Successful Project Sponsorship: A Time-saver For The Busy Executive by Michiel Van Der MolenSuccessful Project Sponsorship: A Time-saver For The Busy Executive by Michiel Van Der Molen

Successful Project Sponsorship: A Time-saver For The Busy Executive

byMichiel Van Der Molen

Paperback | September 3, 2015

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The project sponsor/executive/director is essential for any project, as this person is in charge and ultimately accountable for its success (or lack thereof). However, he or she is rarely trained in project management; rather they are likely to be a general manager or senior executive. Michiel van der Molen seeks to help these accidental project overseers understand their role and responsibilities, guiding them to proactively take control of the project. The book is written in line with the PMI's Lexicon of Project Management Terms, and van der Molen includes tips for people working in Prince2 and Agile environments specifically, but predominantly concentrates on universal principles, making the book applicable to any operating environment.

Translated from a best-selling Dutch text,Successful Project Sponsorshipbegins by setting out four key principles: sharing, organization, focus, and empowerment. The book then goes on to provide answers to situations including:
--How to create a successful strategy
--How to keep a project under control when the requirements are changing
--What to do to keep a project on budget
--How to recognize a good project manager - and how to deal with an out-of-control one
--How to judge the quality of a business case/plan/progress report
Michiel van der Molenis a consultant and trainer in project governance, change management, and benefits management. Currently co-owner of Molen & Molen, he helps organizations achieve professional project governance.
Title:Successful Project Sponsorship: A Time-saver For The Busy ExecutiveFormat:PaperbackDimensions:264 pages, 9 × 6 × 0.68 inPublished:September 3, 2015Publisher:Kogan PageLanguage:English

The following ISBNs are associated with this title:

ISBN - 10:0749474246

ISBN - 13:9780749474249


Table of Contents

About the author


Part One Principles
Introduction to Part 1: The four principles of successful project sponsorship

01 The first principle: share the business case
It's the business result that counts
Basis for communication
Business case categories
The business case is not a document
How does a business case come about?
Stage transitions and changes
How is the business case maintained?
Yardstick for success
Benefits realization

02 The second principle: organize ownership
Business management is accountable for project success
Individual contribution
Complementary principles
Stakeholder interaction
The project sponsor: business case owner
The steering group
The senior user
The senior supplier
Link to line management accountabilities
The steering group: small is beautiful
Individual responsibilities

03 The third principle: focus on deliverables
Go for the result
Clear scope
Examples of deliverables
Ambiguous deliverables
Projects with an unclear end deliverable
Ghost deliverables
Users are interested in deliverables, not in projects
Ensuring quality
Getting a grip on progress
Getting a grip on cost

04 The fourth principle: empower the project manager
Balanced relationship
The project manager's responsibilities
Management stages
Management by exception
Stage plan
Fewer meetings?
Check the business case
Which management stages?

Summary of Part 1

Part Two Details
Introduction to Part 2

05 A closer look at the steering group
Who has to fulfil the project sponsor role?
Who represents the users?
Who represents the suppliers?
Should an external supplier be a member of the steering group?
Other roles

06 Directing the project manager
Who provides the project manager?
How do you recognize a good project manager?
How do you empower the project manager?
How do you keep the project manager under control?
How do you keep an external supplier’s project manager under control?

07 Realizing the benefits
How do you create benefit ownership?
How do you direct benefit realization?
The motivating force of benefit management
The advantages of benefit management

08 Achieving quality
What is quality?
What are key responsibilities regarding quality?
What instruments does the steering group have to achieve quality?
How do you engage users in realizing quality effectively and efficiently?

09 Dealing with uncertainties
How do you ensure that risks are properly managed?
How do you deal with changes?

10 Assessing documents
How do you assess a business case document?
How do you assess a plan?
How do you assess a performance report?
How do you assess a change request?

11 Why do projects exceed their budget and what can you do about this?
Opimism bias
Increase in user insight
Excessive specialist influence
Changes in the project environment
Insufficient project control
Blind spots in the schedule
Technical issues
Parkinson's law
Decision-making delays
Suppliers forcing up prices

Summary of Part 2

Part three Advancing project sponsorship in organizations
Introduction to Part 3

12 The challenge
Conflicting interests
Lower status of project management
Performance measurement
'The project manager is accountable'
Business schools
Project management literature
Professional organizations
Project managers

13 The approach
Align with existing context
Start where the momentum is
Include all target groups
Address several levels of personal change
Improve benefit management
Practise what you preach
Work with authoritative trainers
Continuous effort

14 Tips for training courses and workshops
Training the board of directors
Training the project sponsors and steering group members
Training the project managers
Training the auditors
Training the controllers
Steering group start-up meetings

Summary of Part 3


Appendix 1: PMBOK overview
Appendix 2: PRINCE2 overview
Appendix 3: Agile overview
Appendix 4: Responsibilities and accountabilities
Appendix 5: A note on the terminology used in this book