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You're reading from  Practical Change Management for IT Projects

Product typeBook
Published inMar 2014
Publisher
ISBN-139781783000302
Edition1st Edition
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Author (1)
Emily Carr
Emily Carr
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Emily Carr

Emily Carr has been working as a Change Management consultant for over a decade. As a consultant, she has worked with Fortune 500 companies to develop and execute successful Change Management, communications, and training programs for large-scale business and IT projects. These programs have had global reach across the United States, Australia, India, Eastern Europe, and the Middle East. Emily is also the author of the popular Change Management blog, Practical Change Management.
Read more about Emily Carr

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Summary


Building strong sponsorship for your change is an important contributor to the successful adoption of the change. In this chapter, we looked at four different sponsorship groups:

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Practical Change Management for IT Projects
Published in: Mar 2014Publisher: ISBN-13: 9781783000302

Author (1)

author image
Emily Carr

Emily Carr has been working as a Change Management consultant for over a decade. As a consultant, she has worked with Fortune 500 companies to develop and execute successful Change Management, communications, and training programs for large-scale business and IT projects. These programs have had global reach across the United States, Australia, India, Eastern Europe, and the Middle East. Emily is also the author of the popular Change Management blog, Practical Change Management.
Read more about Emily Carr

Sponsorship group

Role

Characteristics

Activities

Steering committee

  • Set the project direction

  • Map out the path

  • Set the guidelines

  • Provide resources

  • Be available

  • High level

  • Decision makers

  • Influential

  • Meet regularly

  • Address issues quickly

  • Provide active, visible support for the change

Executive sponsors

  • More in-depth involvement with and support of the change project

  • The project's advocate on the steering committee

  • Represent the project to the organization – be the "face" of the project

  • Have the authority to drive the change

  • Influential

  • Believe in the change

  • Motivated to make the change a success

  • Attend major project activities

  • Present the change at organization-wide events

  • Hold people accountable for the change

  • Provide active, visible support

  • Advocate for project issues on the steering committee

Change agents...