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IRNOP
2017
Paper #
A Sponsor’s
Framework of
Engagement and
Motivation for
Project Success:
A Grounded
Theory StudyDr. Radhia Benalia
Dr. Khalid Ahmad Khan
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Dr. Radhia Benalia, PMPRadhia is a Doctor in strategy,
program, and project
management earned at Skema
Business School. A trilingual
pracademic with many years in
teaching and training, she is a
passionate of using Grounded
Theory for performing academic
research. Dr. Benalia is now the
Director of Training and
Development at Advisors. She
has been teaching and training in
Canada, Lebanon, UAE, Turkey,
and Algeria.
Dr. Khalid Khan• Khalid is a PhD Advisor at
SKEMA Business School. He is
a strategy consultant who works
primarily in development,
advising governments and
multi-lateral agencies (World
Bank, USAID, GIZ) in improving
the designing, implementation
and monitoring of public sector
project. He has diverse
experience . Dr. Khan holds a
Ph.D from SKEMA Business
School.
Authors
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Agenda
• Background
• Definitions
• Literature Review
• Justifying the Use of Grounded Theory
(GT) and Classic Grounded Theory (CGT)
• Research Design
• Research Roadmap
• Comparison with Extant Literature
• Research Outcomes
• Contributions
• Limitations and Recommendations for
Further Research
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Background
Motivation:
1- Professional Motivation: I sponsored projects but also reported to
several Project Sponsors.
2- Academic Motivation: Interest in the substantive area of Project
Sponsorship at large as it is sponsorship is a project-bound
leadership position.
3- The central role of the project sponsor for project success has
been recognized by researchers. In fact, project success is
unachievable without an excellent level of support from Top
Management. (Young & Poon, 2013).
Top Management can be interchangeably used at times with Project
Sponsorship.as done by Basu (1994).
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Definitions
• “The sponsor is often an executive or an individual from Top
Management levels who champions the project” (Pinto & Patanakul,
2015).
• According to Gemunden (2014), project sponsors are in charge of
providing resources and are the ultimate accountability points for
delivering results
• A Success framework is “a basic structure, underlying system, or
context that supports the project life cycle to meet the project’s
success criteria” (Joslin & Muller, 2016, p.4).
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Literature Review
The literature has clearly neglected the perspective of Project
Sponsors. A plea for new research questions and a more
differentiated view of the “success factors” in Senior Management
involvement.” (Gemunden, 2014)
Boonstra (2013) urges for an understanding of what is really going
on- almost a direct call to Grounded Theory.
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Success Factors &
Criteria
According to Kloppenborg et al. (2007), there is a general agreement
existing between executive sponsors and project managers on global
features of project success.
In project management, Success Factors are taken into account when
planning comprehensively and choosing an approach (Muller & Joslin,
2016).
Through an extensive literature review, Khan (2012) identified a list of
70 Success Factors Variables. There is a number of factors directly or
indirectly related to the project sponsor.
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Justifying the Use of
Grounded Theory (GT)
Methodology
The relevance of grounded theory is earned, rather than preconceived
(Glaser, 1978, 1992, 2003).
• No a priori theory “Grounded theory is appropriate when no theory
exists (..) (Suddaby, 2006, p. 636).
• Significant gap in Literature review on the substantive area
• GT is the study of a concept. “Concepts are precursors of constructs
in making sense of the organizational world” (Gioia, 2013, p. 16).
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Benefits of Grounded Theory
Grounded Theory
Freedom from Shackles of previous theories. No bias but genuine query.
Bridge between the rigor of academia and the pressing demands of the practitioner’s
world
Celebrate Innovation but Comply with Academic Rigor
Appropriate method for analyzing managerial behavior (Locke, 2001)
Capturing the complexity of the phenomenon, adding some “enlivenment” to existing
theories
Rooting itself in the conceptual accounts of people who live the social phenomenon
(Glaser, 1992)
Research questions and problem emerge and are not forced
“The most interesting research starts from Pull not Push” (Mintzberg, 2004, p. 402).
