Collective Wisdom from the Experts 153
The “bad” sponsor can hinder a project in different ways. He or she may
become involved in routine matters typically handled by the project manager,
interact directly with team members, and make inappropriate project deci-
sions—usurping the role of project manager and confusing the team. He/she
may be a weak sponsor, fail to provide needed resources, become overburdened
with other efforts, or not have time to provide guidance for the project.
Prevent “bad” sponsor problems by developing clearly defined sponsor roles
and responsibilities up front. In the case of the intrusive sponsors, providing
them a “job description” of their role may get them to modify their behavior.
With weak sponsors, knowing what is expected may make them realize they
can’t fulfill that role, and you may get a better sponsor assigned to the project.
The ideal situation is having a “good” sponsor. Good sponsors understand
their role and responsibilities and behave accordingly. These are the project
champions who provide resources, assist when needed, and support the proj-
ect manager in his/her decisions. It’s a company executive who is personally
invested in the project success.
Whether “good,” “bad,” or “ugly,” it is your responsibility as software project
manager to manage the sponsor, just as you manage the project. Keep the
sponsor well informed, involve him/her only when necessary, and avoid allow-
ing the sponsor to take control of the project. Learn to recognize the sponsor
types and prepare accordingly.