Effective Sponsorship: An Evaluation of the Role of the Executive Sponsor in Complex Infrastructure Projects by Senior Project Managers

Helm, J; Remington, K

Effective Sponsorship: An Evaluation of the Role of the Executive Sponsor in Complex Infrastructure Projects by Senior Project Managers

Helm, J Remington, K

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Publisher:: Project Management Institute
Publication Type:: Journal Article
Citation:: Project Management Journal, 2005, 36 (3), pp. 51 - 61
Issue Date:: 2005-01

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Field	Value	Language
dc.contributor.author	Helm, J	en_US
dc.contributor.author	Remington, K	en_US
dc.date.issued	2005-01	en_US
dc.identifier.citation	Project Management Journal, 2005, 36 (3), pp. 51 - 61	en_US
dc.identifier.issn	8756-9728	en_US
dc.identifier.uri	http://hdl.handle.net/10453/6282
dc.description.abstract	Project management literature frequently refers to the role of the project executive sponsor, but does not address in any great depth the factors contributing to effective project sponsorship, a role increasingly associated with project success. Most research about key project roles addresses either structural or behavioral factors with a definite emphasis on the former. This research attempts to bridge an emerging structural-behavioral schism using an approach based on Grounded Theory, involving in-depth interviews with senior project managers and project directors, all of whom were involved with the management of internal infrastructure projects.	en_US
dc.publisher	Project Management Institute	en_US
dc.relation.ispartof	Project Management Journal	en_US
dc.title	Effective Sponsorship: An Evaluation of the Role of the Executive Sponsor in Complex Infrastructure Projects by Senior Project Managers	en_US
dc.type	Journal Article
utslib.citation.volume	3	en_US
utslib.citation.volume	36	en_US
utslib.for	120201 Building Construction Management and Project Planning	en_US
utslib.for	0806 Information Systems	en_US
utslib.for	1202 Building	en_US
utslib.for	1503 Business and Management	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
utslib.copyright.status	closed_access
pubs.consider-herdc	true	en_US
pubs.issue	3	en_US
pubs.volume	36	en_US

Abstract:

Project management literature frequently refers to the role of the project executive sponsor, but does not address in any great depth the factors contributing to effective project sponsorship, a role increasingly associated with project success. Most research about key project roles addresses either structural or behavioral factors with a definite emphasis on the former. This research attempts to bridge an emerging structural-behavioral schism using an approach based on Grounded Theory, involving in-depth interviews with senior project managers and project directors, all of whom were involved with the management of internal infrastructure projects.

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http://hdl.handle.net/10453/6282