Rethinking Project Sponsorship
May, 2021 – Guy Thorpe – (3 min read)
Maybe it’s time to re-think where Project Sponsors sit in an organisation?
All too often I see the role of Project Sponsor confined to a small group of people at the top of an organisation due to delegated authority levels, perceived management oversight, and the big one……..trust. This results in time-poor senior individuals Sponsoring 15 – 30 projects each, which isn’t actually Sponsorship at all.
Or the inverse happens…
Sponsor – “I know it’s time-critical but let me just get my managers ok”
What happens when a Project Sponsor doesn’t have the organizational authority to make decisions on the spot? significant delays transpire as decisions are relayed up and down the hierarchal chain for approval.
Perhaps the Project Sponsor role should be “the least senior person with the authority to make committed decisions on behalf of the project and organisation”. I’m not suggesting you make the poor intern a Sponsor, but empowering capable individuals at various levels in an org to lead in the role of Sponsor and make committed decisions can only be good for that individual, the project team, and the org as a whole.
What’s your take?