Case Study THE INVISIBLE SPONSOR

Case Study : THE INVISIBLE SPONSOR1
Background

Some executives prefer to micromanage projects whereas other executives
are fearful of making a decision because, if they were to make the wrong
decision, it could impact their career. In this case study, the president of the company assigned one of the vice presidents to act as the project sponsor on a project designed to build tooling for a client. The sponsor, however, was reluctant to make any decisions.

Assigning the VP

Moreland Company was well-respected as a tooling design-and-build
company. Moreland was project-driven because all of its income came
from projects. Moreland was also reasonably mature in project management.
When the previous VP for engineering retired, Moreland hired an executive from a manufacturing company to replace him. The new VP for engineering, Al Zink, had excellent engineering knowledge about tooling but had worked for companies that were not project-driven. Al had very little knowledge about project management and had never functioned as a project sponsor. Because of Al’s lack of experience as a sponsor, the president decided that Al should “get his feet wet” as quickly as possible and assigned him as the project sponsor on a mediumsized project. The project manager on this project was Fred Cutler. Fred was an engineer with more than twenty years of experience in tooling design and manufacturing. Fred reported directly to Al Zink administratively.
Fred’s Dilemma

Fred understood the situation; he would have to train Al Zink on how to
function as a project sponsor. This was a new experience for Fred because subordinates usually do not train senior personnel on how to do their job. Would Al Zink be receptive?
Fred explained the role of the sponsor and how there are certain project documents that require the signatures of both the project manager and the project sponsor. Everything seemed to be going well until Fred informed Al that the project sponsor is the person that the president eventually holds accountable for the success or failure of the project. Fred could tell that Al was
quite upset over this statement.
Al realized that the failure of a project where he was the sponsor could damage his reputation and career. Al was now uncomfortable about having to act as a sponsor but knew that he might eventually be assigned as a sponsor on other projects. Al also knew that this project was somewhat of a high risk. If Al could function as an invisible sponsor, he could avoid making any critical decisions.
In the first meeting between Fred and Al where Al was the sponsor, Al asked Fred for a copy of the schedule for the project. Fred responded: I’m working on the schedule right now. I cannot finish the schedule until you tell me whether you want me to lay out the schedule based upon best time, least cost, or least risk.
Al stated that he would think about it and get back to Fred as soon as possible.
During the middle of the next week, Fred and Al met in the company’s cafeteria. Al asked Fred again, “How is the schedule coming along?” and Fred responded as before: I cannot finish the schedule until you tell me whether you want me to lay out the schedule based upon best time, least cost, or least risk. Al was furious, turned around, and walked away from Fred. Fred was now getting nervous about how upset Al was and began worrying if Al might remove him as the project manager.
But Fred decided to hold his ground and get Al to make a decision. At the weekly sponsor meeting between Fred and Al, once again Al asked the same question, and once again Fred gave the same response as before. Al now became quite angry and yelled out: Just give me a least time schedule.
Fred had gotten Al to make his first decision. Fred finalized his schedule and had it on Al’s desk two days later awaiting Al’s signature. Once again, Al procrastinated and refused to sign off on the schedule. Al believed that, if he delayed making the decision, Fred would take the initiative and begin working on the schedule without Al’s signature. Fred kept sending e-mails to Al asking when he intended to sign off on the schedule or, if something was not correct, what changes needed to be made. As expected, Al did not respond. Fred then decided that he had to pressure Al one way or another into making timely decisions as the project sponsor. Fred then sent an e-mail to Al that stated:
I sent you the project schedule last week. If the schedule is not signed by this Friday, there could be an impact on the end date of the project. If I do not hear from you, one way or another, by this Friday, I will assume you approve the schedule and I can begin implementation.
The president’s e-mail address was also included in the CC location on the e-mail. The next morning, Fred found the schedule on his desk, signed by Al Zink.

Answer Questions based on Case Study above

1. Why do some executives refuse to function as project sponsors?
2. Can an executive be “forced” to function as a sponsor?
3. Is it right for the sponsor to be the ultimate person responsible for the success
or failure of the project?

