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As project managers, we all know that the project sponsor is the most important stakeholder.  Without the project sponsor, it would be very difficult to get any project very far off the ground.  I have been thinking about some of the risks of not having proper project sponsorship, but the real issue is in defining what proper project sponsorship really is - and of course, what it is not.

Defining Project Sponsorship
Project sponsorship has its roots in the current status quo organization.  In other words, the organization or someone within it has decided to undertake the project.  The question is why.  Typically, there is something about the organization that needs to change and that is the reason for the project.

Given that change is the reason for the project and given the project is within the existing organization sponsored by someone of some significant position within the existing organization - The big question then becomes, what is going to be the relationship of the new project to the existing organization.  If the project is to bring change of some sort and if it connects to the existing organization, then what is most important, regarding project sponsorship, is to connect to just those things that are going to help the project.  Then to disconnect to just those things within the current organization that will hinder the project and that will be points of resistance to change. 

A list of Project Sponsor Needs
Here are some things that you need to think about, in terms of what might help or hinder your project.  These are all important items that relate to the existing organization.  Depending upon your project, they may or may not help you to have a successful project.  They also are things that often arise in the course of a project and being smart about them, and aware of them, can help you to decrease your risk by increasing your awareness of what might help or hinder the project.

Here is the list.
1. Accounting System - Will your project leverage an existing accounting system within the organization?
2. Project Metrics – Are there metrics established for your project and where did they come from?  Are they based on existing metrics within the organization, or metrics designed specifically for your project?
3. Are there personnel from any departments within the organization?  The leveraging of intellectual assets within the company is often a great thing, but it can also be a hindrance.  Think this through as to where you want and need intellectual assets from within and where it would be a much greater service to leverage intellectual assets outside the organization
4. Physical location – It is important for the project team to have a physical location, which affords sufficient independence to be able to focus as a unit on a project, but at the same time have access to the most important assets within the organization, that effect the project on a positive level.

Think these through and you will have your handle on much of the essence of the project and will be in a strong position to manage some of the most important high-level structural risks on the project.
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John Reiling, PMP
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