PMOs love serving project managers. It is the obvious customer. The role that decides whether the PMO is useful or ornamental, however, is often the sponsor, and most PMOs undersupport them.
A session run by Eileen Roden for PMO Flashmob made the case clearly. If your PMO is built around the project manager, you are solving half the problem. The other half sits one level up, in a role most PMOs have never properly defined.
At a glance
- The project sponsor is consistently the most under-served role in the delivery chain.
- 67% of PMO practitioners in the session identified "lack of clear senior management ownership and leadership" as the top cause of project failure in their organisations.
- Only 36% said their sponsors know their role adequately; 32% said slightly.
- The APM's Conditions for Project Success show "secure funding" as the most embedded condition, with other conditions scoring below 30%.
- Fear and credibility concerns stop many sponsors from asking for help, which means the PMO has to bring the support to them.
Why this matters
The standard PMO offer, status reports, RAID logs, governance forums, is built for the project manager. The sponsor gets a slide deck every two weeks and a calendar invite to a steering group. That is not support. That is a broadcast.
Sponsors have specific needs. They need help framing decisions for their own leadership. They need someone to challenge their assumptions without making them look stupid. They need help saying no to projects that should not be sponsored. They need help saying yes to projects with realistic expectations. None of that is in the standard PMO service catalogue.
The data from the session is the warning shot. When two-thirds of project failures trace back to senior ownership and leadership, and barely a third of sponsors know what their role is, the PMO's job is not to keep building dashboards. It is to define, then fill, the support gap.
Sponsor service options: Where to start
The session surfaced a range of approaches. The right choice depends on your PMO's maturity and your organisation's culture. Use this checklist to narrow down where to begin.
| Approach | What it is | Best for |
|---|---|---|
| Role definition | A one-page document outlining sponsor responsibilities | Any PMO; start here before adding services |
| Crib sheets and checklists | Stage-by-stage prompts for sponsor actions | Sponsors who want guidance without a meeting |
| Nudging | Non-coercive influence through suggestions and constructive challenge | Cultures where sponsors resist formal support |
| Confidential advice line | Internal or external channel for sensitive guidance | Senior sponsors worried about losing credibility |
| Probing questions in reports | Additional questions in existing PMO reports aimed at sponsor decisions | PMOs with established reporting rhythms |
| Behavioural workshops | External facilitation to address sponsorship culture | Organisations where weak sponsorship is systemic |
The common thread across all options: do not wait for sponsors to ask. They will not. The support has to arrive first.
What to watch next
The interesting test for any PMO is whether it is willing to reallocate capacity from project manager services to sponsor services. That means fewer status packs, fewer RAID reviews, and more one-to-ones with senior leaders. The pushback will be that "the PMs need us too". They do, but the use on portfolio outcomes is much higher one level up. Watch the PMOs that make this shift; they are the ones that move from process custodians to delivery leaders.
Bottom line: stop treating the sponsor as a mailing list. Treat them as the customer.
Key takeaways
- Sponsors are the PMO's most important and most under-served customer.
- Two-thirds of project failures trace back to weak senior ownership and leadership.
- A written sponsor role definition and a dedicated sponsor service close most of the gap.
- PMOs that reallocate capacity to sponsor support see better portfolio decisions.
Frequently asked questions
What is the project sponsor's role?
The sponsor is the senior owner of the project, accountable for its strategic alignment, funding, outcomes and steering-level decisions.
How common is weak sponsor engagement?
In the session poll, 67% of PMO practitioners identified weak senior ownership and leadership as their top cause of project failure.
Do sponsors understand their own role?
Barely. Only 36% of session respondents said their sponsors know the role adequately, with another 32% saying slightly.
What services should a PMO offer sponsors?
At minimum: a written role definition, regular one-to-ones, decision support, and tailored pre-meeting briefs for steering decisions.
Why do sponsors not ask for help?
Fear and concerns about saving face. The PMO has to bring the support to them rather than waiting for the ask.