In project management, success often hinges on more than just a well-defined plan or a highly skilled team. Although those two factors are incredibly important and not to be dismissed easily, the sponsorship and ownership of a project is perhaps another element. A crucial, and sometimes overlooked, element is the presence of a strong project sponsor and business owner.
These roles are not just titles; they are pivotal in steering the project towards its objectives, ensuring alignment with organisational goals, and ultimately driving successful delivery.
In my time as both a project and program manager through various types of engagements, industries and sectors I have been fortunate enough to experience the positive sides of both ownership and sponsorship of a program or project, and it would be remiss of me to also say fortunate enough to experience the 'not so great side' of it also.
Why do I say fortunate to experience the 'negative' side? Because with the unpleasant and perhaps negative experience I can appreciate the positive side and undeniable benefits of a great business owner and project sponsor. By having both experiences under my belt - or in my 'toolbox' I am (somewhat better) equipped with the ability to anticipate ('see') the red flags as they present, so best navigate through (or around) them to still be able to deliver the task at hand and keep the team energised, so to continue through the project's phases.
But why are these roles so critical? What benefits do they bring, and what are the consequences if they are absent or disengaged?
The Why: Importance of a Project Sponsor and Business Owner
A project sponsor and business owner are the linchpins in a project’s success. Their involvement goes beyond mere oversight; they are the champions who ensure that the project receives the attention, resources, and support it needs to thrive. Here's why their roles are indispensable:
Strategic Alignment: The project sponsor, typically a senior executive, ensures that the project aligns with the organisation's strategic objectives. They are the bridge between the project's goals and the broader business strategy, ensuring that the project contributes to the organisation's long-term vision.
Resource Allocation: One of the most critical functions of a project sponsor is to secure the necessary resources—be it budget, personnel, or technology. Without their backing, projects can struggle to gain the support needed from other departments or face challenges in resource constraints that could derail timelines and deliverables.
Decision-Making Authority: The project sponsor and business owner have the authority to make crucial decisions quickly. Their involvement can resolve escalated issues efficiently, preventing bottlenecks that could delay project progress. This authority also includes the ability to prioritise the project against other competing initiatives.
Risk Management: Projects are inherently risky, and the project sponsor plays a key role in risk management. By being actively involved, they can identify and mitigate risks early, leveraging their experience and organisational influence to navigate challenges.
Organisational Advocacy: The business owner, often deeply embedded in the operational side of the organisation, is essential for advocating for the project across various business units. Their support ensures that the project is understood, valued, and receives cooperation from all necessary stakeholders.
Demonstrating Support and Enablement
A good project sponsor and business owner demonstrate their support and enablement in various tangible ways:
Active Engagement: Regular involvement in steering committee meetings, status updates, and key project milestones shows that the sponsor is not only invested but also available to provide guidance when needed. Regular connectivity with the project manager or program manager is key - so that not just the 'written reporting' is known but also the 'unwritten' in supporting the non-minuted meetings, and any hall-way conversations are meaningful and provide value for both the sponsor/ power and project's progress towards delivery.
Clear Communication: They ensure that there is a clear, consistent flow of communication between the project team and senior management. This communication includes articulating the project’s value, progress, and any issues that need resolution.
Empowering the Team: They empower the project team by providing them with the autonomy to make decisions within their scope, while also being available to support when decisions exceed the team's authority. The sponsor/ owner's trust in the skills of the Project manager and team to self-organise within their remit is key - as is 'flying the flag' and jumping in when needed to support deliverable, rally around vendors, escalate risks or issues for mitigations is incredibly important.
Advocacy and Influence: A strong project sponsor leverages their influence within the organisation to advocate for the project, breaking down silos, and ensuring that the project is not only prioritised but also supported by all relevant parts of the organisation. Utilising the regular connectivity the sponsor and owner will have a constructive and positive relationship with the project manager, so that any lobbying on behalf of the PM and the project works, can be undertaken that will be for direct benefit of the project and its deliverables can be made.
The Consequences of Absence or Ineffective Sponsorship
The absence of a project sponsor or business owner, or their lack of effective involvement, can have serious repercussions on a project:
Lack of Direction: Without a sponsor to provide strategic direction, the project can drift away from its original objectives, leading to scope creep or misalignment with business goals.
Resource Shortages: Without a strong advocate to secure necessary resources, the project may face delays, reduced scope, or even failure to deliver due to inadequate funding, personnel, or other critical resources.
Delayed Decision-Making: Without the sponsor's authority to make key decisions, projects can suffer from prolonged decision-making processes, leading to delays and increased costs. When a project sponsor or business owner are absent (physically or from sheer mental overload capacity) from the project the consequence of indecision will prevail. The is where Executive management of the organisation need to ensure that any appointed business owner or project sponsor is not across too many projects at any one time, and likewise their operational role is not at risk.
Increased Risk: The absence of a sponsor increases the likelihood that risks will go unaddressed. Without their oversight, the project team may lack the authority or resources to mitigate risks effectively, leading to potential project failure. The business owner and project sponsor are key people fpr the projet manager and its deliverable – to be ready in their corner. Without this an escalated risk will become an issue and sure enough – will happen despite all best intentions to mitigate. Depending on the risk size this can have ongoing and severe ongoing consequences for the project and the organisation at hand.
Low Morale: When the project team senses that their work is not fully supported or valued at the executive level, morale can suffer, leading to disengagement and decreased productivity. This will become a serious risk to the project deliverables and may also affect the great project team and stakeholders.
The role of a project sponsor and business owner is not just ceremonial; it is fundamental to the success of any project. Their active involvement ensures that the project stays on track, aligns with strategic objectives, and receives the resources and support it needs to succeed.
Conversely, their absence or lack of engagement can lead to significant challenges, jeopardising the project’s success.
For organisations aiming to deliver projects that drive real business value, investing in strong, committed project sponsors and business owners is not optional—it is essential and a ‘no-brainer’ to have engaged project teams, get great work delivered and ensure risks are mitigated.
Author - Sarah Verity | TwointheHandConsulting.com
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