Some executives prefer to micromanage projects whereas other executives are fearful of making a decision because, if they were to make the wrong decision, it could impact their career. In this case study, the president of the company assigned one of the vice presidents to act as the project sponsor on a project designed to build tooling for a client. The sponsor, however, was reluctant to make any decisions.
Assigning the VP
Moreland Company was well-respected as a tooling design-and-build company. Moreland was project-driven because all of its income came from projects. Moreland was also reasonably mature in project management. When the previous VP for engineering retired, Moreland hired an executive from a manufacturing company to replace him. The new VP for engineering, Ashley Zink, had excellent engineering knowledge about tooling but had worked for companies that were not project-driven. Ashley had very little knowledge about project management and had never functioned as a project sponsor. Because of Ashley's lack of experience as a sponsor, the president decided that Ashley should “get her feet wet” as quickly as possible and assigned her as the project sponsor on a medium sized project. The project manager on this project was Fred Cutler. Fred was an engineer with more than 20 years of experience in tooling design and manufacturing. Fred reported directly to Ashley administratively. 

Fred's dilemma: Fred understood the situation; he would have to train Ashley on how to function as a project sponsor. This was a new experience for Fred because subordinates usually do not train senior personnel on how to do their job. Would she be receptive? Fred explained the role of the sponsor and how there are certain project documents that require the signatures of both the project manager and the project sponsor. Everything seemed to be going well until Fred informed Ashley that the project sponsor is the person that the president eventually holds accountable for the success or failure of the project. Fred could tell that Ashley was quite upset over this statement. 

She realized that the failure of a project where she was the sponsor could damage her reputation and career. Ashley was now uncomfortable about having to act as a sponsor but knew that she might eventually be assigned as a sponsor on other projects. She also knew that this project was somewhat of a high risk. If she could function as an invisible sponsor, she could avoid making any critical decisions.
In the first meeting between Fred and Ashley where Ashley was the sponsor, she asked Fred for a copy of the schedule for the project. Fred responded: I'm working on the schedule right now. I cannot finish the schedule until you tell me whether you want me to lay out the schedule based on best time, least cost, or least risk. 

Ashley stated that she would think about it and get back to Fred as soon as possible. 

During the middle of the next week, Fred and Ashley met in the company's cafeteria. Ashley asked Fred again, “How is the schedule coming along?” and Fred responded as before: 

I cannot finish the schedule until you tell me whether you want me to lay out the schedule based on best time, least cost, or least risk. 

Ashley was furious, turned around, and walked away from Fred. Fred was now getting nervous about how upset she was and began worrying if she might remove him as the project manager. But Fred decided to hold his ground and get her to make a decision.
At the weekly sponsor meeting between Fred and Ashley, once again Ashley asked the same question, and once again Fred gave the same response as before. Ashley now became quite angry and yelled out, “Just give me a least time schedule!”
Fred had gotten her to make her first decision. Fred finalized his schedule and had it on Ashley's desk two days later, awaiting her signature. Once again, Ashley procrastinated and refused to sign off on the schedule. She believed that if she delayed making the decision, Fred would take the initiative and begin working on the schedule without her signature.
Fred kept sending emails to Ashley asking when she intended to sign off on the schedule or, if something was not correct, what changes needed to be made. As expected, Ashley did not respond. Fred then decided that he had to pressure Ashley one way or another into making timely decisions as the project sponsor. Fred then sent an email to Ashley that stated:
I sent you the project schedule last week. If the schedule is not signed by this Friday, it could affect the end date of the project. If I do not hear from you, one way or another, by this Friday, I will assume you approve the schedule and I can begin implementation.
The president's email address was also included in the CC location on the email. The next morning, Fred found the schedule on his desk, signed by Ashley Zink.

QUESTIONS
1. Why do some executives refuse to function as project sponsors?
2. Can an executive be “forced” to function as a sponsor?
3. Is it right for the sponsor to be the ultimate person responsible for the success or failure of the project?
4. Were Ashley Zink's actions that of someone trying to be an invisible sponsor?
5. Did Fred Cutler act appropriately in trying to get Ashley Zink to act as a sponsor?
6. What is your best guess as to what happened to the working relationship between Ashley Zink and Fred Cutler?