The Project Sponsor

A project sponsor's role is to help make project decisions (formal authority), and additionally, he or she is ultimately responsible for the project's success. The sponsor comes from the executive or senior management ranks (depending on the size of the project) and should be influential, a respected politician, and have a track record for getting things done.

The sponsors authority and stature should be such that they are independent as much as possible of the project's goals and objectives so they can cut through the political landscape to get critical project decisions made.

Sponsors don't just support projects; they support the project manager and project team. They are the project champion and won't allow others to sabotage the project manager, the project team, or the project's goals. They have authority that comes from their title and position within the organization. In order for sponsors to be effective they must have organizational respect, proven leadership qualities, and be honest in their dealings.  They aren't political sharks and they are adept at rallying the troops (project team and stakeholders), presenting a clear message, and are supportive of the project manager.

Ideal Sponsor Responsibilities

Writes the Project Charter

Help to define project team roles and responsibilities

Acts as an advisor to the project manager

Removes obstacles

Has control of project funding

Reviews and Approves any Statements of Work/Contracts and Planning Documents

Bad Sponsor Characteristics

Always too busy to meet with the project manager and project team

Doesn't have time to write a project charter

Won't get involved in assigning project roles and responsibilities

Doesn't have time to approve documents, or delegates all sponsor responsibility to others.

Blames others when things go wrong, and/or won't work to resolve project issues

Always takes credit for any project success

Is surprised when the project's deliverables aren't what they expected

A bad sponsor is a project manager's worst nightmare. Avoid them at all costs if possible.

Project Role Definition and Responsibilities

What are your thoughts?  Do these roles exist in your organization?  Do you agree with the definitions? 

Executive Steering Committee - Sets the strategic vision and objectives for a given program or project. The team leads efforts to build consensus through the organization to support the project or program’s objectives.

Governance Board - Formal team of executives from across the organization that ensure projects will meet/are meeting enterprise goals.

Project Sponsor - Provides clarity of the project vision, and directs the activities of the project team. Allocates funding and resources to the project. Provides executive authority necessary to overcome organizational obstacles and barriers. The guardian of the business case, and ultimately responsible for project success.

Performing Organization - The organization whose personnel are most directly involved in doing the work of the project. This organization usually provides sponsorship for the project.

Project Management Office - An organizational body or entity assigned various responsibilities related to the centralized and coordinated management of those programs/projects under its domain.

Project Stakeholders - Persons or organizations (customers, sponsors, performers, public) that are actively involved in the project or whose interests may be positively or negatively impacted by executing or implementation of the project.

Program Manager - Person responsible for the centralized, coordinated management of a program (group of related projects) to achieve the program’s strategic objectives and benefits.

Project Manager - The person assigned by the performing organization to achieve the project objectives. The project manager is responsible for coordinating and integrating activities across multiple functional lines, and managing stakeholder communications. The project manager accomplishes the above by managing project scope, time, cost, and quality. Finally, the project manager applies project management, general management and technical skills, as well as team management, negotiation, financial and business acumen, combined with an understanding of organizational politics to meet project objectives and to meet or exceed stakeholder expectations.

Project Team - All the project team members, including the project management team, the project manager, and for some projects, the project sponsor.

Functional Manager -  In regards to projects, the person responsible for ensuring agreed-upon project tasks are completed using pre-defined resources under the functional manager’s control within scope, time, budget and quality constraints.

Project Team Leader - Responsible for ensuring that agreed-upon project tasks and assignments are completed on time, on budget, and within quality standards for personnel under their realm of control or influence. The team leader should be knowledgeable of the principles and practices of project management and understand the business unit’s strategic and operational issues.

Technical Manager/Liaison - Responsible for the technical implementation of the project as measured against the project requirements, quality targets, and budgetary constraints, and timelines. Ensures technical deliverables are consistent with the overall technical strategy of the enterprise.

Business Analyst - Primary interface between projects and business partners. Responsible for understanding current and future processes, including processes for the entire enterprise. Documents business requirements, generate business cases, assists in defining project benefits/ costs, and participates in project reviews

Mastering Your Work

David Allen is known for great training and tools to help people and organizations efficiently manage work.  Check out David Allen's website for some great information!


David Allen wrote an article for the NYT this past weekend. Check it out here!


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