Assignment Sample on A106 Marketing and Communication

Introduction

The project manager plays a critical role in the success of many enterprises. Evaluations of a project manager’s performance are essential if the organisation is to be successful. Plan, implement, and control are the three traditional management principles that must be examined. The project manager is ultimately responsible for ensuring that a project is finished on time and within budget. An initial perfect score for each manager is given before points are docked for delays, defects, or going over budget. The performance review of a project manager should explicitly describe whether or not the manager was effective in completing the project and precisely what was unsuccessful or exceeded expectations.

What are project Sponsors?

Members in senior management who wield a significant amount of influence and authority often serve as project sponsors. Product sponsors, project directors, account managers, and business unit managers are all terms used to describe project sponsors (Afzal et al., 2018). In certain cases, there are no clearly designated sponsors for the project. Sponsored projects are more widespread, although the responsibilities of the sponsors are rarely stated and documented. No matter how strong the support of senior management is, a project that lacks an obvious sponsor will be severely hampered.

What is Project supervision and Evaluation?

In the past few years, project management and assessment have grown critical to the success of many various activities, roles, and responsibilities. The ability to oversee and evaluate projects has grown into a critical component of business growth and development. Effective task or programme implementation requires well-established monitoring, supervision, and evaluation system to ensure that projects are on track and alternative actions can be taken if necessary (Buttrick, 2018). Officers tasked with overseeing, managing, planning, and implementing projects and programmes should use these tools to help them do their jobs more efficiently and successfully. It is not necessary to have any prior experience with monitoring, supervision, or evaluation.

Roles of Project Sponsors

Conduct financing negotiations and serve as a spokesperson for the project with senior management Involvement and leadership in project empowerment, business strategy, and project initiatives. Manage the attainment of project benefits by identifying and qualifying them. Play an active role in establishing the initial scope of a project and its flowchart. Assist the project management office in identifying the members of the Steering Committee. Changes to the project’s timeline, priorities, activities, and so on should be reviewed (Derakhshan et al., 2019). Project success elements must be identified and approved deliverables must be signed off on.

Vision

• The project sponsor supports and defends the initiative as a worthwhile expenditure of company funds, one that furthers the organization’s long-term goals. Give the initiative your blessing and your financial support.
• Organizations have more opportunities than resources and personnel to take advantage of them.
• The sponsor of the project works to have the initiative approved and funded. Maintaining a solid working connection with the project manager, client and other senior project actors from internal and external organisations and corporations is a key responsibility of the project sponsor.

Governance

• A project, programme, or portfolio’s sponsor plays an important role in its governing board. The sponsor is responsible for ensuring that the project’s goals are met and that the project’s governance is functional.
• An important part of every project’s success relies on the support of corporate executives known as sponsors (Lundh et al., 2018). They are responsible for overseeing the project and programme management functions and ensuring that the specified benefits are realised over time.
• They combine monetary and non-monetary factors, as well as risk analysis for the investment, to provide decision-makers with a sense of how confident they are in the expected returns.

Figure: Vision and Governance

Source: (Zwikael et al., 2019)

Value and Benefits

• Ensures the management of potential risks and changes
• Contributes to ensuring systems of control and review
• Ensures that the project’s value is delivered.
• Assesses current conditions and progress being made
• Approves the final product.
• Decision-making is aided
• Ensures that the project is completed on time and within budget.

Advantages of Project Supervision and Evaluation

During the monitoring phase, companies keep track of, assess, and report on a project’s progress. Stakeholders have more input on the project since they have access to information. No one will be left in the dark thanks to a well-functioning monitoring system. Due to increased accountability that results from this measure, with so much information readily available, corporations must ensure that they are acting ethically. It’s also far more difficult to deceive stakeholders with this new technology. Monitoring and evaluation can help spur new ideas and ways of collecting data (Taniguchi and Onosato, 2018). While certain industries necessitate the use of predetermined procedures, others are amenable to new approaches. A project or programme is only as good as the people who work on it. Enhancing monitoring and evaluation by encouraging diverse thinking and exploring new methods of gathering input is an important step in the process. All voices are vital in the development of effective monitoring and evaluation programmes.

Conclusion

One way to ensure the success of any project, programme, or portfolio is to have a project sponsor who owns the idea and gives resources and support to make it a reality. At a minimum, every project has a project sponsor. The project is all about them. Even though they aren’t responsible for the day-to-day running of a project, they are the next level up in the chain of command after the project manager. The sponsor of a project is almost certainly someone who has been involved from the outset. They were the ones that came up with the idea and pushed for it to become a reality.

Recommendation

• Attend every meeting of the project team, particularly the status sessions. They’ll go out of their way to make sure you’re there regularly if they’re aware you’ll be there.
• Nobody can deny that a project manager simply telling employees they must attend a meeting is not the same as informing them that a sponsor would be present regularly.
• There should be weekly meetings with the entire team, not just the project manager. Getting involved from the start should be a given if the project is critical to the company’s success.

Reference

Afzal, A., Khan, M.M. and Mujtaba, B.G., 2018. The impact of project managers’ competencies, emotional intelligence and transformational leadership on project success in the information technology sector. Маркетинг і менеджмент інновацій, (2), pp.142-154. https://par.nsf.gov/servlets/purl/10145876

Buttrick, R., 2018. The project workout: The ultimate guide to directing and managing business-led projects. Routledge. https://www.taylorfrancis.com/books/mono/10.4324/9781315194424/project-workout-robert-buttrick

Derakhshan, R., Turner, R. and Mancini, M., 2019. Project governance and stakeholders: a literature review. International Journal of Project Management, 37(1), pp.98-116. https://www.sciencedirect.com/science/article/abs/pii/S0263786317313030

Lundh, A., Lexchin, J., Mintzes, B., Schroll, J.B. and Bero, L., 2018. Industry sponsorship and research outcome: a systematic review with meta-analysis. Intensive Care Medicine, 44(10), pp.1603-1612. https://link.springer.com/article/10.1007/s00134-018-5293-7

Taniguchi, A. and Onosato, M., 2018. Effect of continuous improvement on the reporting quality of project management information system for project management success. International Journal of Information Technology and Computer Science (IJITCS), 10(1), pp.1-15. https://www.mecs-press.org/ijitcs/ijitcs-v10-n1/IJITCS-V10-N1-1.pdf

Theodos, B., Hangen, E., González, J. and Meixell, B., 2020. An early assessment of opportunity zones for equitable development projects. Washington, DC: Urban Institute. https://www.urban.org/sites/default/files/publication/102348/early-assessment-of-opportunity-zones-for-equitable-development-projects.pdf

ul Musawir, A., Abd-Karim, S.B. and Mohd-Danuri, M.S., 2020. Project governance and its role in enabling organizational strategy implementation: A systematic literature review. International Journal of Project Management, 38(1), pp.1-16. https://www.sciencedirect.com/science/article/abs/pii/S0263786319308555

Zwikael, O., Meredith, J.R. and Smyrk, J., 2019. The responsibilities of the project owner in benefits realization. International Journal of Operations & Production Management. https://www.emerald.com/insight/content/doi/10.1108/IJOPM-02-2018-0086/full/html

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