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 then the time, to make appropriate decisions.
Or: The number of project managers that have asked me “…can you teach our sponsors this?…” when I’ve been teaching project management principles is legion. The answer is, “no!” Not because we couldn’t teach sponsors this stuff, but because it’s not relevant to them.
The better question would be what do the sponsors need to know to do their job better? And that’s certainly not going to be the same as what the project managers need to know.n
