Hey Project Sponsor, Do Your Job—or Pay the Price!

Why are we even discussing the need for project sponsorship?

Shouldn’t this be a given in any structured organization?

Yet, here we are, still wondering who should bear the mantle of responsibility within an organization. The truth is that the role of a project sponsor is as crucial as that of a company’s president, while the project manager mirrors the broader company management. Understanding this dynamic is not just academic—it's essential for steering projects away from the all-too-common abyss of failure.

The Stark Reality of Project Sponsorship

Consider this: a staggering number of projects fail each year, and a deeper dive often reveals a startling truth—the absence or negligence of project sponsors.

Like absentee landlords, these sponsors contribute to the decay of what could have been promising ventures. They must champion the project, ensure strategic alignment, secure funding, resolve conflicts, and facilitate high-level engagement.

So, why do so many sponsors vanish once the ink dries on the project charter?

Critical Do’s and Don’ts for Sponsors

1. Don’t: Be a Ghost Sponsor

The most vocal complaint from project teams centers on sponsors who disappear faster than a mirage after the kickoff. A sponsorship is not a ceremonial title to be flaunted at board meetings—it demands active participation.

Do: Engage Actively and Consistently

A competent sponsor knows that their involvement is the lifeblood of the project. Regular engagement, critical decision-making participation, and support during setbacks are vital. A sponsor should be as engaged as a company president navigating economic downturns and corporate crises.

2. Don’t: Shrug Off Conflicts

Sponsors who ignore brewing conflicts are effectively signing the death warrant of their projects. Leaving conflicts unaddressed can sabotage the team's morale and project outcomes.

Do: Act as a Conflict Resolver

Like a president handling disputes to maintain organizational harmony, a sponsor must step in to mediate conflicts and align the project with its strategic objectives. Sometimes, this means making unpopular decisions for the greater good.

3. Don’t: Micromanage

A sponsor micromanaging every aspect of a project does more harm than good. It undermines the project manager’s authority and sows seeds of confusion and resentment.

Do: Empower Your Project Manager

Trust and empower your project manager to handle the operational reins while you clear the path of higher-level obstacles. This trust is analogous to a president who empowers department heads while focusing on overarching strategies.

4. Don’t: Play the Secrecy Game

Sponsors who withhold critical information, whether unintentionally or for strategic secrecy, cripple the project's chances from the onset.

Do: Promote Transparency

Maintain open lines of communication. Ensure that your project manager and team are well-informed to make strategic decisions, much like a transparent governance model in successful corporations.

5. Don’t: Underplay Senior Stakeholder Management

Neglecting to engage with senior stakeholders is a fatal oversight, leaving the project vulnerable to sudden shifts in priorities or resource cuts.

Do: Be a Strategic Liaison

Like a skilled president navigating complex corporate politics, a sponsor must manage relationships across the board to ensure sustained support and resource allocation.

In Conclusion

Project sponsors are not ornamental figures but pivotal players whose engagement can significantly sway a project’s trajectory.

The alarming rate of project failures linked to sponsor absenteeism should be a wake-up call.

It’s high time sponsors realized that their role is not just supportive but crucial. Just as a president cannot lead without being actively involved, neither can a project sponsor afford to be passive.

If sponsors start truly embracing their roles, perhaps we’ll see fewer projects floundering and more projects flourishing.

Let’s not just sponsor projects—let’s lead them to triumph.