The world’s most successful projects include the International Space Station, the Porsche 911 and Apple’s iPod. They succeeded due to superior project management, which required superior project sponsorship. Project-management expert Michiel van der Molen explains the nature of project sponsorship, compares it with project management, and explains why the project sponsor owns the project – and gets the credit or blame. getAbstract recommends this semitechnical, highly detailed, comprehensive and professional primer as an excellent resource for anyone involved in project planning, management or sponsorship.
Where Responsibility Lies
By definition, projects are temporary undertakings that create something unique – the “project objective.” The project sponsor bears ultimate responsibility for the project’s failure or success – defined as attaining the business case that outlines the project’s reasons for existing. The project sponsor is accountable for overall operations and business results. The sponsor owns the business case for the project. In contrast, the project manager runs the day-to-day activities and must deliver a thorough, high-quality job that meets specifications, schedules and budget restrictions.
The project sponsor must make sure that the project – as an important investment – meets its business goals. If it doesn’t, its failure is like any other business failure. However, companies that want a busy manager to act as a project sponsor shouldn't put another burden on the manager’s shoulders with other operational responsibilities. Instead, offer project sponsors "more strategic control for less effort.” Help them delegate all they can without losing control. The sponsor’s success rests on four principles:
1. “Share the Business Case”
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