Project Roles and Responsibilities

The project sponsor, the senior manager, the project manager, and the project team all have specific roles and responsibilities.

Project Sponsor
The project sponsor has a relationship with all project stakeholders but even more frequently with the project manager. The project sponsor performs different roles during the project life cycle: seller, coach and mentor, filter, business judge, motivator, negotiator, protector, and upper management link. Seller: The project sponsor is able to sell the project to project stakeholders. The sponsor believes in the project, speaks positively about it, and can passionately sell the benefits. Coach and mentor: A good project sponsor increases the level of confidence felt by the project manager. The project sponsor needs to have the ability to instill a sense of confidence in the project manager and protect the project manager from losing that confidence. The project sponsor may help the project manager understand the project business context. In this role, the project sponsor also improves the problem- solving skills and judgment exercised by the project manager. The project sponsor promotes knowledge creation and reuse of project intellectual capital. Filter: The project sponsor is able to stimulate project leaders by allowing them to focus on the work at hand. The project sponsor challenges the project manager to consider more possible options and reactions but not get distracted, obliging them both to think before taking action. To be objective in assessing project relevance is an obligation for the sponsor. Business judge: The project sponsor uses sound business judgment to coach the project manager when making decisions. The project sponsor is recognized as a focal point for decisions beyond the project manager’s scope of authority. Motivator: The project sponsor helps the project manager stay positive and solve problems with the project team. The project sponsor asks for and listens to bad news. The sponsor needs to share status and feelings with the project team about changes happening in the organization. The sponsor is present for celebrations and milestone meetings. The sponsor constantly reminds the project leader about the importance of the project mission. Negotiator: The project sponsor is swift and decisive in resolving conflicts. The sponsor helps overcome obstacles that are not within the project manager’s control. Obstacles may include managers who are not supportive, resource assignment problems, people problems, deadlines, lack of tools, and logistics. Protector: The project sponsor works proactively with the project manager to manage risk. The sponsor is actively involved throughout the duration of the project. The sponsor keeps executives, managers, and other professionals from interfering with the team and protects the team from unnecessary bureaucracy. The sponsor demonstrates, through personal involvement with the team, that the agreed-on activities are important. Upper management link: The project sponsor actively develops and manages relationships with peers in client organizations and rapidly builds trust with project managers and clients. Before establishing the project team, the project sponsor explains to the management team the project mission and objectives, the desired team, and the project descriptions. During the course of the project, the sponsor communicates to senior management and to other stakeholders. The project sponsor asks management for help and support when needed.

Senior Manager
Senior managers have a number of obligations relevant to project success throughout the project life cycle. They delegate upper management support to middle managers in the role of project sponsor. Senior managers need to communicate periodically with project sponsors, and vice versa. Senior managers need to support and listen to project sponsors. For this to happen, senior managers are more effective when they are clear about the objectives for each project, understand and support the project management process, and know the role of sponsors. Those things take time and commitment. Since senior managers are involved in changes that affect the whole organization, they need to assess how changes affect projects, be proactive in communicating with project teams, stay informed on project progress, and continuously review the project portfolio, both for meeting strategic goals and for necessary revisions. These activities may require additional training.

Project Manager
The project manager is the person responsible for getting things done. He or she requires a proactive relationship with the project sponsor and acts at all times as the one person responsible for the project. Good project managers need to develop key skills in a number of important areas: Leadership: The project manager leads the team in the use of project management methodology. Business judgment: The project manager demonstrates sound business judgment in managing all aspects of a project. The manager makes quantitative and qualitative risk analyses and sound contingency plans. The project manager leads the team to achieve maximum business returns. Motivation: The project manager provides a stimulating work environment and opportunities for people development. Effectivity: The project manager manages overall project timelines and is effective and timely when issues need to be escalated. Proactivity: The project manager needs to be proactive in anticipating the needs of team members, the sponsor, and customers. Communication: The project manager needs good communication skills and needs support to develop whatever additional communication skills may be required. Risk control: The project manager deals with uncertainty and finds ways to manage and control project risk. Relationships: The project manager builds relationships with all other project stakeholders.

Project Team
Team members need to understand the high-level methodology process within the context of the project. They can identify phases, major activities, and deliverables within PM methodology. They understand and can articulate standards of business conduct. They can describe what is legally binding and understand the project terms and conditions for the part that affects their work. They remain cognizant of customer and end user requirements as they strive to meet those requirements.

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