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Selection of Classic Grounded
Theory (CGT)
• Martin and Turner (1986) identified the characteristics of the CGT as
an effective tool in the study of organizations” (Evans, 2013)
• No commitment to a pre-conceived set of questions. A commitment
to an open mind matched with rigor.
• With CGT, the researcher knows there is a truth out there, and
wants to discover it without altering it.
• Development of conceptual theory and researcher exhibits
disciplined restraints.
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Research Design
Realism works very well with grounded theory as one of its beliefs is
that science should be understood as an ongoing process, which can
be improved iteratively.
Philosophy is Realism
Approach is Inductive as
instead of confirming
theories; a theory is to
emerge.
Strategy is classical grounded
theory (CGT)
Time Horizon is Cross-
Sectional
Techniques and Procedures
(Semi-Structured Interviews
with Informed Participants
are based on Interviews via
Theoretical Sampling).
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Demographics of IntervieweesVisual
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Demographics of Interviewees
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Demographics of Interviewees
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Research Roadmap
• Approaching the Substantive Area
• Selecting Methodology
• Selecting Participants
• Establishing Contact
• Conducting Interviews (Collection and Analysis is Iterative and not
sequential)
• Identifying Core Issue and Main Categories
• Combining Categories
• Finding Connections and Letting the Data grow
• Reaching Theoretical Saturation- Emergence of Theory
• Performing Theoretical Integration- Revision of Theory
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Coding
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Organizing Data
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Interview Tables
AK Statement Open Code Category Memo
2.01
The important thing is that (buy-in) occurs that
means that we convince that there is value to
be presented with this project
Buy-in for value ValueSenior management
sees value in project.
2.02However if action occurred without seeing
value, we will not be able to reach our goals.Seeing Value Value
Team sees value in
project. Otherwise,
goals cannot be
reached.
2.03And if people are not engaged, we will not be
able to reach our goals.Engaging People Engagement
Engagement for
reaching goals
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Comparison of Codes
Trust CLARITY UNDERSTANDING MOTIVATION SIGNIFICANCE COMMUNICATION KNOWLEDGE
creating trust and a sense of
relationship and being a resource
linker for the project manager
giving PM guidance and having
check points every now and
then
understanding stakeholders what is the best approach
to manage and motivate
the PM *(understanding)
project delivers outputs
that contribute to the
outcomes the program
needs to establish a
capability or improve a
capability of the business;
this delivers benefits
frequency of communication:it is
very important; it depends on
the nature of the location and
the relationship, and the
complexity and the capacity of
both thePM and the program
managers in that instant
knowing how to
communicate from
experience
*(communication)
people seeing others trust you
and sharing information with you
as a sponsor
project identification
document for clarity
understanding the influences and
the influencer that would influence
that stake holder and would
influence the delivery and managing
according to expectations. SAW IT
SOMEWHERE BEFORE
it is everyone's job to
motivate and inspire all
stakeholders on the
project
product is still relevant communicating for expectations;
asking PM ho they like to work
and telling them how I, the
program manager like to work
and what my style is like
PM has knowledge in
indusry*(right PM)
too much information given to the
PM might make them think there
is no trust
developing work examples for
clarity of KPIs
understanding the stake holders,
where they come from. WHY THEY
WANT WHAT THEY WANT?
PM motivate the team product we are texting is fit
for purpose*(value)
frequemcy of communication;
criticality of timeline and level of
stakeholders' engagement
PM has knowledge of
vendors*(right PM)
PS build relationships with people
and establish trust
clarifying KPI by applying the
data in real practice and
understood how this could be
measured and monitored and
used for continuous
improvement
what their problems are, what
solutions we are trying to deliver,
and how it can be integrated within
the whole processes and procedures
*(significance)
lack of
clarity/information lead
to lack of motivation and
cooperation;anticipatory
leadership*(clarity,leader
ship)
favorite project because
involved from the inception
explain to senior management
and middle management what
we are trying to do
being a PM before helps the
project sponsor; knowing
what it is like to be a PM
helped
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Development and Combination
of Categories
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First Iteration-Emerged
Research Questions and
ProblemHow does a project sponsor establish a framework of Engagement and Motivation for
achieving project success?
