[131] in magellan
Re: For What Work is the Sponsor Accountable?
daemon@ATHENA.MIT.EDU (David F. Lambert)
Thu Apr 15 08:12:02 1999
Date: Thu, 15 Apr 99 07:50:55 EDT
From: "David F. Lambert" <LAMBERT@mitvma.mit.edu>
To: "Lorraine J. Rappaport" <ljr@MIT.EDU>, Esther Yanow <eyanow@MIT.EDU>,
magellan@MIT.EDU
In-Reply-To: Message of Mon, 12 Apr 1999 15:02:49 -0400 from <ljr@MIT.EDU>
Discovery Gang,
Last Thursday's meeting discussion and the subsequent thoughtful
comments from Lorraine & Esther have been quite useful for me.
I appreciate your time and thoughts on the subject.
Esther, you said "such good stuff". I am blessed. Just to be
clear and to give due credit, I have a fabulous team! It was their
collective work which produced our sponsor accountabilities list.
I also liked Esther comments from the sponsor's view - using phrases
such as "cause & desire" and "could not live another day...". My
substitute word for this is *passion*! It's amazing what can be
accomplished when the passion exists.
Additionally, I think it is useful to considerably broaden the
accountabilities work to include the accountabilities for the
team, project leader, stakeholders, etc. Focusing solely on
the sponsor doesn't cut it. I know of no way to hold all entities
responsible without clarifying the expectations and accountabilties
from the start.
Below you'll find our latest draft of the sponsor accountabilities list.
Project success, ultimate ownership, timeline and a few other original
items have been modified. Hope you find it of some value for your
work. Again, thanks for the rich discussion and follow up...
-Dave
For what work is the sponsor accountable?
1) Define the Scope, Charter & Deliverables
- input from project team, stakeholders and others but ultimately
defined by the sponsor
2) Project success
- overall responsibility/accountability for the product, service,
improvement being considered, designed, built or bought
- provide drop dead/due dates, end deliverables, etc.
3) Ensure the project is done at the right time in the right way
- includes priority of the work and availability of resources
- ensure the project work is structured efficiently & effectively
4) Get the right staff at the right time
- help identify competencies required
- ensure the staffing levels are appropriate
- negotiate staff commitments
- obtain commitments
5) Inspire the team to reach their full potential
- proactively engaged in the team's work
- provide encouragement
- provide strategic direction
6) Remove roadblocks when asked or needed
- may include political, resource availability, change management,
financial, stakeholder commitment, etc.
7) Evangelize for the project's vision
8) Represent the project to the community of stakeholders
- communicate goals and progress when appropriate
- obtain commitment and buy-in
