Time and again we see major projects in difficulty. Often those problems stem from conception with weak and dispersed leadership and governance. An actively engaged project sponsor is a critical factor for project success and that sponsor must be the senior executive responsible for the business benefiting from the project. Here’s what we think are the key elements of the project sponsor role. What's your experience?

1. Business Owner as Project Sponsor:
Best Practices in Ensuring Project Success
LEADERSHIP
CLEAR BUSINESS OUTCOMES ALIGNED TO STRATEGIC OBJECTIVES
DELIVERING ON RESULTS
TIMELY, INFORMED DECISION-MAKING
EFFECTIVE MANAGEMENT AND RESOURCING
PROACTIVE RISK PLANNING AND MANAGEMENT
The business owner is the senior executive responsible for the business or program area for which a
project has been established. The business owner is ultimately accountable for achievement of
the business outcomes anticipated as a result of implementing the project. It is therefore important that the
business owner serve as the project sponsor, with overall accountability for the project’s success or failure.
An actively engaged project sponsor is a critical factor for project success.*
THE PROJECT SPONSOR ROLE INCLUDES:
• Acts as champion for the project and takes ultimate authority and personal accountability for its delivery.
• Provides clear leadership, vision and strategic direction throughout the life of the project.
• Acts as a visible, engaged, active leader who creates an open and honest culture.
• Defines the relationship and requirements with vendors, including Shared Services Canada.
• Advocates on behalf of the project to enable specified business outcomes and benefits in alignment with
Government of Canada and departmental priorities.
• Clearly articulates business outcomes in the form of an approved business case and updates as needed to reflect
current realities.
• Focuses on delivery of outcomes that meet the needs of internal and external users of a project’s output.
• Aligns expected business outcomes to strategic objectives, as well as to the needs of those impacted by
the project, program or service.
• Transitions project deliverables to operational owners in a thoughtful, deliberate manner and ensures
the business area is trained and aware of the new solution well in advance of its implementation.
• Oversees and drives delivery of results with plans and monitoring for benefits realization throughout the project
lifecycle and over the longer-term.
• Establishes appropriate, robust and efficient governance to ensure the project is governed responsibly.
• Ensures governance structure and processes are tailored based on project complexity and risk.
• Promotes culture that fosters open and honest reporting and discussion of project performance and risks.
• Ensures Treasury Board Secretariat is engaged for direction and guidance early and throughout the
project lifecycle from concept to benefits realization.
• Builds effective relationships with key strategic stakeholders, obtaining their commitment to the project
objectives, outcomes and benefits.
• Champions the project through regular and active engagement with stakeholders.
• Influences and manages the operating environment into which the outcomes will be delivered,
including relationships with key stakeholders to ensure successful delivery of project and uptake
of solution once implemented.
• Monitors key project metrics (cost, schedule, scope, issues, risks) and regularly reviews
with key stakeholders.
• Empowers delivery teams to make day to day decisions relating to their areas of work.
• Makes timely decisions to minimize impact to project schedule and removes barriers to progress.
• Establishes a series of regular review points (i.e. project gates) to allow regular reflection on
progress and the opportunity to stop or realign direction.
• Ensures Independent Reviews are undertaken at key points in the project to gain expert, arm’s-length
insight and advice.
• Defines project scope, cost and schedule and secures necessary funding.
• Ensures project is well resourced with a dedicated, skilled and experienced project team.
• Reviews and approves all major change requests relating to scope, cost, schedule and quality
within the approved project baseline.
• Controls projects risks via a risk management strategy that is periodically updated
and communicated to stakeholders.
• Considers corporate risks and department’s capacity to manage projects when identifying project risks.
• Monitors and regularly reviews the status of residual risks.
STAKEHOLDER MANAGEMENT
GOVERNANCE
To successfully steer a project, the project sponsor must be
at an appropriately senior level,
have sufficient time to devote to the project, and
possess the necessary competencies and experience.
have sufficient time to devote to the project, and
possess the necessary competencies and experience.
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DRAFT
ITPROD / CIOB /TBS