How does a project sponsor maintain a framework of Engagement and Motivation for
achieving project success?
Engagement: Schaufeli (2013): Engagement entails vigor (energy on the job),
dedication, and absorption (emotional and cognitive commitment):
Motivation: “Work Motivation is a term commonly used by both practitioners and
researchers to explain the intensity, direction, and persistence of individuals towards
work” (Gallstedt, 2002; p449)
Success Framework: A Success framework is “a basic structure, underlying system, or
context that supports the project life cycle to meet the project’s success criteria” (Joslin
& Muller, 2016, p.4)
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Second Iteration- Growing the
Data and Tracing Connections
Example Through Quotes:
And if you pitch it that way not just to the project manager but to the
team, when they feel that their contributions are just as important
or highly looked at and that it will impact their career on the long
term and how it would benefit the company and the client, then I
feel that they would also jump on board to see the value and be
motivated”.
Having a sense of competence ( or self-efficacy to use the Self-
Determination theory terminology) promotes engagement.
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Second Iteration: Growing the
Data and Tracing Links
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Memo
THE PROJECT NEEDS TO MEAN SOMETHING.
I Think I've just had an aha moment. This is the hot button; all other points are
important: especially clarity and trust and end in mind or something, but there
was a driver missing. And it hit me as I had put motivation, but it was almost
like operational motivation , not the initial one. In order for stakeholders to get
things done, they need to see that the project makes sense. It needs to have
SIGNIFICANCE so that the project means something both in terms of value
and of meaning
Value could be for them, the organization, the client? , the legacy, the impact,
the value
for the COMMUNITY, contribution to sustainability. But meaning also in terms
of understanding: Understanding promotes motivation and empowerment.
I see a two-way relationship between trust and clarity. There are some cyclical
elements. Is ego a limitation only? Is it ruled by the Fear of looking
incompetent? What else feeds Trust?
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Third Iteration
• Theoretical Saturation: At the end, there are no additional concepts
or incidents.
• Answers start to be redundant like in an ending conversation.
• Compilation of Success Factors and Leadership Traits
• Emerging Theory
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Success Factors- A Sponsor’s
Perspective (Examples)Success Factor in Khan
(2012) Compilation
Success Factors from PS Perspective
Project Manager’s
Autonomy
Ps separates his/her work from PM from start.
PS does it with an example.
PS shows organization value of PM’s work.
PS needs to balance between delegation and laissez-
faire
PS lets PM presents results
Rapport of PM with PS PS understands PM character
PS established partnership with PM based on common
purpose
No perspective of personal agenda on either side
Ps/PM
PM and Ps understand the other’s comfort level.
PM and Ps speak the same type of language.
PM and Ps make their expectations of each other clear.
PS shows care.
PM selective and straight-forward when communicating
with sponsor.
PS is amiable with PM.
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Success Factors- A Sponsor’s
Perspective (Examples)
•PS ensures business case and value is valid, communicated, significant, and
downgrade is communicated.
•PS assesses importance of Project for Everyone of PM, Team and
Organization.
•Appropriate Priority is set with Organization and clarified to other executives.
•Understand and explains the significance of project for client’s financial goals/
Monitor
•Ensure balance between novelty and alignment
•Understanding End Users and Value for them
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Relationships (Delegation and
Competence)Integrating Clarity and
Significance.
Leadership Rapport Delegation Competence
Clarity on expected value
helps define criteria.
Clarity on value helps set
direction
Lack of clarity on impact
can lead to bad decision
making
Less Ps Involvement, Less
engagement.
A disengaged sponsor will
cause for PM to be
undermined and lack of
resources
Ps not committed will lead
to less communication from
team
When team sees their input
is valued, it promotes
engagement and
motivation.
Autonomy in decision-
making promotes
perspective on competence
(self-efficacy) and level of
engagement.
Understanding of market for
better clarity on
requirements
No value for organization
means most likely no
resources
If PM and PT see support
comes from high level in
organization, they are more
motivated.
