often underestimate the importance of their role in determining the
success or failure of a project.
Inspired by the Project management 'Control
Tower' (See Links Page), We offer our ..
TOP TEN WAYS A SPONSOR CAN HELP ENSURE
1. Encourage the belief that the implementation
date is 'miles away' so there is no need to engender a sense of urgency yet.
2. Never read reports
3. If you can't get away with (2), then make sure
not to respond within four weeks (or twice the time it took to compile the
report - whichever is the longest).
4. Never dedicate your best staff to the project
- give them whoever is free at the time.
5. Reviews, workshops and risk assessments are a
burden you don't need. It is OK to accept the invitation, as long as you
don't actually attend.
6. If a Quality Assurance review is inevitable,
ensure it is done by someone intimately involved with the project. That way,
you don't waste time being asked questions he / she already knows the answer
7. Always delay QA reviews until after the
project is completed.
8. If the going gets tough, you can always scrap
training and / or documentation.
9. Team morale is not a problem until more that
20% of project staff resign or leave through ill health. Anyway, it only
takes a good ra-ra speech to sort them out.
10. If all else fails, form another committee.
This has the dual benefit of not only delaying any decision, but absolving
you of any responsibility in the event that a decision should accidentally
Does this sound like someone you know? A poor
sponsor can wreck what would otherwise be a viable project. Bad practices
as above may seem humorous, but in reality can cost millions of dollars.
Remember, the sponsor often does not have the training or experience which can
give him or her a grounding as to what is important. Sponsors need to be
educated as to their role. Even if it is the CEO, make sure that the sponsor
understands what is required of them - preferably before they agree to take on