I've run the gamut from textbook perfection to the Star Trek mirror universe's answer to sponsorship!
PMI's Pulse of the Profession a couple of years back had shown a 25-30% increase in success across all legs of the triple constraint when there was effective executive sponsorship of projects.
A few keys I've learned are:
1. Make sure the sponsor is selected appropriately - just having a warm body isn't enough!
2. Invest in a sponsor onboarding program to help them understand what their role is
3. Take the time to establish some ground rules with the sponsor so you know what they expect of you and vice versa
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1 reply by Sante Delle-Vergini, PhD
Apr 05, 2018 7:03 PM
Sante Delle-Vergini, PhD
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Sometimes a sponsor is self-selected as they champion an initiative. That 25-30% figure makes sense. I can't see how many projects would succeed with an ineffective sponsor. Thanks Kiron.
I've run the gamut from textbook perfection to the Star Trek mirror universe's answer to sponsorship!
PMI's Pulse of the Profession a couple of years back had shown a 25-30% increase in success across all legs of the triple constraint when there was effective executive sponsorship of projects.
A few keys I've learned are:
1. Make sure the sponsor is selected appropriately - just having a warm body isn't enough!
2. Invest in a sponsor onboarding program to help them understand what their role is
3. Take the time to establish some ground rules with the sponsor so you know what they expect of you and vice versa
Sometimes a sponsor is self-selected as they champion an initiative. That 25-30% figure makes sense. I can't see how many projects would succeed with an ineffective sponsor. Thanks Kiron. Saving Changes...
Rick PascoeIT Project Manager| Toshiba America Inc.Costa Mesa, Ca, United States
In the environments I've been in, the project sponsor has typically been the CIO who for the most part, wants nothing more than to explain what he wants, one time, and not to be bothered again aside from status reports. Since it comes from a C-level, the functional managers tend to acquiesce to what the PM needs. I guess I'd call that a gift sponsor.
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1 reply by Sante Delle-Vergini, PhD
Apr 05, 2018 8:25 PM
Sante Delle-Vergini, PhD
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That's a nice sponsor to have Rick.
Saving Changes...
Michael O'ConnorSenior Research Program Director, Program Management, Ph.D.| MedtronicGrant, Mn, United States
In my environment, my sponsors have been fantastic. I make sure I meet with them often and share the right information at the right time to keep them well informed of what is taking place on the project or program. It also take time to network and collaborate ahead of time to make sure you know the C suite and other high level sponsors.
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1 reply by Sante Delle-Vergini, PhD
Apr 05, 2018 8:26 PM
Sante Delle-Vergini, PhD
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Developing a rapport is important in order to influence and negotiate. Thanks Michael.
In the environments I've been in, the project sponsor has typically been the CIO who for the most part, wants nothing more than to explain what he wants, one time, and not to be bothered again aside from status reports. Since it comes from a C-level, the functional managers tend to acquiesce to what the PM needs. I guess I'd call that a gift sponsor.
That's a nice sponsor to have Rick. Saving Changes...
In my environment, my sponsors have been fantastic. I make sure I meet with them often and share the right information at the right time to keep them well informed of what is taking place on the project or program. It also take time to network and collaborate ahead of time to make sure you know the C suite and other high level sponsors.
Developing a rapport is important in order to influence and negotiate. Thanks Michael. Saving Changes...
I will leave the theory away here. Sponsors can be very harmful if they do not know what they want, some of them initiate the ideas just for the sick of it, but when it comes to implementation they are least bothered. On the other hand, some sponsors they know what they want and very supportive Saving Changes...
They keep changing from project to project, sometime good sometime bad if you get them from Mars:)
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1 reply by Sante Delle-Vergini, PhD
Apr 06, 2018 7:23 PM
Sante Delle-Vergini, PhD
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Watch out for the Mars ones.
Saving Changes...
Michael MirabelliPM II| MODEC International Inc.Katy, Tx, United States
I find that the role of the sponsor and how the PM will receive their support is important to whether they help or hinder a project. A sponsor can be a good support system when dealing with difficult stakeholders (for example), however, if the sponsor is a former PM and is more focused on the details of managing the project than supporting the objectives of the final outcome then this can be detract from the project success.
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1 reply by Sante Delle-Vergini, PhD
Apr 06, 2018 7:24 PM
Sante Delle-Vergini, PhD
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Michael those kinds of sponsors are difficult as you say because they are former PM's and tend to want to go over the finer details of your project management just for the sake of it.
Saving Changes...
Anish AbrahamPrivacy Program Manager| University of WashingtonAuburn, Wa, United States
In my experience when the project sponsor has a clear vision on how they want the project to be,than it's good. But if they have lack of focus with a loose vision, then it's the opposite situation. So, far I have mixed experience with some good and some really bad.
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2 replies by Kevin Drake and Sante Delle-Vergini, PhD
Apr 06, 2018 11:31 AM
Kevin Drake
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I agree with you Anish 100%.
Apr 06, 2018 7:26 PM
Sante Delle-Vergini, PhD
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Thanks Anish, I too have a mixed experience as I am sure many have.
