Investigation of the sponsor's role in project planning

Purpose - The purpose of this paper is to identify and validate executive sponsor behaviors necessary for successful project implementation during project planning. Design/methodology/approach - A survey of 145 executives and managers interested in project management was conducted. Data were analyzed using principal components analyses with varimax rotation for both behavioral‐ and outcome‐based items. Relationships between variables were analyzed via path analysis. Findings - In total, five sponsor behavior factors were identified including: ensure planning, clarify outputs, stakeholder relationships, support project, and appoint project manager. Additionally, three outcome factors were found: firm's future, meeting agreements (e.g. budgets, scheduling expectations), and customer success. An estimated path model testing the effects of sponsor behaviors on project outcomes indicated six significant paths. Research limitations/implications - This paper empirically identifies behaviors sponsors may use during project planning and the impact such behaviors have on project success measures. The exploratory nature of this study suggests further research to confirm findings. Practical implications - This paper provides executive sponsors with a focus during the planning stage when various stakeholders are determining many project details. Originality/value - The paper adds to the limited body of research on the role of project sponsors. The investigation indicates that as sponsors spend more time performing the three behaviors of ensuring planning, managing stakeholder relations, and appointing the project manager; project success increases as measured by outcome factors.