Project sponsorship - from a change practitioners perspective
This whitepaper explores a frequently overlooked but critical factor in project and change success: the role of the sponsor. It challenges the common misconception that sponsors should focus on supervising delivery, and instead reframes the sponsor as the owner of the investment and guardian of value.
Drawing on practical experience, the paper highlights a recurring issue in organisations—many sponsors either misunderstand or underperform in their role. As a result, project managers are often left “managing upward”, guiding sponsors toward the behaviours and decisions that enable successful outcomes.
Either: Many sponsors seem to mistake their role and more simply don’t understand it. How do you know and what should you do?
Ever heard of upward management? Well, holding up the mirror, pointing out where the sponsor can add impetus (rather than impediment) and demonstrating competence to them (so that they are reassured that they can spare you the head room, and them the time, to make appropriate decisions.
Final Thought
In most instances it is a case of upward management, through ‘holding up the mirror’ of good practice to them by pointing out that there are three fundamental elements of the business case that they are promoting; benefits, costs and risks. Costs and risks are important, but ‘top trumps’ will always be the benefits. Benefits, unlike costs and risks, are not important – they are critical. And they are, specifically, what the role of sponsor is on the hook for. So, at heart, the answer is to get them to understand the significance of the business case and their accountability for the delivery of the benefits that the investment is justified against. Once they appreciate this, the behaviour needs to become one of a primary focus on the benefits and outcomes. If that message has convincingly landed, the rest will surely follow.
Coming soon…An executive’s perspective…
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