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"...This is an excellent program. I'm so glad that I stumbled on to this when researching for task management programs. Very low learning curv, quite flexible, and the price is right. Tried at least 20 other programs, either too complicated, too expensive, or poor documentation..."
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Project Sponsor Checklist

 

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Project Sponsor Checklist Project Sponsor Checklist is created to assist the project owners in establishing effective project sponsorship that embraces more than just providing necessary project resources. With a help of this checklist you can learn what the major functions of a project sponsor are, and how a sponsor can be really useful for his project.


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Project Sponsor Checklist:

  • State and document the importance and leading role that sponsors play in development of their projects:
    • Sponsor advocates the project (represents it at a senior management level);
    • Sponsor coaches as a mentor (he champions the project ideas);
    • Sponsor works as a catalyst (he identifies wrong behaviors);
    • Sponsor participates as a motivator (he takes care of the team morale);
    • Sponsor breaks through barriers (he unites people and helps to find compromise);
    • Sponsor secures the project boundaries (he supervises project scope and limits);
    • Sponsor plays a “ceremonial” role in celebration or rewarding of the team members;
  • Assemble collective sponsorship for the project if necessary, or appoint a single sponsor;
  • Committee of sponsors can work at big project where they can share different functions.

  • Study the collective sponsorship (committee of sponsors) that will be at the top of the project;
  • Make sure you personally know all persons there and their roles in project sponsorship.

  • Anticipate contributions that sponsors will make into driving the projects towards its success;
  • Recognize that the sponsors have the potential to identify, promote, and complete the project.

  • Design convenient and civilized leverages through which the sponsors can affect the project;
  • Sponsors should have enough of controls to leverage the decision-making at certain points, but they shouldn’t have power to intrude into already running activities of professionals.

  • Let the project sponsors to be involved into conception of active and visible sponsorship:
    • Make sure they are ready to participate proactively and visibly throughout the project life;
    • Ascertain that all sponsors and project managers are ready to collaborate in a strong coalition between each other (all doubts or conflicts should be resolved and mitigated early);
    • Ask if they are ready to communicate effectively with the team members (they should clearly understand everyone’s role);
  • Ensure the sponsors will stay engaged throughout the whole project life;
  • Sponsors, if they want to be effective, cannot stay in the background or disappear after signing concerned documents.

  • Introduce all project leaders to sponsors and make sure they can build collaboration;
  • Have a diagram to regulate communication between sponsors and key team members;
  • Agree on means that will be used for contacts and establish a framework of regular meetings;
  • Enable the sponsors to be among team members to advocate project ideology and mission;
  • Let them champion the reasons for the project and explain risks of non-completing.

  • Maintain face-to-face and two-way communications between the sponsor and team members;
  • Regulate relations between team members and sponsors to prevent mutation of these relations;
  • Don’t let the sponsors to duplicate work of project managers: sponsors should never intrude into practical work of the team members or try to additionally control and direct their actions.

  • Ascertain the sponsors ...


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