In our previous issue, we explored why active executive sponsorship is essential to achieving predictable, successful capital project outcomes. This edition continues the conversation with real‑world case studies that highlight the dramatic difference an engaged sponsor can make. We also examine the qualities, behaviors, and organizational positioning that enable sponsors to steer projects toward success.
Consider two different projects from different organizations, both of which are similar in nature – expansion of R&D laboratory facilities. .png)
- The first project (Project A) was owned and driven by a high-ranking VP, who dedicated a good portion of their time to helping the project team develop the scope and engaged with other executives to advocate for the project.
- The second project (Project B) suffered from no clear business owner, causing the project team to flounder and recycle scope decisions multiple times.
The result was as you might expect. Project A received timely decisions, fast approvals, and, when paired with an experienced execution team, achieved its desired results for the business. Project B never had clear objectives, resulting in multiple starts and stops, and eventually leading to the project stalling and going nowhere. In fact, to this day, Project B is still not complete, and the only work accomplished is a portion of the demolition. Clearly, an active and involved sponsor pushed Project A to success, and the absence of one doomed Project B to failure.
But what about the project manager? Isn’t it their job to manage and align the project’s stakeholders? Yes and no. While it’s true that project managers can (and should) spend time interfacing with stakeholders and business leaders, they are often time-limited and do not have the necessary bandwidth or perspective to be effective in this duty. The day-to-day execution activities of a project often drain a substantial amount of time from a project manager and their project team, only increasing in intensity as a project moves through the stages, which prevents them from spending an adequate amount of time dealing with stakeholders.
To be effective, a sponsor must come from outside the direct project team and be a step removed from the day-to-day grind, which grants them a broader and unbiased point of view to provide a positive impact. Being “away from the fray” affords them the proper context to “see the bigger picture” and stay one step ahead of potential issues and roadblocks.
In order to navigate complex project issues, sponsorship also requires sufficient seniority and tenure within an organization. A junior business analyst simply won’t have the same influence to make things happen as a director or VP. But be wary of nominating a sponsor who is too high up in an organization, as their time will be limited. As an example, a CEO, in theory, should be an effective sponsor. They certainly would have the power and influence to make things happen. What they say often goes. However, CEOs are busy, with impossible calendars, and the likelihood is incredibly small that they would have the time to properly address project issues and roadblocks to keep things moving ahead. The result would be a backlog of decisions, a project that stalls, and an increased chance of failure.
So, where then should an appropriate sponsor come from in the organization? Best practice would have this role being assigned from within the “customer” organization – the group that is asking for the project to be executed. They are the most invested in the project’s success and will provide the best advocacy that the role requires. As mentioned before, they need to have sufficient influence to make things happen, so an example might be a senior operations director or vice-president of a business line.
Finding a sponsor is one thing, but what makes them good? The ideal sponsor is:
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To find all these traits in one person can certainly be a challenge, but it’s worth the effort to give the project the best chance of success. To make it more challenging, a sponsor must also be of high emotional intelligence and be cognizant of potential pitfalls, lest they risk hurting the very project they are championing. Some behaviors to watch out for include:
- Over-zealousness that pushes projects forward at all costs
- Too narrow of a focus that ignores alternative solutions (meaning a different project scope)
- Panic during setbacks
- Perception of a “pet project” without broad buy-in
- An “everything-is-urgent” mentality that burns out project teams.
At the end of the day, an effective sponsor must remain balanced and be a steward of the broader business. This may sometimes mean that canceling or deferring a project is the correct outcome. But that does not necessarily mean failure! In fact, it signals success, as it prevents the business from wasting time and money that could have been better spent elsewhere, and it gives project teams the clarity they need to move on to what’s next.
In conclusion, the results are clear - having an active sponsor is not optional; it is essential for delivering successful outcomes. Without strong sponsorship, projects are likely to stall, experience repeated changes, and create frustration for everyone involved. In contrast, an engaged sponsor who actively champions the initiative from the outset empowers teams to work toward a clear, supported goal, ultimately driving successful delivery. Identifying the right individual, empowering them appropriately, and ensuring they maintain balanced, informed engagement are among the most powerful actions an organization can take. Strong sponsorship not only improves project performance but also safeguards business value and strengthens organizational capability over the long term.
