This book addresses gaps in current project management literature. From a senior management perspective, the gap is the lack of resources explaining why and how to establish a program to improve executive sponsorship strategically across an organization. From a tactical perspective, the gap is a scarcity of actionable materials to clarify roles, responsibilities, expected behaviors, and identify support necessary for improving sponsor effectiveness.
Improving Executive Sponsorship of Projects identifies key factors to consider before creating an executive sponsorship improvement program or enhancing an existing one. The authors explain why executive sponsorship is important to an organization, how an organization’s culture influences the effectiveness of the sponsor role, and why project management standards are critical to success. They explore what roles, responsibilities, and behavior should be considered and how to determine whether the person in the sponsor role is the right person and prepared to do the job. Finally, it provides a process, with tools, to assess an organization’s readiness to implement an executive sponsorship program, develop a plan for improvement, and monitor the progress of a program once it has begun.
About The Author
Dawne E. Chandler
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Dawne Chandler, PhD, PMP®, is a management consultant with 35+ years of blended academic and corporate experience. She held a core faculty and the project management profession lead position at Capella University. For 17 years, she held various executive positions in project management, sales/marketing, strategic planning, international business and product development, process re-engineering, as well as heading an electronic services start-up. Dawne spent 18 years at IBM in various technical, sales, consulting and management positions.
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Payson Hall, PMP®, is a consulting project manager for Catalysis Group, Inc. in Sacramento, California. Formally trained as a software engineer (B.S. Computer Science), his early career included both commercial software development and systems integration. As his career progressed, his duties expanded to include increasing project management and consulting responsibilities. Today he coaches project managers and sponsoring executives, develops and teaches project management related courses, and consults and performs project reviews and independent project oversight for large Information Technology projects. Payson believes the goal of project management is to both help organizations get projects done and support effective organizational decision-making. Working with project managers and sponsoring executives naturally led to conversations about how project ideas are selected for further consideration and inclusion in an organization's portfolio. This in turn led to helping organizations with strategic planning and portfolio alignment. Payson has performed and consulted on a variety of hardware and software systems integration projects in both the public and private sectors throughout North America and Europe during his 35-year professional career. He has consulted with four of the top 25 Fortune 500 companies, has published over 100 project management articles, and is a sought after conference speaker who specializes in demystifying project management topics.