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Abstract. Imagine you have an innovative Idea for a product that doesnt even exist in the current
market. A product that can change lives, add value and generate millions of Euros in revenues. You have the
money somewhere locked in your portfolio. You wish this Idea to travel, all the way from your mind to the
showroom of your industry outlet. For making this journey successful, you need active support and
collaboration of Herculean sponsors and Top Change Agents. But it is extremely difficult to find such ideal
sponsors who can support the initiatives from the inception phase to the closure phase.
This article is an amalgam of practical experiences and organizational research in several business
domains. It will orchestrate innovative organizational approaches and strategies used by multinational
companies for Sponsor retention in project portfolios. You can use these best practices to transform
unengaged Sponsors into proactive Sponsors. You can switch your portfolio from Change critical to Change
embracing. From finding ways to do things right, you can now find ways to do the right things. The world is
always on the move and so are your portfolio priorities. Investing on Quality and Innovation is the key to
sound growth in this ever changing business environment. This article will provide different scenarios in
which some excellent initiatives and approaches survived, succeeded or failed. The article will conclude with
pragmatic guidelines that will enable senior managers and engineers to succeed in their future Quality and
Innovation project initiatives.
Keywords: Innovation, Risk, Project Portfolio Management, Program Management, PMO, Corporate
Culture, Corporate Strategy, Quality, Change, Transformation, Sponsorship
However, this nomination does not represent everything and the expectations the people may have can
quickly turn into a reverse situation. What seemed to be a pledge of support may in reality be the opposite.
The root causes may be various, like:
The sponsor does not see the project positively or does not value people
He is not a good manager and doesnt know to give a clear orientation,
He is not a good communicator and lacks charisma
As one of the contract requirements was to implement business processes that are auditable, a consulting
firm was hired to identify and secure the critical processes. Some impressive steps are taken in this order: the
processes are identified, the business expresses their requirements, and then the IT can start developing the
IT tools to support those business processes. Imagine the Achilles heel of the contract was to receive, check
and pay more than 50.000 bills per day. Obviously, the IT system is crucial, yet you have to know exactly
how many bills you are waiting for, what their contents are and what each bill means to your business.
The consulting firm was assigned a project of creation of an enterprise referential or repository
containing business and IT layers. The following pictures best resumes the consulting firm approach.
Align
organization
Align business
processes
The consulting firm provided some consistent quick wins including high level business processes and an
organizational gap analysis. Even an accurate nomenclature of risks was set-up but the teams never followed
it.
You have probably seen similar situations where organisations are ignorant on some strategic matters.
As the Go live day approached, the pressure on the team exploded and their micro-task oriented approach
made them overlook the value of managing their processes. The responsible who sponsored the consulting
firm assignment lacked leadership and zeal, the teams then stopped working on the key processes.
The end of the story is a dramatic one: without clear business requirements, the IT team took the lead
over the IT tools. They developed an expensive tool that has never been used. The reason is obvious: the
tools didnt respond to what business and client expected. As a consequence, the logistics company did not
manage to start the operations in due time. To make things worse, the company postponed the Go live date
three times and finally started with only half of initial scope, with many manual workaround solutions.
Now imagine the reverse situation, if the sponsor of the process approach proactively supported the
consulting firm in securing the process clearly fitting the client requirements. If he backed the development
team, to avoid the escalation of costs and the multiple postponing of the Go live date. If only he could
foresee the immense pressure put on the understaffed teams due to tight deadlines.
All these fatal consequences were just because the sponsor didnt react appropriately at the right time, in
the right direction. A British politician once said, "All that is necessary for evil to triumph is for good men to
do nothing".
3. When it works
Sometimes in a few organisations that managed to find rare sponsors who managed miraculous
turnarounds in Quality projects. These organisations are no different from ordinary organisation they only
used some right techniques to get the right level of Sponsor involvement throughout their project life cycle.
few initiatives, the sponsors keep the money in the portfolio envelop to decide step by step on their
investment. Like in Airline companies, the Sponsors overbook 10% of their budget on innovative projects
during the year. Projects performing poorly or late are forced to release their budgets every month through
unused contingency releases. Thus unused contingency and immature budgets are forced to be released by
Sponsors. This overbooked budget is efficiently used during the year to encourage more creative initiatives.
