There are couple of responses posted below . Please read both of them and give your opinion on them separately.

Read Response-1 and Response-2 below and give your opinion on both responses separately. your answer should be supported with research unless the question is opinion oriented.. Responses to discussions below should not be “I agree” or “I like the way you stated that.” These responses should again be insightful, offering an opinion or facts based on your research and experiences. The opinion to both responses should be a minimum of 200 words each . See APA criteria for citing resources.

Read the case study “The Invisible Sponsor” on page 658 and then pick one (1) of the following sets of three (3) questions to answer on page 660:

“text book attached “

Response-1

1. Why do some executives refuse to function as project sponsors?

A Project sponsor plays an important role during the project life cycle, which is supporting the project. The project sponsor role is to intervene at any time an issue that needs to be addressed and resolved. In that case we can say, every project should have a project sponsor. Project sponsor should be also responsible for planning, organize and make the team work accordingly. He or She should be the one who can take a risk and check all the key elements if the project is being managed properly. Some of executives refuse to functional as a project sponsors, probably because of the risk factor associated with it. The case study described that Al Zink was not as this interested in acting on the position of Project Sponsor. Al Zink was reluctant to make a decision, he was also afraid of the outcome of the project which could turn negative – that would cost his career.

2. Can an executive be “forced” to function as a sponsor?

It should be as an option, that executive should fallow function as a sponsor. The best way would be if Fred would encourage Al Zink to take the role, try to convince him that he counts on him and he believe in his judgment on the case. That would make Al Zink more convince to take a step as a sponsor.

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

The success of any project is the combined efforts of project manager, project sponsor, and all team members of resources. However, the failure of the project mostly will be accounted to a senior management or executives. Also, project manager is in charge of all other aspect of the success of the project as:

-Providing accurate and timely reporting of project metrics

-Developing the project management plan

-identifying, monitoring and responding to risk.

In addition, team members have to own their responsibly for the quality of the work they do. Every member of a team needs to own their role in communications as responsibilities for any task.

References:

Kalandos Salam, A project Sponsor Can Make or Break the Project, 2015 https://www.projectmanagement.com/blog-post/13742/A-Project-Sponsor-Can-Make-or-Break-the-Project

Cooke-Davies, T., Crawford, L., Hobbs, J. B., Labuschagne, L., & Remington, K. (2006). Exploring the role of the executive sponsor. Paper presented at PMI® Research Conference: New Directions in Project Management, Montréal, Québec, Canada. Newtown Square, PA: Project Management Institute

Response-2

1. Why do some executives refuse to function as project sponsors?

The part of the project support is basic to anchor the project finances and to give an unmistakable direction to the project. As per Kerzner (2013), “a definitive goal of the project support is to give in the background help to extend faculty for projects both “internal” to the organization, and additionally “outside”.”

Task supports assume a noteworthy part and impact the accomplishment of projects. The change to the part of the project patron would require preparing and time to find out about the business. Project supports must have strong business learning and brilliant relational abilities. In a few circumstances, the project support has different obligations, which are extremely time to request, and the extra duty would turn into an additional weight for them.

2. Can an executive be “forced” to function as a sponsor?

By breaking down this case, I trust that an official could be compelled to go about as support, however, that would not be perfect. There would be challenges that would need to be beaten, for example, the appointment of duty depicted for this situation. As indicated by Kerzner (2013), “Undertakings can at present be fruitful without this responsibility and support, as long as all work processes easily. However, having an “elder sibling” accessible as a conceivable sounding board will clearly help.”

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

I trust that a project is where all individuals require to contribute to making progress, so the obligation ought to be shared. Task achievement ought to be a common obligation among the project group; the colleagues, project director, project support, and others need to cooperate to be practical.

REFERENCES

Jugdev, K., Mathur, G., & Fung, T. S. (2007). Project management assets and their relationship with the project management capability of the firm. International Journal of Project Management, 25(6), 560-568.

Kerzner, H. (2013). Project management: A systems approach to planning, scheduling, and controlling. Hoboken, NJ: John Wiley & Sons.

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