How Executive Sponsors Influence Project Success Case Solution And Analysis, HBR Case Study Solution & Analysis of Harvard Case Studies

Organizations often select senior executives with an interest in the outcome to improve the chances that endeavors will probably achieve success. Executive sponsors are accountable for arranging necessary resources at the advent, ultimately producing results, and managing specific tasks while the job is under way. Sponsors must rely heavily on project managers, since they rarely have enough time to manage jobs personally. So which actions and behaviors can active sponsors perform in the course of a job to raise the likelihood of job accomplishment? In researching what makes for victorious project sponsorship, the author must use a life cycle model comprising of four stages: 1) beginning -from the preliminary idea through approved charter; (2) planning -from approved charter through approved job strategy; (3) do -from accepted project strategy through approval of major deliverables; and (4) closing -from acceptance of major deliverables through final end. Job success historically has been defined by the "iron triangle"of price, schedule and functionality. A more extensive definition is used by the authors based on three success variables. The very first success factor involves impact on the project's customers, which is almost always the most significant success measure. The 2nd success factor involves meeting agreements: Was the project completed on budget and to specifications? The 3rd success factor is tied to the future advantages to the company, be they newly introduced innovative technology, new products, new markets or commercial success. The writers ran separate studies of each and every project life cycle phase, so as to analyze job success factors and patron behavior using factor analysis, focus groups, surveys and literature reviews. For each period, the authors discovered that three behaviors or two had a substantial impact on the job success variables. In the initiating stage, the significant behaviors for executive sponsors involve picking and mentoring setting performance goals for the job the project manager and creating priorities.

While the job is being executed, important functions for executive sponsors require ensuring effective and adequate communication, keeping relationships with stakeholders and ensuring quality. In the job's closing stage, identifying and capturing lessons learned and ensuring that capabilities and advantages are understood are critical patron tasks.

PUBLICATION DATE: April 01, 2015 PRODUCT #: SMR517-PDF-ENG

This is just an excerpt. This case is about LEADERSHIP & MANAGING PEOPLE