An investigation into successfully managing and sustaining the project sponsor-project manager relationship using soft systems methodology

Although project managers and project sponsors are both project leaders, these two groups of professionals often hold different perspectives which may detrimentally affect their capacity to collaborate in ways that result in successful project outcomes. This article examines the dynamics of the IT project manager and IT project sponsor relationship, looking at the perspectives that shape each role via a soft systems methodology (SSM) study. In doing so, it reviews the literature looking at the nature of IT projects and project success and the process of measuring project success via the triple constraints and project outcomes. It discusses the nature of project failure and the factors of project success; it defines the roles of project stakeholder, project manager, and project sponsor as well as the concept of stakeholder management, noting the common expectations involved in managing projects.
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