project management discussion3 replies

Main que:Read the case study “The Invisible Sponsor” on page 658 and then pick one (1) of the following sets of three (3) questions to answer on page 660:

Set 1 – questions 1-3

Set 2 – question 4-6

you need not to provide answer to main question.Read below student posts and reply accordingly..


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

Some executives refuse to assume responsibility when there is a threat to one’s career, performance, or reputation. In this case study, Al was “furious” when he found out that he, as the sponsor, will be accountable for the success or failure of the project. While seasoned executives with a wealth of experience will not abstain from sponsoring projects, new executives or those without much experience like Al will try to save their career before taking a highly probabilistic risk of failure.

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

Yes and no. Yes in the sense that, if you do what Fred did here, the executive can be forced into performing a function through pressure and tactful communication. At the same time, we can also answer “no,” since the sponsor should really help the project manager guide the strategy and direction of the project. The success of the project cannot depend on someone making forced decisions.

3.Is it right for the sponsor to be the ultimate person responsible for the success

or failure of the project?

No. If accountability is concentrated on one person, there is a misalignment of incentives between the sponsor and the project manager and quite likely the entire team. In this example between Fred and Al, Fred probably has all the knowledge and experience under his belt to successfully complete this project, but none of the incentive to actually execute from start to finish. This is because, even if the project were to go well, he won’t get much of the recognition he deserves. However, he probably will suffer from a career damage were the project to fail. So instead, he leaves the decision making to Al, and hedges the risk of the project failing. If there was a uniform distribution of accountability, Al’s and Fred’s incentives would be aligned, and the two would work collectively to ensure the project succeeds.


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

It has been identified that the role of the Project Sponsor must be a person who has the capability to actively participate in identifying the fundamentals, design, combine and influence. It is essential to have high administration qualities to be a Project Sponsor. Even though Al Zink has an excellent engineering background is refusing to work as a project sponsor while has was appointed. The reason for refusing such a role might be fear of losing his position, lack of project sponsor skills, or decision-making skills. Furthermore, as Al is new to the company, so might facing hesitation to work under Fred, who is at a lower level position compared with the Al. So, these are some reasons why Al Zink at the executive level is refusing to work as a project sponsor.

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

The executive who has no project management skills cannot be forced to function as a project sponsor because of it impacts the project’s success. However, it is necessary to give definitive support to the executive who is appointed as a project sponsor to overcome the issues while proceeding through the project if he is having a lack of skills. In this case, Al Zink shows his lack of interest to be a project sponsor even though Fred is keeping asking him to sign off on the project schedule. In this case, if the situation happened by forcing the Al Zink is considered, where Al Zink is failed to schedule the project, and Al has been asked by Fred to sign on the project but there is no response from Al, this shows an executive cannot be forced to work as a sponsor. As an experienced person, Fred should understand his responsibility to understand Al’s situation and he should be able to build a good relationship with Al to continue as a team. In that case, Al might feel comfortable with his responsibility of working as a project sponsor. As it is mentioned above with providing guidance and training on project sponsor skills, and how to make decisions an executive can be allowed to function as a project sponsor.

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

It is not right to make the project manager is totally accountable for the project’s success or failure. Because project sponsor involves in maintain the timelines, budgets, resources, and visibility. He should always identify and monitoring the risks and providing timely reports of project metrics in a timely manner. The major focus of the project sponsor is to make sure the required funds are available, but not accountable for the success of the project. The credit for the achievement and failure are in the hands of all the team members who are involved in the project execution (Bucero & Englund, 2015).


Why do some executives refuse to function as project sponsors?

Best Management is occupied with taking care of business at the most minimal cost, in the snappiest time, with the least number of assets (yes, they cost cash !!). They need all parts of the degree to be secured and with a minimum number of issues from the final result.A Project Manager then again is worried about the triple limitations of Scope of Work, Time, and cost. Quality (or Performance) turns into the fourth imperative. He needs to work inside these requirements called a Triple limitation triangle.

The time imperative alludes to the measure of time accessible to finish a venture. The cost limitation alludes to the planned sum accessible for the venture. The extension imperative alludes to what must be done to deliver the venture’s final product. These three limitations are regularly contending imperatives expanded degree commonly implies expanded time and expanded cost, a tight time requirement could mean expanded expenses and decreased extension, and a tight spending plan could mean expanded time and lessened extension.

Did Fred Cutler act appropriately in trying to get Al Zink to act as a sponsor?

It’s difficult to contend that powerful venture sponsorship is a basic achievement calculates. Regardless of whether it is through giving subsidizing to the venture, applying impact to stay away from barriers or supporting and championing the conduct changes that must strike accomplish expected business comes about, the nonappearance of good sponsorship can leave a Project Manager feeling like they’ve hopped out of a plane with no parachute.

There are numerous conceivable foundations for poor sponsorship including a conflicting comprehension of the part and its obligations, an absence of good administration hones identified with venture choice, prioritization or start, and also missing connections between venture results and support execution goals. There are similarly the same number of strategies for enhancing the circumstance – some are inside the control of a venture group, while others require systemic or administration changes.


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

The Project Sponsor should be an active member who can identify the requirements, plan, organize and make the team work accordingly. He should be the one who can take risk in checking all the key elements like if the project is being managed properly or not, or if it is under proper control, approving deliverables, resolving the issues etc. Some people who owe high leadership qualities actively come forward to be a Project Sponsor. But few executives refuse to function as project sponsors intimidated by the risk factors associated with it. According to the case study, Al Zink was also not so very much interested in acting as a Project Sponsor because he was always reluctant to make decisions. He was nervous that if the outcome of the project turns negative, it might affect his career adversely (Sarah, 2009).

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

The success of any project is the combined efforts of project manager, project leader and team members or resources. But the failure of the project will mostly be accounted to senior management or executives. This is the common scenario in many organizations today. In my opinion, project sponsor can be counted ultimately responsible for the success or failure of the project as he or she has the major role to play in delivering the project in most successful manner. Project sponsor is not only the sponsor but also assumed as project champion, project reviewer, project communicator and project diplomat. Meaning, he or she has major responsibility towards the successful execution of project, and his successful actions and decision can lead the project in right direction (Michael, 2015).

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

By analyzing this case, I believe that an executive could be forced to act as a sponsor, but thatwould not be ideal. There would be challenges that would have to be overcome such as the delegation of responsibility portrayed in this case. According to Kerzner (2013), “Projects can still be successful without this commitment and support, as long as all work flows smoothly. But having a “big brother” available as a possible sounding board will surely help