The program managers become conscious of their actions and their focused effort helps the portfolio to
deliver high maturity products continuously.
They pursued with identifying a starting niche. The trail runners aspire to run in the wild, far from
asphalt. However, since there was no specialized footwear for this, mountain runners were using running
shoes. Therein lied an unfulfilled latent need since running shoes are not well adapted to mountain running.
4. The Solution
Lets focus on Sponsorship in Quality initiatives from two perspectives in the presented cases:
Why it did not work?
How could it work?
There is no miracle that will make you get an ideal sponsor actively engaged in the project.
But there are some basic rules that, if carefully considered, might change the way you or your team
initiatives are looked at.
5. Conclusion
Finding pro-active Sponsors is not a One-Shot process. It is an ongoing evolutive process. Creative
actions are needed not only from the top management but also from the project teams to find the perfect
match between the right sponsor and the fitting project. Once the portfolio gets many empowered Sponsors
with focused projects, the portfolio maturity and project success is immediate. Stephen Covey sums it best
Management is efficiency in climbing the ladder of Success; Leadership determines whether the ladder is
leaning against the right wall.
6. References
[1] Michelle Bowles Jackson, Success and the sponsors in PMI Executive Guide, pp.36-39, 2012
[2] Benot Sarazins Blog - Disruptive Innovation to create a market where you are the standard to follow,
http://marchesenrupture.typepad.com/english/2011/11/disruptive-innovation-the-salomon-case-study-14.html,
2011
[3] Susanne Madsens blog - Improve your effectiveness as a Project Sponsor, http://www.susannemadsen.co.uk, 2011
[4] Debbie Tesch, Timothy J. Kloppenborg, Chris Manolis, Stakeholder Relationships and Project Success: An
Examination of Sponsor Executing Behaviors, POMS 22nd Annual Conference Reno, Nevada, U.S.A, 2011
[5] Ralf Mller, Project Governance, PM Concepts AB, PMI, 2010
[6] Ralf Mller, Project Governance, Chapter 3, Governance of Project Management, pp.29-44, Gower Publishing,
Ltd., Sweden, 2009
[7] Johanna Rothman, Manage Your Project Portfolio, Increase Your Capacity and Finish More Projects, The
Pragmatic Bookshelf, USA, 2009
[8] Pattharawan Karivate, Muhammad Rizwan, Role of Project Portfolio Control Techniques in Achieving Efficiency
in Project Based Firms, Master Thesis, Ume School of Business and Economics, 2009
[9] Prosci, Building great executive sponsorship, www.change-management.com, 2005
[10] Lynn H. Crawford, Terence J. Cooke-Davies, Project Governance: The Pivotal Role of the Executive Sponsor, PMI
Global Congress Proceedings Toronto, Canada, 2005
[11] Harvey A. Levine, Project Portfolio Management, A Practical Guide to Selecting Projects, Managing Portfolios
and Maximizing Benefits, by John Wiley & Sons, Inc., U.S.A, 2005
[12] Robert Buttrick, Effective project sponsorship turning the vision into the reality of success, Project Manager
Today, from FT Executive Briefing, The Role of the Executive Project Sponsor, Pearson Education, 2003
[13] William W. Casey, What role does a project's sponsor need to play in the technology implementation process? in
David Laube (ed.) and Ray Zammuto (ed.), Business Driven Information Technology: Answers to 100 Critical
Questions for Every Manager, The College of Business at the University of Colorado, Denver, U.S.A, 2003
[14] Gerald I. Kendall, Steven C. Rollins, Advanced Project Portfolio Management and the PMO: Multiplying ROI at
Warp Speed, International Institute for Learning, Inc. and J. Ross Publishing, Inc., USA, 2003
[15] Robert Buttrick, The Role of the Executive Project Sponsor, Pearson Education Limited, Great Britain, 2003
[16] White Paper, Sponsoring Change, A Guide to the Governance Aspects of Project Sponsorship, The Association for
Project Management, http://www.apm.org.uk/page.asp?categoryID=4&subCategoryID=27&pageID=0, UK
[17] InterGlobe Consulting, What is Project Leadership?, http://www.interglobeconsulting.com
[18] PMI White paper, Executive Engagement: The Role of the Sponsor