Pmi la sponsorship

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Project sponsor responsibilities.

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Pmi la sponsorship

  1. 1. Project Sponsorship: Achieving Management Commitment for Project Success Jeb Bowdoin, MS, PMP, CSSGB 4/24/2014 MatrixPM -- All Rights Reserved 2014 1
  2. 2. • Project Sponsorship:Achieving ManagementCommitment for Project Success, Randall L. Englund and Alfonso Bucero, Jossey-Bass © 2006 Citation • PMBOK 5th Edition • Wikipedia: SponsoringChange:A guide to the governance aspects of project sponsorship,Association for Project Management, 2009. ISBN 10:1-903494-30-1 • Exploring the Role of the Project Sponsor, conducted by members of the Project Management Institute, in particular, Dr Lynn Crawford and Christine Brett (both at the University ofTechnology in Sydney, Australia). 4/24/2014 MatrixPM -- All Rights Reserved 2014 2
  3. 3. 4/24/2014 MatrixPM -- All Rights Reserved 2014 3 “First, I believe that this nation should commit itself to achieving the goal, before this decade is out, of landing a man on the moon and returning him safely to the earth. No single space project in this period will be more impressive to mankind, or more important for the long- range exploration of space; and none will be so difficult or expensive to accomplish.” - Rice University, 1962
  4. 4. • Chairman of the Board • Chief Information Officer • Senior Manager • Vice President • General Manager • Director • Manager • Program Manager • Chief Operating Officer • Technical Approvals Manager • Project administrator • Independent Consultant • Program Director • Vice President • Head of <Function> • Associate Executive Director • Consultant • Etc. 4/24/2014 MatrixPM -- All Rights Reserved 2014 4
  5. 5. 4/24/2014 MatrixPM -- All Rights Reserved 2014 5 • The Sponsor is a senior executive with business experience. • We don’t need to formalize the role. • We assume the project sponsor knows his/her Sponsor responsibilities. • What else [discussion]
  6. 6. 4/24/2014 MatrixPM -- All Rights Reserved 2014 6 • Problems may arise when the role is not well defined or understood within the organization. It is important that the project sponsor does not usurp the role of the project manager, by becoming too closely involved in the management of the project. • Sponsors may not frequently act in the role and may not therefore understand what is required (Morris, 1994). As senior members of the executive, they may not have an understanding of project management. Given the importance of the project sponsor role to project success, some form of guidance, training or support should be provided for the role.
  7. 7. 4/24/2014 MatrixPM -- All Rights Reserved 2014 7 • The project sponsor must not only understand but accept the role (Kerzner, 1998:477). • For many reasons, including promotions and organizational restructuring , project sponsors often change during the course of a project. Potential difficulties in changeover should be considered and addressed.
  8. 8. “A person or group who provides resources and support for the project, program, or portfolio and is accountable for enabling success.” 4/24/2014 MatrixPM -- All Rights Reserved 2014 8
  9. 9. • Appointment of a sponsor is a vital factor in project success. • It is generally agreed that the project sponsor should have some understanding of project management. (Dinsmore, 1993:48), this is often not the case. • The project sponsor must be at a sufficiently senior level in the organization to provide the necessary support for the project. 4/24/2014 MatrixPM -- All Rights Reserved 2014 9
  10. 10. • Cooke-Davies concludes that “the Sponsor does play a pivotal role. It is time for project management professional organizations to provide help and guidance to executive sponsors!” 4/24/2014 MatrixPM -- All Rights Reserved 2014 10
  11. 11. • 70 percent of sponsors did not posses accurate project status. • 50 percent never visited the project customer site. • Most sponsors did not know much about their projects. • Some are not ready to learn from projects. Source: Project Sponsorship: Achieving Management Commitment for Project Success, Randall L. Englund and Alfonso Bucero, Jossey-Bass © 2006 Citation 4/24/2014 MatrixPM -- All Rights Reserved 2014 11
  12. 12. • Not every manager has the aptitude to be a good Sponsor. It is important to choose each person in that role carefully. • Dealing with ever-present politics in every organization. Source: Project Sponsorship: Achieving Management Commitment for Project Success, Randall L. Englund and Alfonso Bucero, Jossey-Bass © 2006 Citation 4/24/2014 MatrixPM -- All Rights Reserved 2014 12
