Adaptive Habitus?Project Manager's Evaluation of the Role of the Executive Sponsor in Complex Projectts

Abstract

Project management literature frequently refers to the role of 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 behavioural factors with a definite emphasis on the former. This research attempts to bridge an emerging structural-behavioural schism applying the theoretical framework of Pierre Bourdieu. Project managers' assessments of the effectiveness of the role of the executive sponsor are analysed using two different approaches. The internal infrastructure projects projects under scrutiny have been described by project owners as both complex and of medium to high risk. Analysis of 30 interviews identifies nine key attributes of successful project sponsorship. Significantly project managers appear to be exercising a complex range of behaviour patterns; adaptive habitus? These behaviours may serve to mask inadequate sponsor performance.