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In our 30+ years of Change Management Consulting work, we’ve seen our fair share of Sponsor issues. Here are 4 real-world problem Sponsor scenarios, and some advice on how to handle them. Scenario #1: The IT VP, a critical Sponsor, continually says that the benefits of the new technology are inherently wonderful, logical and obvious.
Within the relationship, one party (the sponsor) delivers support through funding, services, or resources to the other party (the beneficiary). In return, the beneficiary promotes the sponsoring brand in various ways, from placing their logo on sports vests to showcasing signage at an event. The involvement of a secondary party is part of what ...
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- Providing Visible Leadership. A change sponsor’s role extends beyond endorsing a change initiative; it requires active and visible leadership. Providing visible leadership means taking a hands-on approach to guide the organization through the change.
- Communicating the Vision for Change. Effective communication lies at the heart of successful change management, and the change sponsor plays a pivotal role in conveying the vision for change.
- Allocating Resources. A change initiative’s success is contingent upon having the necessary resources, and the change sponsor is responsible for allocating them strategically.
- Removing Obstacles and Barriers. Change often encounters resistance and obstacles, and the change sponsor plays a crucial role in identifying and removing these barriers.
- Introduction
- The Role of The Sponsor in Project Success
- The Responsibilities of The Project Sponsor
- Vision
- Governance
- Value and Benefits
- So, Where Is The Sponsor?
- Things For The Sponsor to Do
- Things For The Sponsor to Look For
- Things For The Sponsor to Ask
We do not expect project managers to understand everything there is to know about project management just because we give them the title of project manager—so why do we expect senior managers to automatically understand what is involved in sponsoring projects? Projects are the means by which organizations achieve goals and satisfy client needs, and...
The project sponsor is an individual (often a manager or executive) with overall accountability for the project. He or she is primarily concerned with ensuring that the project delivers the agreed upon business benefits and acts as the representative of the organization, playing a vital leadership role through a series of areas: 1. Provides busines...
A project sponsor is typically responsible for initiating, ensuring, approving, and establishing a series of key aspects in relation to the project, which can be summed up under categories of vision, governance, and value/benefits realization. Note that the categories are not mutually exclusive and most of the items can appear under more than one c...
Ensure the validity of the business case and the viability of the business proposition,Ensure ongoing alignment to business objectives,Informally interact with the project team and other key stakeholders to stay informed of trends and events within the project (and ensure the project remains viable), andDefine project success criteria that align with the business objectives.Prioritize the initiative and ensure it is launched and initiated properly,Serve as a voice for the project and ensure appropriate organizational priority is given to it throughout,Assemble and provide on-going support for the project organization,Identify roles and reporting structure,Ensure risks and changes are managed properly and sufficiently and make associated decisions;Ensure control mechanisms and reviews are in place;Ensure the project delivers the intended value;Evaluate progress and status;In many projects, it appears that the sponsor is nowhere to be found (at times right from the start, or at some point in the project). In other situations, the project manager does not even know who the sponsor is, or what the project success criteria is. This is most often due to a misunderstanding by the project manager, and even the sponsors the...
There are specific things the sponsor should do throughout the lifecycle of the project; from setting up the foundation for the project during initiation, allowing sufficient time for planning, serving as an escalation point, ensuring processes are followed during the project execution, and ensuring completion and hand-off activities are in place d...
The sponsor needs to be tuned in to how the project is doing and to events that take place with the team, performance, stakeholder(s), and the organization. In initiation, the sponsor needs to make sure that the project charter sells and promotes the projects sufficiently and realistically. During planning, the sponsor needs to keep an eye on the q...
One of the challenges of the project sponsor is to ensure—without micromanaging—that the project is being managed well and that the project organization—including the project manager—is performing as required. Out of the many questions that need to be asked as part of performing the sponsor's role effectively, this section focuses predominantly on ...
Dec 1, 2002 · Accessibility, timeliness and closure of issues are key attributes of successful project sponsors. Resolve conflicts. The project sponsor resolves conflicts that require senior management involvement: funding, priorities, external commitments, cross-organizational boundaries and clients, for instance.
What does it mean to be a “good” sponsor? What helps and what harms the sponsoring relationship? What difficulties do we experience as sponsors and sponsees? How can we work through our difficulties and use them as opportunities to grow? What skills might help us to become more effective sponsors?
P-15_Q&A_On_Sponsorship.indd 8 7/19/22 10:17 AM. 9. prospect is willing to be helped, admits having a drinking problem, and decides to seek sobriety as a solution. Sponsorship is Twelfth Step work, but it is also. continuing responsibilityfor helping a newcomer adjust to a way of life without alcohol.