  13. 13. • Wikipedia - Responsibilities • Provides leadership on culture and values • Owns the business case • Keeps project aligned with organization's strategy and portfolio direction • Governs project risk • Works with other sponsors • Focuses on realization of benefits • Recommends opportunities to optimize cost/benefits • Ensures continuity of sponsorship • Provides assurance • Provides feedback and lessons learnt 4/24/2014 MatrixPM -- All Rights Reserved 2014 13
  14. 14. • Wikipedia - governance activities • Provides timely decisions • Clarifies decision making framework • Clarifies business priorities and strategy • Communicates business issues • Provides resources • Engenders trust • Manages relationships • Supports the project managers role • Promotes ethical working 4/24/2014 MatrixPM -- All Rights Reserved 2014 14
  15. 15. • Wikipedia - Sponsor<>Stakeholder Activities • Engages stakeholders • Governs stakeholder communications • Directs client relationships • Directs governance of users • Directs governance of suppliers • Arbitrates between stakeholders 4/24/2014 MatrixPM -- All Rights Reserved 2014 15
  16. 16. • Provides resources and support • Enables success – How? [Discussion] • External or internal to project organization • Promotes the project from inception to closure • Spokesperson to higher level management • Gather support throughout the organization • Promoting benefits of the project • Leads project through initiating process [Discussion] 4/24/2014 MatrixPM -- All Rights Reserved 2014 16
  17. 17. • Plays significant role in the initial scope and Charter • Serves as escalation path for issue beyond the control of the project manager • Authorizes changes in scope • Participates in phase-end reviews and go/no-go decisions when risks are particularly high • Ensures smooth transfer of project’s deliverables into the business after project closure. 4/24/2014 MatrixPM -- All Rights Reserved 2014 17
  18. 18. Note: (Numbers in parens refer to PMBOK page #) • Sponsor is at a level appropriate to procure funding and commit resources to the project • Provides statement of work on business needs, product or service requirements. (95) • Agrees to the scope and limitations of the business case. • Periodic review of the business case • May provide expert judgment (98) • May approve change requests (123) • Define what constitutes project completion (129) 4/24/2014 MatrixPM -- All Rights Reserved 2014 18
  19. 19. • Should be continuously engaged with the project to provide feedback on deliverables as they are created and to ensure the project backlog reflects their current needs. • Sponsor acceptance of design document • Sponsor involved in project initiation to create a shared understanding of success criteria. • Formally closes the project or phase (85). • Author the Charter (94) 4/24/2014 MatrixPM -- All Rights Reserved 2014 19
  20. 20. • May attend planning meetings (225) • Define requirements (139) • Participate in interviews to collect requirements (141) • Verify deliverables (161) • Formal acceptance of deliverables (162) 4/24/2014 MatrixPM -- All Rights Reserved 2014 20
  21. 21. • May approve any documents that define the product or report status on product completion. (163) • May decide to invest in product quality improvement. (256) • May attend product quality planning meetings (268) 4/24/2014 MatrixPM -- All Rights Reserved 2014 21
  22. 22. • Works with the project team, typically assisting with matters such as project funding, clarifying scope, monitoring progress, influencing stakeholders in both the requesting in both the requesting and performing organization for the project benefit. (283). • Approve quality and scope reduction (345) • May assist PM with management of other stakeholders (433) • Acceptance of design document (446) 4/24/2014 MatrixPM -- All Rights Reserved 2014 22
  23. 23. • Sponsor inputs to initiating process: SOW, business case, agreements. (448) • Provides acceptance at close of project or phase. (486) • Project Governance: Provides alignment of project objectives with the strategy of the larger organization by the project sponsor and the project team. (580) • May terminate a project (30) 4/24/2014 MatrixPM -- All Rights Reserved 2014 23
  24. 24. • May identify alignment or potential conflicts between the organizational strategies and project goals and then communicates these to the project manager. 4/24/2014 MatrixPM -- All Rights Reserved 2014 24
  25. 25. 4/24/2014 MatrixPM -- All Rights Reserved 2014 25 PENDING
  26. 26. 4/24/2014 MatrixPM -- All Rights Reserved 2014 26
  27. 27. 4/24/2014 MatrixPM -- All Rights Reserved 2014 27 THANKYOU FORYOURTIME!

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