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Home > Features > Interviews
You’ve heard it all before: successful projects require upper management’s backing. Sure do. But how exactly do project managers secure this support? And how do sponsors move from reactive to proactive involvement? The author of a new book explores the intersection of the sponsor-manager relationship on projects.
No matter where Randy Englund travels, he hears the same complaint from project managers: “Upper management does not understand or support us.” To help project managers and sponsors get better acquainted, Englund and fellow project management consultant Alfonso Bucero wrote the recently published “Project Sponsorship: Achieving Management Commitment for Project Success” (Jossey-Bass). As part of its ongoing series of conversations about trends in project and portfolio management, Projects@Work interviewed Englund, executive consultant and principal of Englund Project Management Consultancy in Burlingame, Calif., about some of the key concepts and practical tips in the new book.
Why this topic?
The first book I wrote was about being a project-based organization, and it mentioned that having upper management support is really critical. My second book is on creating a project management office, and again I mentioned that it’s crucial to secure upper management support.
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