Topic: Sponsorship

By Eleanor Burquest
June 13th 2023

Fit for Future Sponsorship Highlight Report

The recent Mission Zero Independent review by Rt Hon Skidmore MP states that "Infrastructure is the key that will unlock net zero". The Major Projects sector faces huge challenges in a world where the delivery of Net Zero, Biodiversity Net Gain and positive social impact are the outcomes required to protect our planet and safeguard our communities. This seminar will explore: 

  • The imperative of sustainability and social value. 
  • The critical role of sponsorship in defining, enabling and overseeing major projects. 
  • Understanding the role and its purpose. 
  • How can we empower the Sponsor to address the challenges of climate and social change? 
  • How can we ensure that Sponsorship as a profession and as a project function is fit for the future?

Details of the seminar programme to be announced soon.

By Myrna Rickards
June 13th 2023

Fit for Future Sponsorship Full Report

The recent Mission Zero Independent review by Rt Hon Skidmore MP states that “Infrastructure is the key that will unlock net zero”. The Major Projects sector faces huge challenges in a world where the delivery of Net Zero, Biodiversity Net Gain and positive social impact are the outcomes required to protect our planet and safeguard our communities. This seminar will explore:

  • The imperative of sustainability and social value.
  • The critical role of sponsorship in defining, enabling and overseeing major projects.
  • Understanding the role and its purpose.
  • How can we empower the Sponsor to address the challenges of climate and social change?
  • How can we ensure that Sponsorship as a profession and as a project function is fit for the future?

Details of the seminar programme to be announced soon.

By Jonathan Norman
June 15th 2022

Pace of Pace – What have we achieved? Full Report

The Project Speed initiative was launched by the UK government in the Summer of 2020 with a promise to review every part of the major project lifecycle in persuit of Faster, Greener, Better delivery.

A series of pathfinder projects followed in the Spring of 2021, and in September the Infrastructure and Projects Authority published its Transforming Infrastructure Performance Roadmap to 2030, setting out a vision and action plan for reforming the delivery of major projects in the public sector. All of this work coincided with the COVID 19 pandemic during which a number of crucial projects had to be delivered at pace.

Chaired by Infrastructure and Projects Authority Chief Executive, Nick Smallwood, this seminar will explore what has been learnt from Project Speed and efforts elsewhere in the major projects world to accelerate delivery and secure benefits earlier.

Drawing on this insight, we will explore issues including:

  • Which projects are good candidates for acceleration and why?
  • What risks and opportunities are created by accleration and how can they be managed?
  • How can projects embrace digitisation, Modern Methods of Construction, new delivery models and other innovations to deliver outcomes faster and more effectively.
  • How should sponsorship and project leadership adapt to successfully deliver at pace…
  • … and how do project controls, assurance and other key processes also need to adapt?
By Jonathan Norman
June 16th 2021

The Sponsor – One of the most misunderstood roles in Major Projects Full Report

If there was a theme tune for sponsors it would probably be the haunting 1964 song by Nina Simone (and later covered by The Animals) – ‘Don’t let me be misunderstood’ – as many sponsors experience confusion over the remit of their roles by those they need to work with.

This confusion and misunderstanding is partly caused by sponsorship being implemented differently across different sectors and different organisations – driven by the types of projects they undertake (e.g. infrastructure vs. transformation); the number of projects in an organisation; the delivery model; and delivery risks. There are people whose full-time job is to be a sponsor; those who juggle their sponsor or SRO roles with their operational roles; and then there are projects that have several sponsors – a sponsor in a client organisation and another sponsor in the delivery organisation.

The misunderstanding of the sponsor role poses lots of questions: What does good look like? Is there a difference between the role of an SRO and the role of a sponsor? Is it a job, role or function? What needs to be in place for effective sponsorship? What is the right amount of time sponsors need to carry out their role effectively? Are there good frameworks for sponsorship? How do we address common challenges?

In this event we will look at the importance of sponsorship; different models of sponsorship; how to have those early fearless conversations which shape projects; and the role of the sponsor in creating a sustainable future. We will also hear experiences from younger sponsors in different organisations about what they do day-to-day; and what they need to develop, grow, be valued and heard.

By Jonathan Norman
June 16th 2021

The Sponsor – One of the most misunderstood roles in Major Projects Highlight Report

If there was a theme tune for sponsors it would probably be the haunting 1964 song by Nina Simone (and later covered by The Animals) – ‘Don’t let me be misunderstood’ – as many sponsors experience confusion over the remit of their roles by those they need to work with.

This confusion and misunderstanding is partly caused by sponsorship being implemented differently across different sectors and different organisations – driven by the types of projects they undertake (e.g. infrastructure vs. transformation); the number of projects in an organisation; the delivery model; and delivery risks. There are people whose full-time job is to be a sponsor; those who juggle their sponsor or SRO roles with their operational roles; and then there are projects that have several sponsors – a sponsor in a client organisation and another sponsor in the delivery organisation.

