The sponsor role and sponsorship - the way forward webinar Wednesday 22 April 2020 presented by Martin Samphire and Carol Deveney The link to the write up page and resources of this webinar: https://www.apm.org.uk/news/the-sponsor-role-and-sponsorship-the-way-forward-webinar/

1. The sponsor role and sponsorship
– the way forward
Martin Samphire & Carol Deveney – APM Governance SIG
22 April 2020

2. Martin Samphire
Owner and MD –
Fellow APM
APM Governance SIG Chair
Lead on Portfolio Management for P3M Data Club (BIG)
Sectors – Central Civil Government, Health, Police, Defence, Rail, Energy,
Financial Services, Construction, Oil & Gas, Outsourcing, Water
msamphire@3pmxl.com
Introductions
3pmxl Ltd

3. Carol Deveney
APM Governance SIG Deputy Chair
Managing Director, See Change International
Consulting Ltd
20 years in projects with 15+ in transport &
infrastructure both UK and internationally.
caroldeveney@see-changes.com
Introductions

4. Directing Change
3rd Edition - 2018
Governance of Co-
owned Projects
- 2017
Sponsoring Change
2nd Edition - 2018
Free to APM members at www.apm.org.uk/memberdownloads
APM Publications
Directing Agile
Change - 2016
GovSIG
APM Learning module –
Working with project sponsors
Free to APM members at Associate
level and above at
www.apm.org.uk/apm-learning

5. Agenda
❖Need for the critical role of the sponsor
❖The Role itself – for projects and programmes
❖Models / options to establish the role
❖What makes a good sponsor?
❖Question & Answers / discussion
❖Summary and close

6. Need for the critical role of the sponsor
“ they can create or destroy value….”
(Sponsoring Change Foreword by Mark Carne)

7. 7
3pmxl
Governance and Sponsor Role

8. Sponsor – importance to success
8 out of 12 Factors
down to Sponsor role
5 out of 8 Factors down
to Sponsor role
Other Sources that support:
2014 PMI Pulse Survey
PwC 2104 Global Survey
PwC 2012 Global Survey
GovSIG Benchmarking

9. APM GovSIG Sponsor Survey 2020 - 1
❖Significant variation in maturity – from an ‘empowered sponsor’ through to
‘poor behaviours’ and ‘inappropriate structure’
❖Significant proportion of ‘untrained learners’ vs. ‘trained practitioners’
❖Those in the ‘trained’ categories, feel that good governance of change
contributes to project outcomes – much better than in ‘untrained’
❖Significant variance in positive perception between Director / Head of
sponsorship and delegated sponsors / deliverers.
➢Contribution of governance to project success (75% vs. 35%)
➢Availability of sponsor training (60% vs. 35%)
➢Holding Sponsors to account (55% vs. 25%)
➢Specific performance criteria in sponsor personal objectives (65% vs. 30%)

10. APM GovSIG Sponsor Survey 2020 - 2
❖Non-sponsor delivery much more interested to learn more about
sponsorship than senior levels and existing sponsors
❖Key areas identified for improvement:
➢Consistent strategy for change aligned to clear business needs
➢Development of programme vision and future operating model
➢Clarity on levels of accountability e.g. Exec Sponsor vs. Delegated
➢Benefits management and realisation
➢Availability of Training and Competency development - High interest in Sponsorship
training, competency development and accreditation'

11. The Role itself

12. The Sponsor Role – outcome focused
Body of Knowledge 7th edition –
“accountable for ensuring that the
work is governed effectively and
delivers the objectives that meet
identified needs”
• Leader and decision maker
• Credible influencer with delegated
authority
• Enthusiastic advocate
• Commits sufficient time
• Sufficiently aware of PM practices
Sponsoring Change 2nd edition –
“accountable for the realisation
of desired outcomes and
benefits”
• Understanding – role, context
• Competence in role
• Credibility
• Commitment
• Engagement – personal
ownership

13. Sponsor / SRO - pivotal link
13
Permanent
Organisation -
BAU
“run the business”
Temporary
Organisation – Project
“change the business”
Sponsor straddles both and has the pivotal role.
Provides leadership in dynamic and ambiguous
environment.
The
Business
The
Project
Courtesy of 3pmxl Ltd

14. Scenario
Housing
Project
inc affordable
& social with
lower spec
Benefits
include +GVA
& integration
ESF & ERDF
funding
Who Sponsors
change
proposal?
• Let’s look at the how the roles of Executive Sponsor & Delegated
Sponsor could play out in this scenario……

15. 1st point of contact Agree division of
actions with
Delegated Sponsor
Warm up key
stakeholders (CEO,
board, steering
group members)
Analyse & assure
reports back from
Delegated Sponsor
Confirm change
meets business
case & delivers
benefits
Support change
throughout
governance
process
Chairs Steering
Group / Sits on
Board approving
change
Executive Sponsor

16. Accepts action
delegated from
Executive Sponsor
Seeks impact of
change from
projects team &
relevant
stakeholders
Runs impacts on
time, cost against
benefits & business
case
Reviews
consequences,
corporate risk
profile & seeks
feedback from Exec
Sponsor
Commences change
process, preparing
papers for Exec,
Steering Group /
board
Supports change
throughout
governance process
Proposes change at
Steering Group /
Board
Delegated Sponsor

17. Projects / Programme Sponsorship – Business Focus
Sponsor
functions for the
business –
Provides
Leadership
B1 Links
projects to
corporate
strategy
B2 Owns the
Vision &
Business
Case
B3
Accountable
for benefits
B4 Reflects
the
corporate
risk appetite
B5
Collaborates
with other
projects
B6 Applies
corporate
governance
B7
Represents
the
investment
Sponsoring Change explains
each element in detail
From Sponsoring change 2nd Ed.

