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Dan Horsey suggests that sometimes you need to break up efforts into “sponsor rounds.” Leadership ought to be able to say, "Okay, in this round, we are going to improve our operations capability," or "In this round, we are going to pay attention to our sales information capability." An appropriate executive sponsor ought to be assigned to each of these rounds.  In essence, this is a way of using iterative development. During one iteration, you can pay attention to the operations people; during another, you pay attention to the sales people; and everybody gets their due. In this way you reduce conflicts and improve focus on the real goals of each of the project sponsors.

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Subject Matter

Executive Sponsor

About the Contributor:

Attributed Author

Dan Horsey

Dan Horsey is a senior information technology executive. His expertise includes project management, software design and development. His skilled in networks, distributed processing, enterprise Architecture and technology strategy. He also has experience in marketing strategy, and business/technology alignment. Dan has held senior positions are the IRS, Bureau of National Affairs and Thomson Corp.
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