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Successful Project Sponsorship
by Lucy Carter, Michiel van der Molen
Publisher: Kogan Page
Release Date: September 2015
View table of contents
This practical guide will show you how to take ownership of the role of project sponsor or project executive to ensure that your projects succeed in achieving tangible benefits for your organization and its stakeholders.
Table of Contents
List of figures
List of tables
About the author
PART ONE   Principles
Introduction to Part 1: The four principles of successful project sponsorship
01  The first principle: share the business case
It’s the business result that counts
Basis for communication
Business case categories
The business case is not a document
How does a business case come about?
Stage transitions and changes
How is the business case maintained?
Yardstick for success
02  The second principle: organize ownership
Business management is accountable for project success
The project sponsor: business case owner
The steering group
The senior user
The senior supplier
Link to line management accountabilities
The steering group: small is beautiful
03  The third principle: focus on deliverables
Go for the result
Examples of deliverables
Projects with an unclear end deliverable
Users are interested in deliverables, not in projects
Getting a grip on progress
Getting a grip on cost
04  The fourth principle: empower the project manager
The project manager’s responsibilities
Management by exception
Check the business case
Which management stages?
Summary of Part 1
Part Two   Details
Introduction to Part 2
05  A closer look at the steering group
Who has to fulfil the project sponsor role?
Who represents the users?
Who represents the suppliers?
Should an external supplier be a member of the steering group?
06  Directing the project manager
Who provides the project manager?
How do you recognize a good project manager?
How do you empower the project manager?
How do you keep the project manager under control?
How do you keep an external supplier’s project manager under control?
07  Realizing the benefits
How do you create benefit ownership?
How do you direct benefit realization?
The motivating force of benefit management
The advantages of benefit management
08  Achieving quality
What is quality?
What are key responsibilities regarding quality?
What instruments does the steering group have to achieve quality?
How do you engage users in realizing quality effectively and efficiently?
09  Dealing with uncertainties
How do you ensure that risks are properly managed?
How do you deal with changes?
10  Assessing documents
How do you assess a business case document?
How do you assess a plan?
How do you assess a performance report?
How do you assess a change request?
11  Why do projects exceed their budget and what can you do about this?
Increase in user insight
Excessive specialist influence
Changes in the project environment
Insufficient project control
Blind spots in the schedule
Suppliers forcing up prices
Summary of Part 2
Part Three   Advancing project sponsorship in organizations
Introduction to Part 3
12  The challenge
Lower status of project management
‘The project manager is accountable’
Project management literature
13  The approach
Align with existing context
Start where the momentum is
Include all target groups
Address several levels of personal change
Improve benefit management
Practise what you preach
Work with authoritative trainers
14  Tips for training courses and workshops
Training the board of directors
Training the project sponsors and steering group members
Training the project managers
Training the auditors
Training the controllers
Steering group start-up meetings
Summary of Part 3
Appendix 1: PMBOK overview
Appendix 2: PRINCE2 overview
Appendix 3: Agile overview
Appendix 4: Responsibilities and accountabilities
Appendix 5: A note on the terminology used in this book