The misunderstanding of the sponsor role poses lots of questions: What does good look like? Is there a difference between the role of an SRO and the role of a sponsor? Is it a job, role or function? What needs to be in place for effective sponsorship? What is the right amount of time sponsors need to carry out their role effectively? Are there good frameworks for sponsorship? How do we address common challenges?

In this event we will look at the importance of sponsorship; different models of sponsorship; how to have those early fearless conversations which shape projects; and the role of the sponsor in creating a sustainable future. We will also hear experiences from younger sponsors in different organisations about what they do day-to-day; and what they need to develop, grow, be valued and heard.

By Jonathan Norman
April 29th 2015

Determining and Delivering the Benefits of Major Projects Full Report

Charities understand the nature of clearly articulating the benefits of their appeals. They don’t talk about building wells; they talk about clean drinking water so that fewer children die. At the opposite extreme, filmmakers are rarely expected to consider the benefits of watching their film so long as it is entertaining.

Major projects are a mechanism for realising benefits that are of a national significance yet we often find that clearly articulating these benefits is difficult, poorly evidenced and rarely followed through. Following an engaging debate in March 2014 on the true value of major projects, we turned to the UK Government’s Green Book on how to prepare and appraise proposed programmes or projects to obtain best public value. What we found was that the guidance did not fully capture the wider benefits that can accrue to the very largest projects. There was also little practical assistance available for measuring non-quantifiable benefits.

This one-day seminar looks across a wide variety of sectors and aims to share knowledge and contribute to the improvement of benefits identification and realisation. We will be hearing from experts across the different sectors, and looking into the key role that Major Project Sponsors need to play so that their projects can deliver true value to their stakeholders.
Mr Tim Banfield, Director of Strategy, Major Projects Authority has agreed to chair this event.

The seminar addresses six key questions:
• How is benefits realisation currently being performed? What are the limitations and challenges?
• What knowledge regarding benefits realisation for projects from one sector can be valuable to projects from other sectors?
• Is there something ‘special’ about realising the benefits of major projects?
• Where does the UK stand on its ability to realise benefits, and what can we learn from other countries?
• What does good sponsorship look like, and how can it assist benefits realisation?
• How can major project stakeholders with disparate agendas be aligned around the benefits?

By Jonathan Norman
April 29th 2015

Determining and Delivering the Benefits of Major Projects Highlight Report

Charities understand the nature of clearly articulating the benefits of their appeals. They don’t talk about building wells; they talk about clean drinking water so that fewer children die. At the opposite extreme, filmmakers are rarely expected to consider the benefits of watching their film so long as it is entertaining.

Major projects are a mechanism for realising benefits that are of a national significance yet we often find that clearly articulating these benefits is difficult, poorly evidenced and rarely followed through. Following an engaging debate in March 2014 on the true value of major projects, we turned to the UK Government’s Green Book on how to prepare and appraise proposed programmes or projects to obtain best public value. What we found was that the guidance did not fully capture the wider benefits that can accrue to the very largest projects. There was also little practical assistance available for measuring non-quantifiable benefits.

This one-day seminar looks across a wide variety of sectors and aims to share knowledge and contribute to the improvement of benefits identification and realisation. We will be hearing from experts across the different sectors, and looking into the key role that Major Project Sponsors need to play so that their projects can deliver true value to their stakeholders.
Mr Tim Banfield, Director of Strategy, Major Projects Authority has agreed to chair this event.

The seminar addresses six key questions:
• How is benefits realisation currently being performed? What are the limitations and challenges?
• What knowledge regarding benefits realisation for projects from one sector can be valuable to projects from other sectors?
• Is there something ‘special’ about realising the benefits of major projects?
• Where does the UK stand on its ability to realise benefits, and what can we learn from other countries?
• What does good sponsorship look like, and how can it assist benefits realisation?
• How can major project stakeholders with disparate agendas be aligned around the benefits?

By Jonathan Norman
April 29th 2015

Determining and Delivering the Benefits of Major Projects Short Report

Charities understand the nature of clearly articulating the benefits of their appeals. They don’t talk about building wells; they talk about clean drinking water so that fewer children die. At the opposite extreme, filmmakers are rarely expected to consider the benefits of watching their film so long as it is entertaining.

Major projects are a mechanism for realising benefits that are of a national significance yet we often find that clearly articulating these benefits is difficult, poorly evidenced and rarely followed through. Following an engaging debate in March 2014 on the true value of major projects, we turned to the UK Government’s Green Book on how to prepare and appraise proposed programmes or projects to obtain best public value. What we found was that the guidance did not fully capture the wider benefits that can accrue to the very largest projects. There was also little practical assistance available for measuring non-quantifiable benefits.

This one-day seminar looks across a wide variety of sectors and aims to share knowledge and contribute to the improvement of benefits identification and realisation. We will be hearing from experts across the different sectors, and looking into the key role that Major Project Sponsors need to play so that their projects can deliver true value to their stakeholders.
Mr Tim Banfield, Director of Strategy, Major Projects Authority has agreed to chair this event.

