Project sponsor are typically championing an effort long before the project manager is even assigned. Typically the transition from a good idea into a formalized project is not as smooth as it can/should be. Let's review a few tips of the trade to help assure the sponsor will be fully engaged before and after project launch.
First tip is to have the project sponsor complete the business case, not the IS department alone. Truthfully in most organizations either operating or capital funding needs to be justified, and there is a budgeting process to spend a limited pool of funds. Having the sponsor proclaim the desired business benefits and return on investment within the business case is critical. After all, no on e really knows the end goal for the department with the new workflow better than the sponsor. If the sponsor has gotten the funding without IS engagement, it is a good idea for IS to request the business case. After all the business case captures the justification for the funding.
The second tip of the trade occurs when IS works with the sponsor for championing an initiative. There is a lot of politics to wade through as one tries to achieve approval for an initiative to be a part of the project pipeline. Common tactics to assure engagement is to work with a project sponsor on a elevator pitch. This is a short 30 second pitch (enough time to fill an elevator ride) on the reasons why this initiative is key. Another common technique is to have the sponsor explain the pain points this project will resolve. Finally provide and explain the IT costs and benefits to the project sponsor, eliminate the illusion of "magic" while maintaining credibility.
Using these tips, you will be empowered to establish an engaged project sponsor before the project kicks off. Please share other techniques which have worked for you.
Futher Reading:
- The five key responsibilities of a project sponsor
- Achieving physician leadership engagement
- The project kill switch and project management
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