Based on the case study of the "invisible sponsors" we can deduce that a project sponsor has a number of roles and responsibilities. Fred Cutler the project manager tells Al that he is accountable for the project. Project sponsors oversee activities of the entire project as well as involved in making key decisions touching on the project (Crawford, 2002). The tension between Fred and Al caused the schedule to delay to a point where Fred could not stall any longer as it would affect the project's timeline. The phenomena attribute to the fact that project sponsors are tasked with overseeing time management. Al's hesitation to make a decision on what kind of schedule decrees that his decision is risky and will impact the outcome of the project. The predicament shows that project sponsors play a vital role in analyzing and managing project risk. Also, it is the project sponsor’s responsibility to manage the project team. It entails solving conflicts and maintaining a good rapport with the entire team.
The project sponsor, Mr Al was skeptical in making the decision on what the project schedule should be based on because of fear of being held accountable for the project’s outcome. He felt that accountability would weigh down on his career especially given the fact that he did understand the project sponsor’s position. His decision would impact the project’s outcome on a project-oriented organization determining the organization’s income to settle running and operational costs.
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Developing a project schedule is critical to executing a successful project. The schedule is definitive in tracking progress, setting realistic time frames, managing resources, reducing costs, and reducing risk (Hutchings, 2004). Basing the schedule on either of the aspects defines the key objective while executing the project. If the schedule is based on least-cost then it means the schedule objective is to minimize cost. The basis has an impact on the overall outcome of a project.
The way Al, the project made a decision was hasty and was out of emotional pressure. However, there are key documents he could have referred to make an informed decision. The project charter is one of the documents that would have given Al a clear understanding of what the project entails guiding his decision. A project charter identifies the need for the project, a business case for the project among other key aspects concerning the project.
Works Cited
Crawford, J. K. (2002). The strategic project office: a guide to improving organizational performance . M. Dekker.
Hutchings, J. F. (2004). Project Scheduling handbook . Marcel Dekker.
