Why do some executives refuse to function as project sponsors?

Why do some executives refuse to function as Project Sponsors?

According to the case study, Al Zink was not much interested in acting as a Project Sponsor. The main reason behind this is, he was always hesitant to make decisions. He was nervous that if the result of the project turns negative, it might affect his career adversely. The Project Sponsor should be an active member who can identify the requirements, plan, organize and make the team work accordingly. Furthermore, he should be the one who can take risk in checking all the key elements like if the project is being managed properly or not, or if it is under proper control, approving deliverable, resolving the issues and so on. People who have an ownership of high management qualities actively come forward to be a Project Sponsor. But few executives refuse to function as project sponsors intimidated by the risk factors associated with it.

Can an executive be forced to function as a sponsor?

Being a project sponsor is a very difficult and important task in every organizations. A project has many goals which can be achieved through the teamwork. With that being said, an effective sponsorship is vital to achieve the desired outcome of the project. A company can force an executive to function as a sponsor if he/she has the sponsorship qualities. It depends upon the business scope and is different in every case. Every project manager needs support from the Executive sponsors.

Is it right for the sponsor to be the ultimate person responsible for the success or failure of the project?

I disagree with the point that the sponsor is the ultimate person who is responsible for the success or failure of the project. In a project, it is the team work which produces the final result. If the team is communicating correctly and going into the same direction then the project can be successful and again the reward goes to the entire team not only the project sponsor. Project sponsor is the part of the project team who is responsible for maintaining the timelines, budgets, resources and visibility. Additionally, he identifies and monitors the risks and provides time reports of the project metrics. Therefore, he credit for the success and failures are in the hands of the project team