Response

THE INVISIBLE SPONSOR

Background Some executives prefer to

micromanage projects whereas other executives

are fearful of making a decision because, if they

were to make the wrong decision, it could impact

their career. In this case study, the president of the

company assigned one of the vice presidents to act

as the project sponsor on a project designed to

build tooling for a client. The sponsor, however,

was reluctant to make any decisions.

Assigning the VP

Moreland Company was well-respected as a tooling design-and-build

company. Moreland was project-driven because all of its income came

from projects. Moreland was also reasonably mature in project

management.

When the previous VP for engineering retired, Moreland hired an

executive from a manufacturing company to replace him. The new VP

for engineering, Al Zink, had excellent engineering knowledge about

tooling but had worked for companies that were not project-driven. Al

had very little knowledge about project management and had never

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functioned as a project sponsor. Because of Al’s lack of experience as

a sponsor, the president decided that Al should “get his feet wet” as

quickly as possible and assigned him as the project sponsor on a

medium-sized project. The project manager on this project was Fred

Cutler. Fred was an engineer with more than twenty years of experience

in tooling design and manufacturing. Fred reported directly to Al Zink

administratively.

Fred’s Dilemma Fred understood the situation;

he would have to train Al Zink on how to function

as a project sponsor. This was a new experience

for Fred because subordinates usually do not train

senior personnel on how to do their job. Would Al

Zink be receptive?

Fred explained the role of the sponsor and how there are certain

project documents that require the signatures of both the project

manager and the project sponsor. Everything seemed to be going well

until Fred informed Al that the project sponsor is the person that the

president eventually holds accountable for the success or failure of the

project. Fred could tell that Al was quite upset over this statement.

Al realized that the failure of a project where he was the sponsor could

damage his reputation and career. Al was now uncomfortable about

having to act as a sponsor but knew that he might eventually be

assigned as a sponsor on other projects. Al also knew that this project

was somewhat of a high risk. If Al could function as an invisible

sponsor, he could avoid making any critical decisions.

In the first meeting between Fred and Al where Al was the sponsor, Al

asked Fred for a copy of the schedule for the project. Fred responded:

I’m working on the schedule right now. I cannot finish the schedule until

you tell me whether you want me to lay out the schedule based upon

best time, least cost, or least risk.

Al stated that he would think about it and get back to Fred as soon as

possible.

During the middle of the next week, Fred and Al met in the company’s

cafeteria. Al asked Fred again, “How is the schedule coming along?”

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and Fred responded as before: I cannot finish the schedule until you tell

me whether you want me to lay out the schedule based upon best time,

least cost, or least risk.

Al was furious, turned around, and walked away from Fred. Fred was

now getting nervous about how upset Al was and began worrying if Al

might remove him as the project manager. But Fred decided to hold his

ground and get Al to make a decision.

At the weekly sponsor meeting between Fred and Al, once again Al

asked the same question, and once again Fred gave the same response

as before. Al now became quite angry and yelled out: Just give me a

least time schedule.

Fred had gotten Al to make his first decision. Fred finalized his

schedule and had it on Al’s desk two days later awaiting Al’s signature.

Once again, Al procrastinated and refused to sign off on the schedule.

Al believed that, if he delayed making the decision, Fred would take

the initiative and begin working on the schedule without Al’s signature.

Fred kept sending e-mails to Al asking when he intended to sign off on

the schedule or, if something was not correct, what changes needed to

be made. As expected, Al did not respond. Fred then decided that he

had to pressure Al one way or another into making timely decisions as

the project sponsor. Fred then sent an e-mail to Al that stated: I sent you

the project schedule last week. If the schedule is not signed by this

Friday, there could be an impact on the end date of the project. If I do

not hear from you, one way or another, by this Friday, I will assume you

approve the schedule and I can begin implementation.

The president’s e-mail address was also included in the CC location on

the e-mail. The next morning, Fred found the schedule on his desk,

signed by Al Zink.

QUESTIONS

1. Why do some executives refuse to function as project sponsors?

2. Can an executive be “forced” to function as a sponsor?

3. Is it right for the sponsor to be the ultimate person responsible for

the success or failure of the project?