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1) Why do some executives refuse to function as project sponsors?
The executives refuse to function as the project sponsors due to the additional
responsibilities and risks involved with the tasks. As an executive the leaders are not
willingly undertaking the risks, and this is the crystal factor that restricts the members to
adopt the tasks needed for the executive sponsors. As an executive, the leader is
vested with retain responsibilities and it would be needed for positively conducting the
tasks and n reducing the risks involved with the process.
2) Can an executive be “forced” to function as a sponsor?
Technically, the executive cannot be forced as a sponsor, due to the investments
and the time needed for execution of the tasks. A sponsor is needed for positively
conducting the tasks, and in funding the task in the right manner. This would need the
leaders to adopt additional risks and the tasks to be done for the conduct of the works.
In order to become sponsors, it is necessary for leaders to undertake the risks and then
deal with the related issues, and handle the complications involved in the tasks (Burke,
2011).
3) Is it right for the sponsor to be the ultimate person responsible for the success or
failure of the project?
The sponsors cannot be completely held responsible for the success or the
failure of the project, as the managers and the teams are also responsible for the
conduct of the works. Here the tasks are well-defined, and the better procedure has to
be decided and it has to be executed in the better manner. It is necessary for the
company, to decide how the changes are implemented to identify the challenges
involved with the task conduct, and in dealing with the related issues.
References
Burke, W. W. (2011). Organization changes: Theory and practice (3rd Ed.) Thousand Oaks, CA: Sage
publications.
Hammer, M., & Champy, J. (2009). Reengineering the corporation: Manifesto for

Business Revolution. Harper Collins Publishers.
Question No 1: Why do some executives refuse to function as project sponsors?
The sponsor of the project should be a member of the organizations that can check and
prepare their criteria, make them into demands that can influence the community to work
efficiently. It must be the person who can be at risk of deciding all the main areas such as
whether the organization is correctly monitored to achieve or not or whether it is appropriately
regulated, meeting goals, addressing problems. A few individuals who claim to be a project
sponsor with high authorities from now on. In any case, some managers reject the risk factors
that they are assigned as venture sponsors terrified. Besides, Al Zink was not exceptionally
intrigued as a Project sponsor as the contextual review revealed, since he was confidently
expected to settle down on his choices. He was worried that it could affect his future if the
assignment's outcome becomes adverse or low(Kerzner, 2013).
Question No 2: Can an executive be “Forced” to function as a sponsor?
The donors should be fully integrated and active in the job to make the project
successful. The constraint of someone who is not fascinated by encouragement leads to a
greater tragedy than great. It prompts the sponsorship of non-assistants. Some of the striking
signs are the stage at which project assistance is not required for meetings or whether they
happen to arise, and they are not the mission. A project-oriented support staff cooperates with
the company owner to set the job destinations. It provides details to expand project
implementation variables to the administrators, create the project need to provide arranges and
strategies for project representation, and even serve as a point of touch between officers and
customers. The management team is active in project management.
Question No 3: Is it right for the sponsor to be the ultimate person responsible for the success or
failure of the project?

I assume the Project Manager is a permanent person responsible for the business. The
sponsor resembles a referee and forges a working relationship with the business boss and
supervisors. Decent assistance requires project management, which can be consistent with the
company's priorities and targets. Its part varies in the life cycle of the mission. The aid should be
engaged successfully in the launch and agreement process. The help is more uninvolved than
complex at the deployment period. The support should send the supervisor an inventory and
decisions to execute a mission(Catherine, 2017).
References
Catherine, D. (2017). Project Sponsor vs. Core Team Member. Retrieved from Project Times:
https://www.projecttimes.com/articles/project-sponsor-as-core-team-member.htm
Kerzner, H. R. (2013). Project Management A Systems Approach to Planning, Scheduling, and
Controlling. New York: John Wiley and Sons.

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1) Why do some executives refuse to function as project sponsors?

tasks and n reducing the risks involved with the process.

2) Can an executive be “forced” to function as a sponsor?

Technically, the executive cannot be forced as a sponsor, due to the investments

failure of the project?

Hammer, M., & Champy, J. (2009). Reengineering the corporation: Manifesto for

whether the organization is correctly monitored to achieve or not or whether it is appropriately

assignment's outcome becomes adverse or low(Kerzner, 2013).

Question No 2: Can an executive be “Forced” to function as a sponsor?

successful. The constraint of someone who is not fascinated by encouragement leads to a

customers. The management team is active in project management.

failure of the project?

decisions to execute a mission(Catherine, 2017).

Kerzner, H. R. (2013). Project Management A Systems Approach to Planning, Scheduling, and

Controlling. New York: John Wiley and Sons.

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