1. Why do some executives refuse to function as project sponsors?

The top management consistently needs the undertaking to be finished in less time, less time and with a minimal number of assets conceivable. A task administrator then again is constantly worried about the triple imperative – Scope of work, time, and cost. These three limitations are regularly very contending, and one can’t be undermined with that of the other. Expanding the extent of the undertaking commonly builds the expense and time to finish the venture and the other way around. The task support is the named individual from the administration side in taking basic undertaking financing choices. This prompt taking basic choices with the undertaking director in choosing the timetable and assets for the venture which is all reliant on the spending plan assigned for the task. An official from the undertaking supervisory group except if and until has related knowledge in being a venture patron for a group will consistently attempt to maintain a strategic distance from in taking such basic choices.

2. Can an executive be “forced” to function as a sponsor?

Support holds an imperative job in the accomplishment of a venture. The support takes basic choices in making a venture effective. Hence, no official can be compelled to take up the job of support. The venture support should eagerly turn out to be a piece of an undertaking group. This readiness to take part in accompanies understanding and it can’t be constrained at any expense. Driving can prompt genuine disappointment which thusly would influence the task and would ruin the person’s profession.

3. Is it right for the sponsor to be the ultimate person responsible for the success or failure of the project?

The undertaking director includes in taking basic choices for the task. Having said that, the undertaking support can’t consider answerable for the achievement or disappointment of a venture. The venture support designates the financial plan for the task and takes certain basic choices in a state of harmony with the undertaking supervisor. The venture support closes down the calendar remembering the accessible assets for the undertaking. The remainder of the individuals in the group must ensure the venture is guided the correct way. The achievement and disappointment must be similarly shared, and it isn’t more right than wrong to consider support as the principal individual liable for any out of the two results.

1) Can an executive be “forced” to function as a sponsor?

Too often, the term “project sponsor” conjures up the representation of a disconnected executive whose main responsibility is to secure the project funds and then come in for the victory lap when it is all over. However an engaged executive sponsor with a vested business interest in the project from kickoff to close can mean the difference between success and failure. Indeed, one of the most common reasons why projects fall short is a lack of executive sponsorship and management buy-in, according to the KPMG New Zealand Project Management Survey 2010.In accumulation, PMI‟s 2010 Government Program Management Study found that 81 percent of program managers at U.S. government agencies said that strong support from at least one executive intensity sponsor had a high impact on project achievement According to Diego Nei, project portfolio manager at CEACRE, a not for any income organization in Salvador, Brazil, the sponsor key in responsibilities include provide understandable road for the project and how it associations with the organization generally strategy securing project resources make sure the project is on time, on funds and on scope provide advice on status reports and makes sure they reach the essential stakeholders championing the project at the executive level to secure buying despite the strategic importance of the role, the KPMG survey found that 68 percent of companies do not always have an effective sponsor.

2) Why do some executives refuse to function as project sponsors?

A Project sponsor assume a essential half in the midst of the task life cycle by supporting the endeavor and particularly the venture director in giving them an elevating course to the official organization level. The Project Sponsor should be a dynamic part that can recognize the fundamentals, design, compose and influence the grouping to works in approach. He got to be the person who can go for broke in checking all the key components like if the undertaking is being overseen appropriately or not, or if it is under legitimate control, affirming expectations, settling the issues and so on. A few people who owe high administration qualities actively come forward to be a Project Sponsor. Yet, few executives decline to function as venture supports intimidated by the hazard factors related with it. As indicated by the contextual analysis, Al Zink was additionally not all that keen on acting as a Project Sponsor since he was perpetually hesitant to make a decision. He was apprehensive that if the results of the enterprise turns negative, it’s may an affect his profession antagonistically

3) Is it right for the sponsor to be the ultimate person responsible for the success or failure of the project?

No, it isn’t right that the sponsor to be the final word person responsible for the success or failure of the project as a result of project support is frequently being the piece of a task group. As a support, he can keep up the courses of events, spending plans, assets and deceivability. Continually distinguishing and checking the dangers and giving time reports of venture measurements. The credit for the achievement and disappointments are in the hands of the task group. This will dependably prompt the lacking execution of the group.

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