From the Author
In over 30 years of running projects, I've seen many successes and quite a few spectacular failures. A common thread through many of the failures was apathetic or non-existent project sponsorship. When project sponsorship is lacking, you can rest assured that the project is on a path to dying a certain death. My coaching with younger project managers always includes checkpoints on whether or not the project is being sponsored by an engaged and collaborative sponsor who feels the benefit of success and the pain of status quo. My hope is that the tips I have outlined in this easy-to-read self-study seminar will resonate with both project managers and sponsors to create the necessary alliance to drive success.
Best - Lonnie
From the Back Cover
For any project, it's crucial to get an appropriate level of project sponsorship.I've never seen or managed a successful project that didn't have an appropriate level sponsor leading the charge. Optimally, your project sponsor should have decision making authority over the in-scope project areas, while staying close enough to the work in order to understand the implications of any issues raised. If your sponsor is at too low of a level,they're unlikely to be able to make decisions that will stick and will have to get authorization from their management before committing to decisions. If your sponsor is too high of a level, decisions will be made, but you're probably not making the best use of management because others at lower levels could have handled the decisions. Identifying an appropriate-level project sponsor is a great first step in ensuring a successful project. The project sponsor also needs to exhibit some key attributes to help the project navigate the turbulence and nail a three-point landing. Through my experience, I've zeroed in on key attributes a best-in-class project sponsor should possess to better ensure a project's successful completion.