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