Online event LG Darmstadt: Project Sponsorship - Getting Upper Management Support by Alfonso Bucero, PMI Fellow

Project Sponsorship - Getting Upper Management Support

by Alfonso Bucero, PMI Fellow

https://www.linkedin.com/in/alfonso-bucero-ph-d-pmp-pmi-rmp-pfmp-pmi-fellow-97348a/

Questions? lgdarmstadt@pmi-gc.de

Attendees are asked to complete a short survey in preparation for the session

 https://forms.gle/EgGmrdP3kc59ZSFP9

Summary
o Need to create more effective working relationships between executives and project teams
o Recognize a new approach to addressing executive sponsorship of projects
o Clarify roles and responsibilities around project support apropos the accelerated competitive environment
o Apply a set of ideas, leading practices, and case study examples to project-based work, such that increased productivity can be realized immediately

Abstract
Executive support emerges as a KEY CHALLENGE in every organization doing projects, especially when projects do not produce desired results. Executives feel increased pressure to produce. The trend is escalating, through factors such as time compression, shortened life cycles, and global competition, along with pressure to achieve results, be in control, and maintain fiduciary and ethical responsibilities. Many executives are assigned as project sponsors, but their organizations do not spend time training and explaining their expected roles and responsibilities during project life cycles. The accidental project manager role is well known, and the same applies to sponsors. Management support is always needed during project life cycles. An effective sponsor can have a tremendous impact on project success. Reality, however, presents a different picture. The sponsor role appears confused in many organizations. Sometimes the sponsor is not involved; sometimes the sponsor is too involved, generating more conflict and problems. The plea “we need more management support” is very common. What type of support is most effective, and how do you get it? Project managers need to take the initiative and manage upwards. New assessment tools, benchmarking data, accountability, and practices need to be applied even more vigorously to achieve competitive advantage.