Sponsorship of projects, portfolios and programmes

Articles

Project sponsorship: the only other profession for which no preparation is necessary?
The only other profession for which no preparation is necessary? Like Morecambe without Wise, Hale without Pace, and Ant without Dec, the project manager is only half of the governance team that delivers a project. 
Dr Christopher Worsley, CITI & David Macleod, CITI
2008

Ready for action
Translating good ideas into achieveable projects is a common problem. Even with that magic ingredient, ‘buy-in’; even when resources are actually available; it just doesn’t seem to happen.
Dr Christopher Worsley, CITI
2007

Guiding through the tide of cultural change
Introducing a Project Support Office (PSO) is easily done. Introducing an effective one is not! As the principal impact is on the culture. In most organisations, sponsors typically preside over project managers, who in fact make up their own minds over what and how to carry out their projects.
Dr Christopher Worsley, CITI
2006

Strength in structures
Many organisations have understood the need for project processes (method) and have built or bought one. Most have realised the need to develop project manager competence by training, education and development, or by buying in skilled practitioners. But only a rare few have grasped how central to good project performance is their ability to implement effective project governance.
Dr Christopher Worsley, CITI
2003

Strategic moves 
Strategies may be difficult to define, and developing the business vision may cause considerable anguish, but these are not the real problems. The source of most board level despair, anger and occasionally despondency, is the translation of the strategy into action. It is implementation that frustrates so many organisations. 
Dr Christopher Worsley, CITI
2003 

White papers

Governance of projects, portfolios and programmes
Studies of project success and failure repeatedly show that the effectiveness of sponsors and steering committees is the single most significant factor in delivering corporate strategy.
Dr Christopher Worsley, CITI
2008 

Globalisation and project management
Globalisation is both driving the demand for project and programme management, and affecting the profession itself. This trend will accelerate over the next five years, as the demand grows for standards of project and programme capability that will stand up to global scrutiny.
Geoff Vincent, CITI
2007