In project management, the sponsor’s role is critical. The most of the sponsor’s work happens at the beginning of the project. Many failed projects are blamed on project managers and teams when in reality the failure was caused by the sponsor’s shabby work at the beginning of the project.
Sponsor Video: Synopsis
This video is about a new project manager who is working for a project sponsor, Mr. Calderone, who is known for not doing the sponsor job correctly. Watch the new project manager go through all the steps of initiating the new project and battling with Mr. Calderone to get him to do his job correctly.
Obviously Mr. Calderone outranks the new project manager so she must tread carefully. She seeks guidance from two experienced project managers regarding subtle ways to “guide” Mr. Calderone to do his job correctly. They start with the statement of work or SOW. Mr. Calderone tries to get away with a vague, mushy definition of the project scope. The project manager slowly convinces him that he has to make a commitment to exactly what he wants from the project. So the scope must be defined by measurable acceptance criteria. That lets the project manager tell every team member what’s expected from them and the project as a whole.