The document discusses the importance of effective project sponsorship. It provides an overview of the sponsor's role, common causes of project failure linked to poor sponsorship, and research findings about the benefits of engaged sponsorship. It also covers different sponsor models and the key attributes of a good sponsor, such as being a leader, champion, and benefits harvester. The document encourages defining sponsor roles clearly, assessing current sponsor competencies, and supporting sponsors to improve areas of weakness.

1. APM London Branch
Better Sponsorship
Delivers Better Outcomes

2. Notices
 APM London Branch Nominations close Wed 3 July 2019
 https://www.apm.org.uk/news/notice-of-apm-london-branch-committee-elections-201920/
 RPP to ChPP – what are you waiting for?
 Projecting the Future
 APM Corporate - Agile Project Management 3 July

3. Better sponsorship delivers better outcomes!
Martin Samphire
Roger Garrini

4. The Sponsor Role in Governance
of Change / Projects
Martin Samphire & Roger Garrini
– Governance SIG

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

6. Roger Garrini, FAPM RPP
Deputy Chairman of APM Governance SIG
Fellow APM
RPP
Directing Agile Change co-author
42 years in Defence Industry, PMO, Project Manager,
PM Governance, Internal Audit
garrinir@gmail.com
Introductions

7. 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 GovSIG Publications
Dirtecting Agile
Change - 2016

8. 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?
Group discussion + Feedback
Summary and close

9. Need for the critical role of the
sponsor
“ they can create or destroy
value….”

10. 10
3pmxl
Poor sponsorship
is m
ajor cause of
project
failure
Governance and Sponsor Role

11. Common Causes of project Failure
1. Lack of a clear link with key strategic priorities.
2. Lack of clear senior management and, in government projects,
ministerial ownership and leadership.
3. Lack of effective engagement with stakeholders.
4. Lack of skills and proven approach to project and risk management.
5. Lack of understanding of, or contact with supply industry at senior
levels.
6. Evaluation of proposals driven by initial price, rather than long-term
value for money.
7. Too little attention to breaking down development and
implementation into manageable steps
8. Inadequate resources and skill to deliver the total delivery portfolio.
11
M
O
ST
com
m
on
causes
are
dow
n
to
poor
sponsor involvem
ent

12. APM project success factors - 2015
12

13. APM project success factors - 2015
13

14. 14
“Fit-for-purpose governance
strongly influences project
and programme success”
“higher performance is
correlated with higher
maturity”.
“there is a highly
visible disconnect
between Executive
Teams and Project
Managers”
“C-Suite are
often missing
in action”.
“only 62% of programmes have an
established or mature link between
programme objectives and organisational
strategy and only 50% of the respondents
felt that the boundaries of their
organisations portfolio were clearly
defined and decision making well
supported”
“80% of the projects with active sponsors
reported a success rate of 75%, which is much
higher than the average”
“actively engaged sponsors is the top driver
of project success”
Sources:
2014 PMI Pulse Survey
PwC 2104 Global Survey
PwC 2012 Global Survey
GovSIG Benchmarking
“only 38% of programmes had
established processes to identify
benefits at the outset”
“only 20% had robust benefits
measurement processes in place
during implementation”
“62% of portfolios do
not have benefits in the
sponsor’s personal
performance targets”
“Only 57% of sponsors had
received sponsor training”
Other Recent research
“50% didn’t
understand the role
or felt competent”
Under 7% of respondents used a
Competency Framework for
selecting a Sponsor

15. The Role itself

16. The Sponsor Role – outcome focused
BoK 7 – “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
BoK 7 – “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
Sponsoring Change 2nd
Edition –
“accountable for the realisation
of desired outcomes and
benefits”
•Understanding – role, context
•Competence in role
•Credibility
•Commitment
•Engagement – personal
ownership

17. Delivery/
Outputs
Programme
Sponsor
Project
Sponsor
Project ManagerProject
Programme ManagerProgramme
Portfolio Portfolio Manager
Core Governance Roles
Derived From apm
Directing Change
Governance
of Project
Management
Programme /
Project
Governance
Sub-Portfolio
Business Unit Management
team /Board (as sub-portfolio
sponsor)
Sub-Portfolio Manager
{ }
Outcomes/
Benefits
Board or Sub-
committee (as
portfolio sponsor)

18. Sponsor / SRO - pivotal link
203pmxl
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

19. Projects / Programme Sponsorship – Business Focus
From Sponsoring change 2nd
Ed.

20. From Sponsoring change 2nd
Ed.
Projects / Programme Sponsorship – PM focus

21. Sponsor(s) vs. Project Manager involvementLevelofEffort/DecisionMaking
Lifecycle / time
Project Manager
Sponsor

22. Sponsor Models

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

24. 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

25. Sponsor Models - 3
From apm “Building
Sponsors”.
SRO
Sponsor (1-6)
From: Government Project
Delivery Framerwork

26. Sponsor Models - 4
From Sponsoring change 2nd
Ed.
Project Manager
Project Team
Project Sponsor
Project Board
(if applicable)
Management Board
Internal
Stakeholder
External
Stakeholder
Porfolio(s)

27. Sponsor Models - 5
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

28. Sponsor Models
Whichever model:
Be clear on which model is in play and who has which role. 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

29. What makes a good
sponsor?

30. 32
Clairvoyant –
Manages the
Context – big
picture
Facilitator - Ensures
business ready to adopt
change
“Owner“- Owns Vision,
Business Case +
Strategic Alignment +
Problem / Opportunity
Governor – directs +
friends in high places +
well networked +
manages stakeholders
Champion –
demonstrates
commitment +
tenacity
GP – Gives time + feels
the pulse of the project
– Assurance + Gateway
checks
Leader – in ambiguous
environment
The Perfect Sponsor Features?
Courtesy of 3pmxl Ltd
Professor –
Understands the
Business
Harvester-
Realises the
Benefits

31. Group Discussion

32. From Sponsoring change 2nd
Ed.
Group Discussion
1) Personal (5mins)
•Can you identify your sponsor –
irrespective of title?
•How well would you score him /
her – points out 10 per
component?
2) Group (30 mins)
•Total score range? (out of 100)
•What are areas of poorest
scoring? (worst 3)
•What can you do as a PM to
address and improve Sponsor
competence
As PM

33. From Sponsoring change 2nd
Ed.
Group Discussion
1) Personal (5mins)
•Identify an appointed sponsor
•How well would you score him /
her – points out 10 per
component?
2) Group (30 mins)
•Total score range? (out of 100)
•What are areas of poorest
scoring? (worst 3)
•What can you do as Board
member to address and improve
Sponsor competence
As Board

34. Summary
The Sponsor role is the critical role for project
success
Boards and PMs have a responsibility to
support Sponsors
Be clear who is the real sponsor
Good practice is evolving
Good support resources
Send me an e-mail if you want to participate in
sponsor survey – msamphire@3pmxl.com

35. Thank you
Please stay for some food and networking
Toilets are upstairs!
Please respond to the feedback form that will
be sent to you tomorrow! (In your joining
instructions email as well)