Executive sponsorship plan
Purpose. Turn a nominal sponsor into an active one, by defining the role in
terms of commitments rather than endorsement.
| Field | Detail |
|---|
| Name | |
| Role | |
| Organisation | |
| Authority over | |
| Stake in the outcome | |
| Time commitment | |
Why this person
| Attribute | Assessment |
|---|
| Authority over the resources the programme needs | |
| Stake that outlasts a quarter | |
| Availability for the cadence | |
| Credibility with the departments affected | |
| Willingness to use the new process themselves | |
Responsibilities
| Responsibility | Commitment | Evidence |
|---|
| Strategic alignment | Can explain how the work serves the organisation's objectives, without notes | Steering minutes; all-hands message |
| Decision authority | Chairs the steering forum; decisions made there | Decisions recorded per meeting |
| Resource commitment | Secures budget, headcount and staff time | Approved budget; named staff |
| Blocker removal | Intervenes across departmental boundaries | Escalations resolved |
| Visible commitment | Uses the new process and metrics in their own forums | Observed behaviour |
| Accountability | Owns the outcome publicly, including when behind | Status communications |
Cadence
| Forum | Frequency | Sponsor role | Decisions |
|---|
| Steering committee | Monthly | Chair | Scope, budget, sequencing, escalations |
| Executive update | Monthly | Presenter | None — informs peers |
| Milestone review | Per milestone | Approver | Acceptance |
| Escalation | On demand | Decider | Blockers with no other route |
Decision rights
| Decision | Sponsor | PM | Delivery lead |
|---|
| Change to scope | Approve | Recommend | Advise |
| Budget variation above tolerance | Approve | Recommend | — |
| Architecture decision | Informed | Coordinate | Decide |
| Milestone acceptance | Approve | Prepare | Present |
| Resource allocation | Approve | Request | — |
| Programme stop or pause | Approve | Recommend | Advise |
Engagement calendar
| Date | Forum | Topic | Sponsor preparation |
|---|
| Kick-off | Introduction and mandate | Short opening statement |
| Steering 1 | Plan and risks | Review the pack |
| Milestone 1 | Design approval | Read the design summary |
| Steering 2 | Pilot decision | Review the pilot report |
| Milestone 2 | Go-live | Communication plan |
| Closure | Outcomes | Acceptance and recognition |
At kick-off, and again at the midpoint:
"This is a priority for the organisation. [PM] has my authority to make the day-
to-day decisions. When a decision needs me, it comes to steering with a
recommendation, and I decide it there."
The statement matters less than the behaviour that follows it.
Success indicators
- Decisions are made at steering, not deferred to the next meeting.
- Departments provide the staff they committed to.
- Escalations are resolved within the agreed window.
- The sponsor can describe the outcome and the current status accurately.
- The old process is not quietly kept alive for the sponsor's own team.
Review
| Date | What is working | What needs attention | Action |
|---|
| | | |