The Invisible Sponsor Anish 1) Why Do Some Executives Refuse

The Invisible Sponsor Anish 1) Why do some executives refuse to function as Project Sponsors?

The role of a Project Sponsor is critical in ensuring the success of a project. This individual acts as the leader, overseeing planning, organizing, and aligning the project's efforts with strategic objectives. The project sponsor bears significant responsibility and risk, as they are ultimately accountable for the project's outcome, whether successful or not. Despite the importance, many executives decline to assume this role. The primary reason for this reluctance is the substantial pressure and risk associated with the position. Being a project sponsor requires leadership qualities, courage, and a willingness to confront challenges head-on. Not all executives possess or are willing to develop this resilience, primarily because the role involves high stakes and potential failure, which can be daunting. Additionally, some may prefer to remain in roles with less risk, avoiding the added burden of steering a project through uncertainties and complexities.

Can an executive be forced to function as a Project Sponsor?

While technically possible, forcing an executive to serve as a Project Sponsor is rarely advisable. Leadership involves intrinsic qualities such as motivation, strategic vision, and the ability to inspire and direct a team—attributes that are not easily mandated. An executive who does not willingly accept this responsibility may lack the necessary commitment, which can negatively impact the project's progress. Moreover, forcing someone into this role can lead to resistance, reduced morale, and ineffective leadership, ultimately compromising the project's success. On the other hand, if the team possesses a high degree of autonomy and responsibility, projects can sometimes proceed without a designated sponsor. Nonetheless, having a committed sponsor usually facilitates smoother project execution, providing guidance, resolving conflicts, and ensuring alignment with organizational goals.

Is it right for the sponsor to be the ultimate person responsible for the success or failure of the project?

The Project Sponsor indeed bears significant responsibility for the project's outcome. While the entire team contributes to success, the sponsor provides strategic direction, resources, and support essential to project delivery. Accepting this role means accepting accountability for both success and failure. The sponsor’s responsibilities include motivating the team, making strategic decisions, and ensuring obstacles are addressed promptly. However, effective project management emphasizes shared responsibility; the sponsor should foster a collaborative environment where team members are empowered to excel. The success of a project often hinges on the sponsor's ability to lead convincingly, communicate effectively, and maintain focus on objectives. Ultimately, the sponsor’s accountability underscores the importance of committed leadership but should also be balanced with team involvement to achieve optimal results.

Conclusion

The role of the Project Sponsor is both challenging and rewarding. While the individual in this position may face difficulties and significant pressure, they also stand to gain recognition and the satisfaction of seeing their project succeed. The key to overcoming the inherent challenges lies in teamwork, strategic planning, and leadership commitment. Effective sponsors understand their responsibilities and work diligently to guide their teams through obstacles, leveraging collective effort to reach successful outcomes. Despite the risks, embracing the role of the Project Sponsor can be a highly fulfilling aspect of organizational leadership, provided it is approached with dedication and a clear vision.

References

• PMI. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide). Project Management Institute.
• Meredith, J. R., & Mantel, S. J. (2017). Project Management: a managerial approach. Wiley.
• Kerzner, H. (2013). Project Management: A Systems Approach to Planning, Scheduling, and Controlling. Wiley.
• Schwalbe, K. (2015). Information Technology Project Management. Cengage Learning.
• Wysocki, R. K. (2014). Effective Program Management: Critical Success Factors and Emerging Themes. Wiley.
• Schriber, D. (2003). Project Sponsorship: Achieving Control and Acceptance. Project Management Journal, 34(1), 55-64.
• O’Connell, R. (2017). The Role of the Project Sponsor in Project Success. International Journal of Project Management, 35(4), 404-413.
• Harrison, F. (2012). Leading Project Teams: Strategies for Success. Harvard Business Review Press.
• Gido, J., & Clements, J. P. (2016). Successful Project Management. Cengage Learning.
• PMI. (2019). The Role of the Project Sponsor. Retrieved from https://www.pmi.org/learning/library/role-project-sponsor-11523