A good rapport with PM will
promotes collaboration in
problem solving
Good Rapport Gives Clarity
On Competence.
Micro-management inhibits
risks and issue resolution
Understanding Strategy
Promotes better alignment
When downgrading of
significance is not
communicated, a lack of
engagement will happen
(floundering)
Communication and
Connection leads to
Cooperation and
Engagement.
When PM and Ps speak
same language, rapport is
promoted.
Micro-Management affects
rapport and decreases
engagement.
Can promote Leadership
Skills
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Relationships ( Leadership and
Rapport)Integrating Clarity &
Significance
Leadership rapport Delegation Competence
Shared purpose and
significance promote
Engagement and
Motivation
A participative leadership
style promotes better
rapport with PM and Team.
Clarity in expectations
promotes rapport.
Empowered PM and TEAM
maintain better
relationships and better
engagement and
motivation.
Having SMES helps
making informed decisions.
Consulting with SME gives
more clarity on
requirements
Novelty can bring more
value.
Ps showing indecisiveness
affects trust of PM and PT.
When boundaries are not
clear, everyone becomes
confused.
Give right authority
promotes good rapport.
Not having right authority
can cause for too many
changes in planning and
negotiation.
Ps talkingn about value of
learning contributes to the
development of people
involved.
Understanding level of
perceived significance
enables clarity on level of
effort needed for motivation
Facilitating problem solving
instead of enforcing it
promotes good rapport and
engagement.
PM giving options
maintains a minimum level
of engagement.
When people learn from
their mistakes, they
become better.
People seeing value in
what they do promotes
motivation.
When PM sees Ps can
remove blocks, trust is
enhanced.
Good rapport with client
maintains or increases
significance and
engagement.
Feedback loop promotes
good perspective of
competence and in turn
engagement and
motivation
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Relationships (Integrating Clarity
& Significance and Rapport)Integrating Clarity &
Significance
Leadership rapport Delegation Competence
Clarity in Objectives allows
to see significance
Availability promotes
rapport and engagement.
Knowing what to speak
about (Being selective)
promotes good rapport
When Ps has PM
experience they can better
relate with PM and PT and
show empathy.
Lack of knowledge and
understanding can lead to
micro management.
Clarity on KPIs, reporting,
and acceptance criteria
promotes better
engagement.
Ps persuasive skills
promote showing value and
getting support.
Trust leads to more clarity
and good decision-making.
It also promotes
engagement and
motivation.
Cultural Misfits can
decrease level of rapport
and engagement.
When communication is
good, maintaining
engagement is easier.
Firing bad influence and
being firm is essential to
preserve and engaged
environment.
Ps and PM rapport with
suppliers facilitates
progress of project.
Better competence and
leadership skills of PM
enables an engaging
environment and success of
project
Clarity and significance on
roles and expectations
enables good relationships
(rapport).
Attitude of Ps impacts
attitude of PM and PT Lessons Learned promote
ability to sponsor project.
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Third Iteration- Emerging Theory
3
2
1
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Comparison with Extant
Literature: Self-Determination
TheorySelf-determination theory (SDT) maintains that an understanding of human motivation
requires a consideration of innate psychological needs for competence, autonomy, and
relatedness (Deci & Ryan, 2000).
Psychologist Albert Bandura (1997): Self-efficacy is one's belief in one's ability to
succeed in specific situations or in accomplishing a task; he has also extended his
theory to a team level: Team members develop a sense of collective efficacy.
Amabile (2011): Showing small wins help ignite engagement.
And if you pitch it that way not just to the project manager but to the team, when they
feel that their contributions are just as important or highly looked at and that it will
impact their career on the long term and how it would benefit the company and the
client, then I feel that they would also jump on board to see the value and be
motivated”.
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Comparison with Extant
Literature: Self-Determination
Theory
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Comparison with Extant Literature: Global Alliance for
Project Performance Standard (GAPPS) Framework
GAPPS SPONSOR’S FRAMEWORKSPONSOR’S FRAMEWORK FOR ENGAGEMENT & MOTIVATION
Same Related Not Found
Alignment of the project with the defined
direction of the organization is
maintained.
