The Role of the Project Sponsor

A basic definition of a sponsor is an individual who provides financial resources for the project; however, the PMP^® exam has expanded the sponsor’s responsibilities to include supporting the project and protecting it from unnecessary changes. The sponsor role may be fulfilled by two or more individuals working collaboratively. Within the framework of the PMBOK^® Guide, a sponsor is defined as an individual or group that provides resources and support for a project, program, or portfolio and is accountable for its success.

During the project initiation process groups, the sponsor:

• Ensured that the initial requirements were met
• Served as a key stakeholder
• Participated in developing the business case for the project
• Helped define measurable project objectives
• Advocated for or protected the project, especially while the project concept is being formulated
• Acted  as the project spokesperson for those unfamiliar with it, including senior management
• Assembled appropriate support for the project
• Ensured consensus across the organization
• Provided the project budget
• Supplied high-level requirements
• Provided information related to the initial scope of the project
• May have established key milestones, major events, or the project completion date, in collaboration with the customer
• Determined priorities among constraints (if the customer does not provide a priority order)
• Provided information to develop the project charter
• Formally empowered the project manager as defined in the project charter
• Set priority levels among projects
• Encouraged stakeholders to complete high-level requirements and scope
• Guided the process of project approval and formalization, with support from the project manager when needed

During the project planning process groups, the sponsor:

• Provided the project team with time to develop the project plan
• May have reviewed the Work Breakdown Structure (WBS)
• Identified risks
• Identified the necessary reports for management to monitor the project
• Offered expert evaluation
• Assisted in evaluating trade-offs in schedule compression through methods such as crashing, fast tracking, or reassessment
• Approved the final project management plan

During the project execution and monitoring & controlling process group, the sponsor:

• Supported the efforts of the project manager
• Protected the project from external influences and changes
• Oversaw or supported the implementation of quality policies
• Provided expert evaluation
• Assisted in evaluating trade-offs in schedule compression through methods such as crashing, fast tracking, or reassessment
• Resolved conflicts beyond the project manager’s control
• Approved, rejected, or deferred changes, or delegated authority to the Change Control Board (CCB) to do so
• May have directed that a quality audit be performed
• Clarified questions related to project scope
• Worked with the project manager to monitor progres

During the project closing process group, the sponsor:

• Provided formal acceptance of deliverables (if they are the customer)
• Enabled the effective handover and integration of deliverables to the customer
• Facilitated the collection of historical records and lessons learned