with the Project Manager to develop the Project Charter
Identifying and quantifying business benefits to be achieved by successful implementation of the project
Identifying project critical success factors
Approving major deliverables such as the Project Charter, Project Plan and Risk Management Plan
Reviewing and approving changes to plans, priorities, deliverables, schedule, etc.
Gaining consensus among stakeholders when differences of opinion occur
Assisting the project when required (especially in an 'out-of-control' situation) by exerting their organizational authority and ability to influence
Assisting with the resolution of inter-project boundary issues
Managing the realisation of benefits
Chairing the Project Steering Committee
Reviewing project progress on a regular basis
Supporting the Project Manager in conflict resolution
Advising the Project Manager of any changes in business direction or policy which may have an effect on the project
Encouraging stakeholder involvement and building and maintaining their ongoing commitment through effective communication strategies
Advising the Project Manager of protocols, political issues, potential sensitivities, etc.
Evaluating the project's success on completion.

Executive Project Sponsor

For a large project it is often practical to share the project sponsorship role by appointing a 'hands on' sponsor to represent the project at the 'team' level under the guidance of an Executive Sponsor. In this case, the Executive Sponsor would provide the financial support and overall direction to the project. The Executive Sponsor would be a senior executive of the University (eg. Deputy Vice Chancellor, Dean, Executive Director), and be responsible for approving the project budget and negotiating the funding arrangements. He or she would select the most appropriate 'hands on' sponsor for the project and delegate many of the tasks outlined above.

Typically an Executive Sponsor would be responsible for the following:

Brokering funding for the project
Providing strategic direction and advising the Project Sponsor of relevant university or external issues which may have an impact on the project
Making major project decisions, especially when there are differences of opinion amongst Steering Committee members
Acting as an arbiter in conflict situations
Reviewing and signing off major deliverables
Reviewing project progress on a regular basis
Communicating project status at a senior level (eg. University high level committees and governing bodies).