You can be successful by ensuring your project is successful. But your project can't be successful without the Sponsor's informed, involved, active sponsorship
You need to own your project to ensure its success. But Project Sponsorship is not well understood. Few executives have ever been trained. Every major IT catastrophe in the past 25 years has had a Sponsor - who didn't know what they were doing!
You need to know what you're doing and how to effectively 'own' and sponsor your project.
You can, through your effective Sponsorship of your project, directly increase the actual value realized by your project by 10% or more - and we tell you how to increase your project's value.
In repeated studies, it is found that only 5% of projects are truly successful in all dimensions - outcomes, benefits, time and budget. And, to get you there, we provide you with the skills and knowledge required to be in the top 5%.
We explain why Project Sponsorship is different to line and operational management.
The dynamics are different, the challenges are different, the parameters on which to make decisions are different. And so on.
For example, at a Steering Committee meeting the project team reported 67 outstanding issues. The Sponsor commanded that there be less than 10 by the next meeting! This was a worthless response. The Sponsor should have asked, for example,
- Why are there 67 outstanding issues?
- How many are critical?
- How long will it take to resolve them?
- What impact will this have on the project's progress?
- What if we don't act now? And so on.
You've got to know what questions to ask. Being a project sponsor is a necessary executive competency.