Sponsorship

Peter Johnson

APM’s Vision

… for the profession is ambitious, challenging and

radical. Above all, it reflects what society expects:

A world in which all projects succeed

Sources

Sponsorship

APM

BoK6

APM

Sponsoring Change

Praxis Framework

Methods

• PRINCE2®

• MSP®

Sponsorship – and Success

The Sponsor (aka the SRO)…

.. Is an important senior management role …

accountable for ensuring the work is governed

effectively and delivers the objectives that meet

identified needs

So…

To what extent does sponsorship promote success?

Who owns the project?

We will see…

Common Causes of PPM Failure

1. Lack of links between project and the organisation's key strategic priorities…

2. Lack of clear senior management and Ministerial ownership and leadership.

3. Lack of effective engagement with stakeholders.

4. Lack of skills and proven approach to project management and risk management.

5. Too little attention to breaking development/implementation into manageable steps.

6. Evaluation of proposals driven by initial price rather than long-term value for money

7. Lack of understanding of, and contact with the supply industry at senior levels

8. Lack of effective project team integration between clients and the supply chain.

Group Exercise

From NAO/OGC/Cabinet Office Common Causes of

Project Failure (2003/4)

– https://www.gov.uk/government/uploads/system/uploads/attachme

nt_data/file/62299/RTM-Common-Causes-of-Failure_0.doc

1. To what extent do these reasons still resonate?

2. Which of them fall mostly on the shoulders of the PPM

sponsor?

3. Why are so many still valid?

Sponsorship and ‘Maturity’

The partially sighted leading…

You get the drift?

The blind leading the blind…

The blind leading the partially sighted…

The partially sighted leading the blind…

Sponsorship and ‘Maturity’

The sighted leading the partially sighted

.. Getting better

Sponsorship and ‘Maturity’

The Sighted leading the Sighted!

I wish…

Sponsorship focus…

1. Lack of links between project and the organisation's key strategic priorities…

2. Lack of clear senior management and Ministerial ownership and leadership.

3. Lack of effective engagement with stakeholders.

4. Lack of skills and proven approach to project management and risk management.

5. Too little attention to breaking development/implementation into manageable steps.

6. Evaluation of proposals driven by initial price rather than long-term vfm

7. Lack of understanding of & contact with the supply industry at senior levels

8. Lack of effective project team integration between clients and the supply chain.

Group Exercise

APM BoK6 (2012)

APM Sponsoring Change (2009)

Managing Successful Programmes (MSP®) 2011

PRINCE2® 2009

1. To what extent do the APM ‘Success Factors’; and

MSP or PRINCE2 ‘Principles’ fall on the shoulders of the

Programme or Project Sponsor?

Programme Success MSP®

Principles - Sponsor’s impact?

12 Based on Axelos Ltd PRINCE2®,MSP®and MoP® material.

Reproduced under Licence from the Axelos Ltd.

Remaining aligned with corporate strategy

Leading change

Envisioning & communicating a better future

Focusing on benefits and threats to them

Adding value

Designing & delivering a coherent capability

Learning from experience

Project Success PRINCE2®

Principles – Sponsor’s impact? Continued business justification

Defined & agreed roles & responsibilities

Focus on products

Manage by stages

Manage by exception

Tailor to the project environment

Learn from experience

13 Based on Axelos Ltd PRINCE2®,MSP®and MoP® material.

Reproduced under Licence from the Axelos Ltd.

Sponsor’s impact - Programmes

14 Based on Axelos Ltd PRINCE2®,MSP®and MoP® material.

Reproduced under Licence from the Axelos Ltd.

Remaining aligned with corporate strategy

Leading change

Envisioning & communicating a better future

Focusing on benefits and threats to them

Adding value

Designing & delivering a coherent capability

Learning from experience

Sponsor’s impact - Projects

Continued business justification

Defined & agreed roles & responsibilities

Focus on products

Manage by stages

Manage by exception

Tailor to the project environment

Learn from experience

15 Based on Axelos Ltd PRINCE2®,MSP®and MoP® material.

Reproduced under Licence from the Axelos Ltd.

Sponsoring Change:

Sponsor’s Critical Success ‘Attributes’

Organisations

Support

Continuity

Alignment

Personal

Understanding

Competence

Credibility

Commitment

Engagement APM Governance SIG

If The Cap Fits

Responsibilities

Method

Competencies

Values

BoK6 Topics….

Governance

Sponsorship

The Environment

Delegation

Leadership

Business Case

Organisation

Change Control

Funding

The list below covers BoK6 Topics.

How are project sponsor and manager roles associated with each?

Demonstrating Governance

Life cycle with gates

Decisions

Top-down

Defined roles

Joined up business

strategy with PPM

Independent scrutiny

Improvement Culture

Delegation

Informed decisions

Engaged stakeholders

Competent people

Ensuring PPM adds

value.

APM Governance SIG

Group Exercises and Sponsoring Change

What does the Sponsor actually do…

1) For the organisation?

2) For the Project Manager?

3) For Stakeholders?

Work in Groups

– Suggest

– Compare notes with ‘Sponsoring Change’

What the Sponsor Does for the Organisation

Leads on culture and values

‘Owns’ the Business Case

Maintains strategic fit

Governs project risk

Liaises with other sponsors

Focuses on (outcomes and) benefits

Looks for optimising benefits v costs

Provides sponsorship continuity

Provides assurance and feedback

What the Sponsor Does for the PM

Makes timely decisions

Clarifies delegations and tolerances

Clarifies business context

Communicates business issues

Provides resources

Engenders trust

Manages relationships

‘Supports’ the PM

Promotes ethical working

What the Sponsor Does for Stakeholders

Engages key stakeholders

Governs the communications process

Directs relationships with clients

Ensures user representation

Ensures supplier representation

Arbitrates stakeholder disputes

The Sponsor is not alone…

Project

– Sponsor (aka Project Executive): an individual, supported by

a Steering Group/Project Board

– Programme manager may be a project sponsor

– The PM escalates issues to the sponsor

– ‘functional’ resources problems - escalated to the sponsor

Programme

– The sponsor (aka SRO) is supported by a sponsoring group

– The sponsor chairs the Programme Board

Sponsor Competencies:

Business leader and decision-maker

Credibility

Enthusiastic advocate of delivery, outcomes and benefit

Time and support to the role

Experience/knowledge in PPM

– [decision-making]

– effective management

Challenge PPM managers where appropriate.

Leadership

Leaders must NOT be shrinking violets!

Further Reading

Sponsoring Change:

– A guide to the Governance Aspects of Project

Sponsorship

APM Governance of Project Management SIG

Sponsorship…

It’s about:

– linking PPM levels and THE business

– recognising sponsorship at each level

– Governance; Environment; Delegation; Leadership;

Business Case; Organisation, Roles, Competencies

and Relationships; Change Control; Funding – and

more

– processes

It’s about ultimate accountability!

It is Action-Centred!

Being

Accountable

Governing

Adapting

Delegating Leading

Owning

Defining

Deciding Securing

Authorising

Inspiring

Consulting Guiding

…

Sponsoring

This presentation was delivered

at an APM event

To find out more about

upcoming events please visit our

website www.apm.org.uk/events