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The sponsor role and sponsorship - the way forward webinar, 22 April 2020
The document discusses the critical role of project sponsors in ensuring effective governance and project success, highlighting the need for trained sponsors and clear accountability within organizations. It outlines key functions of sponsors, characteristics of effective sponsors, and the variation in sponsorship maturity across different sectors. Additionally, it emphasizes the importance of alignment with corporate strategy and stakeholder engagement to optimize project outcomes.
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The sponsor role and sponsorship - the way forward webinar, 22 April 2020
- 1. The sponsor roleand sponsorship – the way forward Martin Samphire & Carol Deveney – APM Governance SIG 22 April 2020
- 2. Martin Samphire Owner andMD – 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 GovernanceSIG 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 thecritical 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 thecritical role of the sponsor “ they can create or destroy value….” (Sponsoring Change Foreword by Mark Carne)
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- 8. Sponsor – importanceto 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 SponsorSurvey 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 SponsorSurvey 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'
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- 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 & socialwith 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 ofcontact 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 ExecutiveSponsor 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 / ProgrammeSponsorship – 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 change2nd 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
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- 20. Project Manager Project Team ProjectSponsor 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 agood sponsor?
- 27. How do youknow 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 • Seekssimple & 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 • Createsover-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 andwhat 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 roleis 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