Abstract:
Project management literature frequently
refers to the role of the project executive
sponsor, but does not address in any great
depth the factors contributing to effective
project sponsorship, a role increasingly
associated with project success. Most
research about key project roles addresses
either structural or behavioral factors with a
definite emphasis on the former. This
research attempts to bridge an emerging
structural-behavioral schism using an
approach based on Grounded Theory. involving
in-depth interviews with senior project
managers and project directors. all of whom
were involved with the management of internal
infrastructure projects. Project managers'
assessments of the effectiveness of the role
of the executive sponsor are analyzed. The
projects under scrutiny have been described
by business owners as complex and of medium-
to-high risk to the organizations concerned.
Analysis of 28 interviews identifies
key attributes of successful project sponsorship.
Significantly, project managers appear
to be exercising a complex range of behavior
patterns to compensate for inadequate sponsor
support in some projects. Important consequences
arise for the organizations
concerned if, in the process, inadequate
sponsor performance is masked and opportunities
for problem-focused conversations
between project managers and sponsors are
reduced or eliminated.
