Sponsorship And Chartering Are Keys To Project Success

For such implementation, it becomes necessary for the project to start on the strong footing of well-thought out charter that covers all the problem areas of the organization - and an equally solid project sponsorship.

These two components are necessary to ensure the health of the project and achieve quality results.

Sponsorship Scenarios

Consider the example of an initiative undertaken by an accounts department director to improve collections and account retention. In this case, the Six Sigma team studies and finds out that customer follow up and retention responsibility needs 40% support of the sales team for the success of the project.

However, if the sales team is reluctant to accept this and the director does not have authority of these departments, then the project may be stalled. If the support on this project is received from a higher level, the project stands a good chance at succeeding because of the support and improvements in the sales department as well.

Project sponsorship is very important at the right level. The success of the project depends on the project sponsors, sincere and honest efforts, and interest in solving the problem. It has to be rightly communicated to all levels involved in the project. With strong support and commitment from the project sponsors, the project can be very beneficial.

In another scenario, when a team faced a roadblock with senior management, the team had to approach the project sponsor. With sponsorship being in even higher levels of the management, the roadblock could be removed based on the data the team had in hand to bring about an amicable and cost-saving solution.

Relevance of Project Charter

Another important aspect of the Six Sigma project is the project charter. The project charter clearly states the project scope and objectives, the team members involved and, most importantly, the overall schedule.

The project charter contains the scope of the project. If the project covers too many things, it may not be able to succeed in any area. With no firmly established scope, the project may cover many things and exceed goals. But this does not mean it will be to the satisfaction of the stakeholders. If the project covers about 3 to 4 process variables, then it stays within its means and can achieve good results.

The selection of the project team is also important. The project needs to have the right mix and the right number of members. Project team selection should be dependent upon the member's designations and there should be people from process owners to management levels involved.

The scheduling of any type of project is important to the success of the project. If the activities are not time-bound, then the project goal may stretch to longer periods of completion. Equally necessary is to schedule reviews and meetings at times when the members and other staff will not lose much of their productive time.

Project chartering and sponsorship are two key methodologies which are important for the success of the project.