Effective Project Sponsorship an Evaluation of the Role of the Executive Sponsor in Complex Infrastructure Projects by Senior Project Managers

Abstract

Project management literature frequently refers to the role of the project executive sponsor, but does not address in any great depth the factors contributing to effective project sponsorship, a role increasingly associated with project success. Most research about key project roles addresses either structural or behavioral factors with a definite emphasis on the former. This research attempts to bridge an emerging structural-behavioral schism using an approach based on Grounded Theory, involving in-depth interviews with senior project managers and project directors, all of whom were involved with the management of internal infrastructure projects. Project managers’ assessments of the effectiveness of the role of the executive sponsor are analyzed. The projects under scrutiny have been described by business owners as complex and of medium-to-high risk to the organizations concerned. Analysis of 28 interviews identifies key attributes of successful project sponsorship. Significantly, project managers appear to be exercising a complex range of behavior patterns to compensate for inadequate sponsor support in some projects. Important consequences arise for the organizations concerned if, in the process, inadequate sponsor performance is masked and opportunities for problem-focused conversations between project managers and sponsors are reduced or eliminated.

Variations of the project sponsor role and benefits realisation: A phenomenographic study

“…There is a very limited amount of research or reference in project management standards that has addressed specifically the understanding of the Project Sponsor role (Cooke-Davies, 2002). The literature that does address the Project Sponsor role specifically looks at the impact of sponsor behaviour on the outcomes of projects, notably Kloppenborg et al (2007 and, Perkins (2014), Helm & Remington (2005) all of whom note how little research has been conducted in this area. It is suggested that there is a recognition within the industry standard literature that the project sponsor is seen to be responsible for providing resources for projects but there is little written about the characteristics of the role of sponsor or the specific behaviour and the effect on project outcomes.…”

“…I othe o ds the e is o efe e e to the p ofessio alizatio of the ole o the qualification and ability of the practitio e i ea i g the adge of P oje t Sponsor. Helm & Remington (2005) talk about the significance of project managers exercising a complex range of behaviour patterns to compensate for inadequate sponsor support in some projects and the potential affect of masking inadequate sponsor performance. This however falls someway short of addressing the issue of the sponsor role directly.…”

“…The perceived assumption appears to be that where an organization has a project management methodology in place and individuals use the title of Project Sponsor the individual will have the requisite and appropriate skills to carry out that role (Helm & Remington, 2005;Kloppenborg et al, 2007; (Bowenkamp & Kleiner, 1987;Dainty et al, 2003). This critical link tends to be viewed in the context of the role of the Project…”

“…In their research Helm & Remington (2005) cite the nine attributes associated with the ability of the Project Sponsor to provide effective support and achieve project success. Behavioural attributes are amongst the nine cited including willingness to make connections, courage, ability to motivate the team and ability to provide objectivity and challenge.…”

“…The asso iatio of the Project Sponsor role with the requirement to be able to provide resources and be accountable is more likely to fit with the substantive role of an executive or very senior manager and as such the assumption of both the Project Sponsor role and being in an executive/senior manager position is made. Helm and Remington cite specific attributes of the role of Project Sponsor as being necessary in order to be effective a d se io it is o e of the ine attributes identified as necessary (Helm & Remington, 2005). This esea h has highlighted that the fo us o se io it of su sta ti e position is not only present in the data but is also assumed as being a pre-requisite in order to carry out the role of Project Sponsor, however Helm and Remington (2005) go fu the i thei stud i stati g that app op iate se io it is a fu da e tal requirement of an effective sponsor in certain types of projects.…”