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2 - Project Management Roles

Each of the roles defined below should be covered in a manner that is appropriate to the size and importance of the project being managed. An informal approach that is seriously implemented is better than a formal one that is too complex or is honored in form only.

Executive Sponsor (Champion):

The executive sponsor is the executive level advocate and cheerleader for the project making sure that there is necessary support for the project from management and staff. He/she is committed to the project’s success and works directly with the project leader/project manager to assure that the project is on track. In many instances the CEO is the most appropriate executive sponsor. If the CEO is not the sponsor, his/her support for the executive sponsor must be clear and visible.

The Executive Sponsor has a critical role in making sure that issues requiring decisions beyond the authority of the project team are resolved in a timely manner. He/she usually retains the authority to modify the scope/schedule/ budget of a project.
In larger hospitals and for larger projects an Executive Steering Committee may be established to oversee the project and make decisions on scope/schedule/ budget and other high level policy/procedure questions. The Executive Sponsor generally will chair this group.

Project Leader:

The project leader is accountable for achieving the project objective within scope, schedule and budget for the project. He/she chairs the Project Team and manages the accountabilities of the team members. He/she reports to the Executive Sponsor for project performance. The project leader assures that issues are resolved in a timely manner either by the project team or through escalation to the Executive Sponsor.

Qualities: Good project leaders have solid leadership and management skills, are respected in the technical areas covered by a project, and have a working knowledge of the departments and processes that will be affected. The ability to influence people over whom they have no authority is an important skill for project leaders.

Project Manager:

The project manager is accountable for the day-to-day performance of the project. He/she develops the project plan, works directly with project team members on its execution and manages the collection and flow of information on project progress. He/she is reports to the project leader for all matters relating to the project. For smaller projects and in smaller hospitals the Project Manager and Project Leader functions are combined. When this is the case it is important to make sure that both functions are adequately addressed.

Qualities: Good planning and organizational skills, attention to detail and excellent follow through are the mark of project managers. The ability to rigorously and objectively report information on project progress to plan is an essential skill for project managers. It is possible to hire good project managers on a temporary basis.

Project Team:

The project team does the work of the project. It includes individuals representing the departments/functions/processes that must make significant changes in order to accomplish the project objective. Big complex projects may require a series of sub teams coordinated by an overall project team. Project Team members report to the Project Leader (or Project Manager) for purposes of the project.

Qualities: Team members should be experts in the departments and processes being affected by the project (not always a department manger). They should have the trust and respect of both their peers and supervisors. Good team members have an excellent understanding of how things are currently done. They also have the ability to design whole new systems if necessary to achieve an objective.