The seminar addresses six key questions:
• How is benefits realisation currently being performed? What are the limitations and challenges?
• What knowledge regarding benefits realisation for projects from one sector can be valuable to projects from other sectors?
• Is there something ‘special’ about realising the benefits of major projects?
• Where does the UK stand on its ability to realise benefits, and what can we learn from other countries?
• What does good sponsorship look like, and how can it assist benefits realisation?
• How can major project stakeholders with disparate agendas be aligned around the benefits?

By Jonathan Norman
February 25th 2014

Project Initiation – making the right start Full Report

In December 2011, the National Audit Office offered a “Guide – Initiating Successful Projects”. Its direction focussed on ‘Purpose – having clarity on the overall priorities and desired outcomes; Affordability – understanding what delivery will cost and not being over-optimistic; Pre-commitment – having robust internal assessment and challenge to establish if the project is feasible; Project set-up – the detailed specification, procurement, contract and incentive design; and Delivery and variation management – maintaining delivery pressure throughout the life of the contract and flexibility to recover the integrity of the project in light of unanticipated events or significant variations from the original plan’.

In March 2013, Lord Browne in his report to government – “Getting a Grip – How to Improve Major Projects Execution and Control in Government” said that ‘there is still insufficient attention given prior to the initiation of projects to identifying options and risks; consistent failure to put in place project leaders with the right skills, experience and incentives; and inadequate scrutiny of the most complex and expensive projects at the centre of government.’ He concluded that there are ‘six areas in which the role of government should be enhanced to reduce risk and hence improve the execution and control of government major projects:
‘(1) control of project initiation;
(2) on-going project assurance and intervention;
(3) post project audit;
(4) appointment of major project leaders and certain critical project management posts;
(5) design of pay and incentives to create high performance;
(6) wider development of skills and capability across government.’

Over a number of years and specifically the last 12 months, this Association has reinforced and embraced through discussion and meetings the key messages from these reports. Events on Project Controls, Leadership, Collaboration and Organisational Programme Management are very relevant and worthy of referencing. So if we know what the issues are and we know what needs to be done, bearing in mind that a tremendous effort is being made already, how do we ensure that we are ‘ making the right start?

It is absolutely true to say that both Public and Private sectors have proactive roles to play, project gestation covers many facets and the role of clienting shouldn’t be underestimated. We will hear from both national and international organisations who are at the forefront of critically analysing initiation in both sectors. An update from the Major Projects Authority about how they are continuing to implement their plans working alongside Infrastructure UK and government departments will be valuable. Private and public sector initiatives shared by all will provide excellent synergies and cross platform working. Lessons applied and shared, not just those learnt will complete the key messages for members.

By Jonathan Norman
February 25th 2014

Project Initiation – making the right start Highlight Report

In December 2011, the National Audit Office offered a “Guide – Initiating Successful Projects”. Its direction focussed on ‘Purpose – having clarity on the overall priorities and desired outcomes; Affordability – understanding what delivery will cost and not being over-optimistic; Pre-commitment – having robust internal assessment and challenge to establish if the project is feasible; Project set-up – the detailed specification, procurement, contract and incentive design; and Delivery and variation management – maintaining delivery pressure throughout the life of the contract and flexibility to recover the integrity of the project in light of unanticipated events or significant variations from the original plan’.

In March 2013, Lord Browne in his report to government – “Getting a Grip – How to Improve Major Projects Execution and Control in Government” said that ‘there is still insufficient attention given prior to the initiation of projects to identifying options and risks; consistent failure to put in place project leaders with the right skills, experience and incentives; and inadequate scrutiny of the most complex and expensive projects at the centre of government.’ He concluded that there are ‘six areas in which the role of government should be enhanced to reduce risk and hence improve the execution and control of government major projects:
‘(1) control of project initiation;
(2) on-going project assurance and intervention;
(3) post project audit;
(4) appointment of major project leaders and certain critical project management posts;
(5) design of pay and incentives to create high performance;
(6) wider development of skills and capability across government.’

Over a number of years and specifically the last 12 months, this Association has reinforced and embraced through discussion and meetings the key messages from these reports. Events on Project Controls, Leadership, Collaboration and Organisational Programme Management are very relevant and worthy of referencing. So if we know what the issues are and we know what needs to be done, bearing in mind that a tremendous effort is being made already, how do we ensure that we are ‘ making the right start?

It is absolutely true to say that both Public and Private sectors have proactive roles to play, project gestation covers many facets and the role of clienting shouldn’t be underestimated. We will hear from both national and international organisations who are at the forefront of critically analysing initiation in both sectors. An update from the Major Projects Authority about how they are continuing to implement their plans working alongside Infrastructure UK and government departments will be valuable. Private and public sector initiatives shared by all will provide excellent synergies and cross platform working. Lessons applied and shared, not just those learnt will complete the key messages for members.