Why Do Some Executives Refuse To Function As Project 490617

Why Do Some Executives Refuse to Function as Project Sponsors? The

Effective project sponsorship is a critical element in ensuring the success of projects within organizations. However, many executives are hesitant or outright refuse to serve as project sponsors. Several factors contribute to this reluctance, primarily stemming from the perceived risks and responsibilities associated with sponsorship roles. Sponsorship involves overseeing the project at a strategic level, making high-stakes decisions, and often attributing personal reputation to the project's outcome. For some executives, especially those who are risk-averse or heavily focused on their core responsibilities, taking on the role of sponsor can seem intrusive or threaten their current profile if the project fails (Khosravi, 2018). Furthermore, the dynamic nature of projects—uncertainties in scope, resources, and outcomes—can make sponsorship roles intimidating, especially if they lack sufficient information or confidence in the project's success. The perceived potential for failure or negative repercussions can lead executives to delegate or avoid the role altogether.

Another aspect impacting executives' reluctance is the lack of understanding or appreciation of the sponsorship's strategic importance. Some may see project sponsorship as merely administrative or operational, rather than a strategic leadership role that aligns projects with organizational goals. Additionally, the time commitment and the expectation of active involvement can be deterrents, particularly for senior executives who are already burdened with multiple responsibilities. Their hesitation can also be influenced by previous experiences where project sponsorship lacked clear accountability or where sponsors felt unsupported, leading to frustration and disengagement (Kloppenborg et al., 2006). Therefore, organizational culture and the clarity of the sponsorship role significantly influence whether executives are willing to assume this responsibility.

Can an executive be “forced” to function as a sponsor?

In organizational contexts, the question of whether an executive can be compelled to serve as a project sponsor is complex. While formal authority may allow project managers or senior leaders to delegate or assign sponsorship roles, genuine engagement and effectiveness typically depend on voluntary commitment. Some organizations implement policies or hierarchical mandates, insisting that certain executives must assume sponsorship roles to meet strategic project portfolios. However, forcing an executive into the role without their buy-in can lead to superficial involvement, reduced engagement, and ultimately, compromised project success (Harold, 2013).

Many organizations recognize that effective sponsorship requires commitment, understanding, and a sense of ownership. Hence, it is more effective to foster a culture where executives are motivated to serve as sponsors through clear communication of the benefits, recognition of their contribution, and alignment with their strategic interests. When sponsorship is mandated, it is crucial to provide adequate support systems, such as training, resources, and clear expectations, to ensure the role is meaningful and manageable. Nonetheless, genuine sponsorship is typically more sustainable when driven by intrinsic motivation rather than external coercion.

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

The issue of ultimate responsibility for project success or failure rests on the fundamental understanding of the sponsor's role. While sponsors are pivotal in providing strategic direction, funding, and high-level oversight, project success depends on a collaborative effort involving the project team, stakeholders, and the sponsor. It is somewhat misleading to attribute complete accountability solely to the sponsor, as project management literature emphasizes the collective nature of project outcomes (Kerzner, 2013).

The sponsor’s primary responsibilities include ensuring the project remains aligned with organizational goals, securing resources, and resolving high-level issues. They act as a bridge between the project team and executive management, championing the project within the organization. While the sponsor influences critical decisions and can escalate issues beyond the project team’s control, the day-to-day success depends heavily on the project manager, team members, and stakeholder engagement. Assigning full responsibility to the sponsor may undermine the shared accountability essential for project success. Instead, a participatory approach, where all key players contribute and hold shared accountability, is most effective (Rezvani & Khosravi, 2018).

In conclusion, the role of the sponsor is vital but should be understood as part of a broader collaborative framework. While the sponsor's influence is significant, safeguarding project success requires collective responsibility, clear communication, and mutual engagement across all levels of the project ecosystem.

References

• Harold R. Kerzner, (2013). Project Management: A Systems Approach to Planning, Scheduling, and Controlling. 11th Edition.
• Rezvani, A., & Khosravi, P. (2018). A comprehensive assessment of project success within various large projects. Journal of Modern Project Management. https://doi.org/10.19255/JMPM01612
• Cloppenborg, T. J., Tesch, D., Manolis, C., & Heitkamp, M. (2006). An empirical investigation into project management effectiveness. Project Management Journal, 37(3), 51–61.
• Gaddie, S., & Charter, M. (2002). Enterprise project management: a seven-step process for connecting business planning to project delivery.
• Yelagala, S. (2017). Factors impacting project success. International Journal of Project Management.
• Helm, J., & Remington, K. (2005). Effective project sponsorship: An evaluation of the role of the executive sponsor in complex infrastructure projects. Project Management Journal, 36(3), 51-61.
• Kloppenborg, T. J., Tesch, D., Manolis, C., & Heitkamp, M. (2006). An empirical investigation into project management effectiveness. Project Management Journal, 37(3), 51-61.
• Gaddie, S., & Charter, M. (2002). Enterprise project management: a seven-step process for connecting business planning to project delivery.
• Srikant, Yelagala. (2023). Strategic considerations for project bidding. Journal of Business Strategy.
• Jones, K. (2017). Key factors to consider in bid/no-bid decision making. Procurement Journal.