A direct correlation exists, between performing organisations and active sponsorship
of low-performing project organisations have active project sponsors
increasing to >>
for high-performing project organisations have active project sponsors
One person is accountable for:
- the overall success of the project
- maintaining the link between the project outcomes and strategy
- the realisation of benefits (which often exist outside the life of the project)
- keeping the executive team informed
Senior executives can be confident that:
- a vital role, that cannot be outsourced, can be activated when needed
- sponsors can perform from the moment they are assigned
- projects have leadership from the moment of initiation
- their organisation's ethics and principles are visible to the wider project team
- financial, people and other resources are governed as the organisation prescribes
- status, progress and risks are independently monitored and controlled
- answers are available, without impacting the work of the project team
- sponsorship professionalism creates part of the organisations future culture
The project sponsor is the executive or senior manager who champions the change a project will deliver. They liaise with and garner support from senior management on behalf of the project. Their position in the organisation reflects the practical need for them to be able to secure the resources necessary to deliver the project. They are focused on change leadership, establishing project direction, taking key decisions communicating vision and forging alignment.
Individualised and confidential engagement
Individualised personal activities
checklist
Project sponsor handbook
Documented and agreed project sponsorship role definition and responsibilities
The realities of the project environment
The sponsor / project manager / project team relationship
Communicating a shared sense of the need for change
Promoting and sustaining the focus on the benefits of the project’s
Sponsorship plans for each stage; initiation, planning, execution and closure
Follow On Development (see below)
Combined with the project sponsor course, this module addresses the unique challenges a programme sponsor will encounter when responsible for a programme.
Additional knowledge domains include:
- Programme strategy
- Project activities relationship to programmes
- Programme life cycle: initiating, planning, executing, closing
- Programme monitoring and control
- Benefits realisation
- The different programme stakeholder needs
- Programme governance leadership
- Standards, methodologies, processes
Executives. Senior Managers. First time sponsors. Sponsors moving to larger projects.
2, 3 people: only extra costs for course materials
Workshop Option: half day
As the person most accountable for project outcomes, attendees return confident that they can fulfil the role and responsibilities of a project sponsor, knowing that a successful project will be proof of their leadership skills.
Any gaps in the following ideal prerequisites, will be addressed during course design
Understanding of the organisations mission, vision, strategy and capabilities
Experience working on organisational strategy development
Knowledge of the organisations markets, customer segments
Understand how the organisation realises financial and non financial benefits
Knowledge of relevant industry standards, regulatory environment
Experience interacting with senior management
Trainees will have sufficient knowledge and understanding, to lead any project assigned to them, as the vital leadership link between strategy and implementation.
Project sponsor accountability and responsibility
Project steering committee (project board) setup and management
Project team roles and responsibilities
Working with senior responsible owners (if applicable)
How the project environment delivers success
Project principles
Project relationships with: strategy /operations
Project relationships with: portfolios / programmes / other projects
Governance planning
The sponsor / project manager relationship
The project lifecycle
Organisational and project process interactions
Project escalation processes
Business case ownership (full and partial)
Project charter sign off
Defining Project scope, schedule and resource requirements
Sourcing, securing and protecting project resources
Project budget creation, validation and tracking
Scope and schedule leadership
Project plan sign off
Validating all project stages
Tracking strategic fit
Ensuring benefits realisation
Support building with other organisational leaders
Final outcome management
Managing cross-functional support
Monitoring and controlling, reporting and review
Know how the sponsor role must add value to their project
Understand the challenges a project sponsor will face
Know how sponsors need to navigate the project and organisational environments
Understand the importance of project management
Understand project management terminology and definitions
Understand all project team roles and responsibilities
8 hrs. over 6 months: Months 1 & 2 (2 hrs. / mth.), months 3, 4, 5 & 6 (1 hr. / mth.)
Follow on is a blend of face to face, phone and email communication as needed
Project Leadership
Highly dependent on training needs analysis (and project needs analysis if applicable)
Workshop Option: half day
Onsite: Standard meeting room (formal training); standard desk (during analysis)
Offsite: Trinity Street, Dublin; arranged anywhere in Dublin and Ireland
Project sponsors are often the least trained members of project teams, yet they are expected to act as leaders
Potential sponsors must assess their current workload and ensure that they have adequate time and energy to properly participate in the project. An absent project sponsor at the times when they are needed will negatively impact the project outcome, and this will be owned by the sponsor.
Its rare that sponsors are relieved of other work responsibilities when they accept the role. This is often the time where delegation of organisational duties increases.