18. From Sponsoring change 2nd Ed.
Sponsor functions
for the project
manager
P1 Provides
Leadership
P2 Clarifies
priorities
P3 Owns
requirements
P4 Escalates
issues and
approves
changes
P5 Makes
timely
decisionsP6 Provides
resources
P7 Manages
relationships
P8 Provides
authorisation
P9 Receives
reporting
P10
Champions
the project
Projects / Programme Sponsorship – PM focus

19. Sponsor Models

20. Project Manager
Project Team
Project Sponsor
Project Board
(if applicable)
Management Board
Internal
Stakeholder
External
Stakeholder
Sponsor Models - 1
From Sponsoring change 2nd Ed.

21. Sponsor Models - 2
From Sponsoring change 2nd Ed.
Programme Manager
Programme Sponsor
Programme Board
(if applicable)
Management Board
Project Sponsor
Project Board
(if applicable)
Programme Team
Project Manager
Project Team

22. Sponsor Models - 3
From Sponsoring change 2nd Ed.
Project Manager
Project Team
Project Sponsor
Project Board
(if applicable)
Management Board
Internal
Stakeholder
External
Stakeholder
Porfolio(s)

23. Sponsor Models - 4
From Sponsoring change 2nd Ed.
Project Manager
Management Board
Project Sponsor
Lead Organisation
Project Manager
Management Board
Project Sponsor
Organisation B
Project Manager
Management Board
Project Sponsor
Organisation C

24. Sponsor Models - 5
From apm “Building Sponsors”.
SRO
Sponsor
(1-6)
From: Government Project
Delivery Framework
Executive
Sponsor
Delegated
Sponsor/
Agent
APM GovSIG suggestion

25. Sponsor Models
Whichever model – for good governance:
❖ Be clear on which model is in play and who has which role – and accountability
❖ Needs organisational support to work well. Sponsors cannot be effective if they
have limited time to carry out the role, are constantly fighting with colleagues who
also think they are the sponsor – but without accountability
❖ Adopt a prefix for sponsor e.g. Portfolio Sponsor, Executive Sponsor, Delegated
Sponsor, Sponsor Agent, etc.
❖ Ensure ‘golden thread of delegation’ is clear, understood and supported by the
entire organisation
❖ Behaviours and relationships are key. Push back against inappropriate
behaviour

26. What makes a good sponsor?

27. How do you know if your Sponsor is any good?
❖ Sponsoring Change Appendix 2 check lists:
❖ Understanding
❖ Competence
❖ Credibility
❖ Commitment
❖ Engagement
❖ Directing Change – Appendix 2 role checklists
❖ Behaviours - most instantly recognisable measure
❖ Demonstrating excellent leadership, communications and role
modelling expected behaviours?
❖ Working with everyone across organisations and hierarchies
Downloadable versions of checklists are available in Tools & Templates on
APM Learning

28. Dream Sponsor
• Seeks simple & effective governance structures - uses them to
resolve issues swiftly
• Knows the warning signs acts before a crisis or problem arises
• Builds strong relationships and leads on stakeholder issues
• Knows when to coach, mentor and when to make a decision
• Builds strong relationships with stakeholders and project teams
• Is inquisitive, challenging, sensitive and supportive
• Shares bad news early and openly but shields the project team
from any unhelpful politics, change and distractions
• Clarifies roles & responsibilities early on
• Explains the political and stakeholder environment in a way that
informs risk management
• Visible ambassador and clearly articulates an end state
• Constantly monitors the environment and gives strategic direction
• Uses influence to build positive relationships that help the project
• Focuses on building team performance

29. Dreaded Sponsor
• Creates over-complicated governance & structures
• Demonstrates a lack of realism
• Pushes too much risk into the future or the supply chain - Avoids
difficult discussions until it is too late
• Shows a lack of ownership, direction & leadership
• Fails to delegate & disregards advice from specialists
• Escalates issues without attempts at compromise
• Gets caught up in playing politics instead of managing politics
• Only has a vague picture of the desired end state
• Places unrealistic expectations on the business or project team
• Procrastinates instead of making decisions or solving problems
• Blames the project team, the business or stakeholders for
project challenges
• Focuses on bureaucratic process at the expense of progress
• Behaves as a “senior” PM

30. Related Blogs
❖Who and what is a sponsor in project management?
❖Is your sponsor effective?
❖Is sponsorship for life or just for Christmas?
❖Effective sponsorship is key to success
❖Why the role of sponsor needs to be better defined
❖Sponsoring the Thameslink Programme

31. Summary
❖The Sponsor role is the critical role for project
success
❖Boards and PMs both have a responsibility to
support Sponsors
❖The whole organisation needs to acknowledge
and support
❖Be clear who is the ‘real’ sponsor
❖Good practice is evolving – please contribute
❖Good support resources available