The case study entitled “The Invisible Sponsor” precisely about project sponsors, roles and responsibilities, Moreland Company senior staffs, fear of making a decision and so forth. The study reveals that the president of Moreland company assigned one of the VP (Vice President) to act as the project sponsor, but he showed his reluctant behaviour to make decisions. Besides, the case refers to a number of elements, but we shall be answering following first three questions of a case study;

1. Why do some executives refuse to function as project sponsors?

Fear of failure of a project that adversely damages reputation and career motivate executives to refuse function as project sponsors. For instance, according to the case study (Kerzner, 2017), the Moreland Company hired an executive, Al Zink, from a manufacturing company and the President of Moreland Company assigned him as the project sponsor on a medium-sized project. However, “Al realized that the failure of a project where he was the sponsor could damage his reputation and career” (Kerzner, 2017). His reluctant behaviour as project sponsor also due to Fred Cutler, who intentionally informed Zink “that the project sponsor is the person that the president eventually holds accountable for the success or failure of the project” (Kerzner, 2017). In this sense, executives refuse to function as project sponsors out of fear of failure of a project. However, at the same time, this also can be seen from this case study that if trained and experienced executive’s train or guide inexperienced executive he may not refuse to act as the project sponsor.

2. Can an executive be “forced” to function as a sponsor?

An executive can be forced to function as a sponsor, because of a number of things such as pressure from senior members, motivation toward jobs rather than performance, etc. However, at the same time, it is the wish of an executive to decide to be a project sponsor or not. In the absence of an executive consent company or stakeholders cannot force to function as a sponsor. However, according to the case study though Zink shows reluctant behaviour to take the decision, he forced to act as sponsor.

3. Is it right for the sponsor to be the ultimate person responsible for the success or failure of the project?

Though, a project considers as a team effort, since the power of decision associated with a sponsor he should responsible for the success or failure of the project but not ultimate.

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