Business case and project charter confusion is not uncommon. They both have integral roles in the initiation of a new idea--but they should not be used interchangeably. At the end of day, the project sponsor is accountable for success--and is responsible for ensuring recommendations are held up by a sound business case.
If the project manager is responsible for providing the project purpose, then the sponsor has to be accountable for it--and they are rarely held to that accountability. As projects become more focused on business benefits rather than project deliverables, that’s becoming a major issue.
Project managers realize an engaged and supportive sponsor is instrumental in ensuring project success. However, many PMs struggle with building a collaborative relationship with the sponsor. This article presents three sponsor/project management relationship concepts.
Absentee sponsors are a significant problem within the project landscape. Finding a good project sponsor has always been hard. Finding any project sponsor, however, often feels like it is becoming almost impossible. What has happened that has led us to this predicament? And just what should we do about it?
Project sponsors are more than just a project’s main cheerleader. They might have the largest stake in the project’s success. Let’s re-examine what project sponsors do, what their roles and responsibilities are--and how PMs can leverage them to promote project success.
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"I'm glad I did it, partly because it was worth it, but mostly because I shall never have to do it again." - Mark Twain |
