Situational sponsorship of projects and programs: An empirical review

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Crawford, L., Cooke-Davies, T., Hobbs, B., Labuschagne, L., Remington, K., & Chen, P. (2008). Situational sponsorship of projects and programs: An empirical review. Pennsylvania, United States: Project Management Institute. ISBN: 9781933890463

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2008 HERDC submission. FoR Code: 1503

© Copyright Project Management Institute, Inc., 2008


In recent years, attention has been called to the importance of having a project or program advocate, or sponsor. After several decades of attempting to improve success rates of projects by focusing on project managers, evidence suggests that success or failure of projects is not entirely within the control of the project manager and project team, but also falls on the shoulders of the project/program sponsor. In addition, increased focus on corporate governance has highlighted the need for accountability, transparency and ability to implement strategy.

Situational Sponsorship of Projects and Programs: An Empirical Review is a collection of academic studies related to the formal and informal aspects of the sponsorship role. These studies aim to clarify the following:
Define the roles and responsibilities of the sponsor within corporate and project governance frameworks.
Identify the characteristics of effective performance of the sponsor role.

While program/project sponsorship tends to be considered a practice unique to the field of project/program management, it is an example of leadership, though in a specific organizational context. As this field strives for recognition by those in the field of general management, it must show a better grasp of the content of general management while understanding managerial roles specific to project management in the process.

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This document has been peer reviewed.