Ps s ensures project aligns with
corporate strategy.
Ps should ensure/ not just assume
Business Case is approved
.
The project is justified and realistic.
Ps should ensure that project is not
a zombie project: Not realistically
feasible.
Authority levels, approval processes,
decision-making protocols, and reporting
mechanisms are defined, communicated,
and implemented.
KPIs should be linked to strategic
objectives and translate Top
Management concerns and
expectations.
Ps and PM need to understand how
many indicators are needed to be
reached so the project is considered
successful.
The sponsor approves of objectives
and KPIs set by PM.
KPIs should be communicated to
everyone working on the project.
Sponsor needs to ensure criteria for
reporting stages are clear.
Ps and PM develop a level of
structure that will enable
sponsor to have clarity.
Ps to ensure structure is
maintained or if changed is
needed, it is adapted.
There needs to be clarity
about the governance of the
organization.
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Comparison with Kloppenborg
and Team (2014)
Kloppenborg
• Environment favorable to effective
communication.
• Sponsor selecting and mentoring a
project manager
• PS defines performance/success
standards for PM
• The project sponsor appoints
and/or changes a project manager
(when necessary)
• Sponsors build strong stakeholder
relationships
• Sponsor emphasizes benefits and
capabilities,
Framework for Engagement &
Motivation
• Sponsor promotes clear
communications
• PS selects PM and PT
• Success Criteria are clear and
explained
• PS changes or terminates PM
when necessary
• PS builds rapport with PM, PT,
Client, Suppliers
• PS conveys purpose and values
and promotes development
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Research Outcomes
• Research Questions were answered through a long list of success
factor variables (Almost 200).
• A Comparison with GAPPS Framework, the Self-Determination
Theory and Kloppenborg and team longitudinal study that shows
alignment with all
• A theory of Engagement and Motivation that has the ambition to add
some concepts to the Self-Determination Theory (SDT)
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Contribution to Theory
• Using a full-fledged Grounded Theory methodology to understand a
Project Sponsorship success framework
• Leveraging the Literature Review as Data and integrating it in the
emerging theory
• Developing a theory of team engagement and motivation that may
add to the extant theories, such as the Self-Determination Theory
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Contribution to Practice
The framework suggested can be used by both project sponsors and Project
Managers to establish expectations on both sides before initiating or
implementing a project.
The framework, as well as the leadership traits, can offer a tool to select
project sponsors and Project Managers.
The framework can also be included in organizations and educational
institutions training and development programs for Senior and Top Managers.
The success factors can be used in training and preparing Project Managers
to work and deal with project sponsors.
Project sponsors can use this research outcome to benchmark the work they
do on projects.
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Strengths and Limitations
STRENGTHS LIMITATIONS
It is drawn from the perspective of
the project sponsors themselves, a
perspective which is not very
profuse in the literature and is quite
needed (Gemunden, 2014).
The study is mono-methodical.
It is grounded in the real-life
experiences of excellent participants
with extensive experience in project
sponsorship and/or distinctive
academic credentials.
Not explicitly looking at success
criteria
The study has been conducted
across continents and industries.
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Recommendations for Further
Research
Case studies would be a good ground to get more perspective as well as a quantitative study to factorize the success factors.
How a framework of Motivation and Engagement can be established and maintained when the Sponsor is a committee and not just an individual.
Comparing the Leadership Skills required for Project and Program Managers compared to the ones here identified for project sponsors.
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Thank You
Q&As are welcome.
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Thesis Structure
This CGT PhD Thesis Structure
Chapter 1: Introduction
Chapter 2: Literature Review: to “read” the existing work on
Success and Project Sponsors
Chapter 3: Methodology
Chapter 4: Data Collection and Analysis: Interviews
Chapter 5: Theoretical Integration: Literature review to reference
and integrate substantive theory with existing knowledge
Chapter 6: Conclusion: Contributions, Recommendations for
Further Research
