Alfonso Bucero Obtaining and Sustaining Project Sponsorship

Transcript

1 Echi dal PMI Global Congress EMEA 2008 St. Julians, Malta Alfonso Bucero Obtaining and Sustaining Project Sponsorship Silvia Fragola, PMP Manager

2 Chi è Alfonso Bucero Founder and Managing Partner of BUCERO PM Consulting ( Alfonso Bucero, PMP, is one of the best-known project management professional leaders in the Spanish-speaking world He was the founder, sponsor and President of the Barcelona, Spain Chapter of PMI until April 2005, and he is an IPMA Assessor. He belongs to the LIAG (Leadership Institute Advisory Group) of PMI He is currently the President of the Madrid Chapter of the Project Management Institute (PMI ) Echi da Malta, 20 giugno

3 Perchè questa presentazione Un tema affascinante: la comprensione di un ruolo molto importante all interno di un progetto Una proposta provocatoria : training agli executive che devono rivestire il ruolo di sponsor di progetto Una presentazione ricca di spunti interessanti e applicabili nel contesto lavorativo Un aiuto concreto per risolvere una situazione complessa su un progetto Echi da Malta, 20 giugno 2008

4 Why Project Sponsorship? Echi da Malta, 20 giugno

5 Chi è lo sponsor di un progetto? (1) Definizione di Project Sponsor tratta da Wikipedia: Executive Sponsor (sometimes called Project Sponsor) is a role in project management, usually the senior member of the project board and often the chair. In smaller organisations (or small projects within larger organisations) the executive sponsor may also be the project manager but typically the project sponsor will be a senior executive in a corporation (often at or just below board level) who is responsible to the business for the success of the project Echi da Malta, 20 giugno

6 Chi è lo sponsor di un progetto? (2) Definizioni di Project Sponsor data da Bucero: Leader ( more leader than manager, he walks ahead ) Link between Project Manager & Senior Managers High Level of Authority Best Project Seller Project owner (People would point at me and say Your project this and Your project that I took them aside and told them This is not my project; it is a project I am trying to manage with your support, guys. If you are not supporting me, the project will fail. I will not be able to do it alone ) A seconda della fase del progetto: Seller, Coach and Mentor, Filter, Business Judge, Motivator, Negotiator, Protector Echi da Malta, 20 giugno

7 Eccellenza nella sponsorship di progetto 1. Sponsor responsibilities 2. Obtaining sponsor 3. Sustaining sponsorship 4. Client sponsor relationship 5. Steering committees 6. Culture evaluation 7. Execution feedback 8. Development 9. Mentoring 10. Knowledge Management Echi da Malta, 20 giugno

8 Eccellenza nella sponsorship di progetto 1. Sponsor responsibilities 2. Obtaining sponsor 3. Sustaining sponsorship 4. Client sponsor relationship 5. Steering committees 6. Culture evaluation 7. Execution feedback 8. Development 9. Mentoring 10. Knowledge Management Echi da Malta, 20 giugno

9 Comportamento dello Sponsor Echi da Malta, 20 giugno

10 Tipici problemi che lo Sponsor deve affrontare Echi da Malta, 20 giugno

11 Eccellenza nella sponsorship di progetto 1. Sponsor responsibilities 2. Obtaining sponsor 3. Sustaining sponsorship 4. Client sponsor relationship 5. Steering committees 6. Culture evaluation 7. Execution feedback 8. Development 9. Mentoring 10. Knowledge Management Echi da Malta, 20 giugno

12 Criteri per la scelta dello sponsor di progetto Feel the need for change; they are not satisfied with the status quo Have vision a clear and articulated picture of a desired performance Consistent in their actions and decision-makers Willing to invest time and energy Place a high priority on the value of project-based work Able to anticipate customer needs Have power within the organization Have empathy and passion Understand the business and how things get done in the organization Can manage consequences Publicly and privately supportive Customer or industry knowledge Follow the progress of the project Echi da Malta, 20 giugno

13 Come gestire il proprio Sponsor di progetto Echi da Malta, 20 giugno

14 Vendita del nostro progetto allo Sponsor Align: know your executives very well, gather insight into their values and ambitions. Put yourself in the shoes of these persons to understand the forces that drive him/her Build: define what sponsorship means in your organization. What do you expect from your executives as sponsors? Build a relationship with them Demonstrate: emphasize value of sponsorship and advantages that accrue to business when it is done well. Get the attention of your sponsor Close: get executive commitment. Get an agreement about next steps (action plan) Echi da Malta, 20 giugno

15 Vantaggi per lo sponsor di un progetto An improved standing and profile within the organization Being linked with an exciting and very successful project: exciting projects have high visibility in organizations Image selling Opportunity to turn a vision into reality Echi da Malta, 20 giugno

16 Eccellenza nella sponsorship di progetto 1. Sponsor responsibilities 2. Obtaining sponsor 3. Sustaining sponsorship 4. Client sponsor relationship 5. Steering committees 6. Culture evaluation 7. Execution feedback 8. Development 9. Mentoring 10. Knowledge Management Echi da Malta, 20 giugno

17 Project reviews Echi da Malta, 20 giugno

18 Sustaining Sponsorship Echi da Malta, 20 giugno

19 Conclusioni Tutti abbiamo bisogno di uno sponsor sui nostri progetti: senza un coinvolgimento attivo del management è più difficile ottenere risultati positivi Cerchiamo di capire quali sono i fattori all interno della nostra organizzazione che inibiscono un efficace sponsorship di progetto Ricordiamoci che la comunicazione tra PM e Sponsor è fondamentale: chiediamo supporto quando ne abbiamo bisogno! Coinvolgiamo il nostro sponsor, portiamolo a bordo con entusiasmo e passione Echi da Malta, 20 giugno

20 Grazie per l attenzione Domande? Silvia Fragola, PMP Manager CEFRIEL Tel silvia fragola@cefriel.it 20