A critical factor in project success or failure, is the impact on project outcomes, caused by the relationship between the project manager and project sponsor. Theory researched provides the foundations between the relationship between project manager and sponsor for an analysis on project best practices. The objective of which is to apply these theories to help create a set of guidelines or recommendations to be implemented to help measure and then manage the relationship through project processes or guidelines. The analysis covers the established views on the roles of both manager and sponsor within a project as well as the relational issues that are a part of it. The impact of these issues on project outcomes are the foundation of this dissertation. A portion of the analysis will be using lessons learned from previous projects and part of this research is to nd best practices for identication and application of these lessons. Empirical data is in the form of a series of interviews with both the main company and a benchmarking process using three other companies. This will help identify the actual perceptions and complexities of the roles and the relationship between managers and sponsors. In order to better understand the di-culties and challenges that exist in the rela- tionship both parties can work to avoid or overcome them as they arise. The diffi-culties will be both hard in terms of technical knowledge as well as soft relaating to people skills. Knowing how the relationship functions best would be an important asset for each party and will greatly increase the chances of project success.

Det allmänna trycket på förändringar ökar ständigt, liksom organisationers behov av att hantera och genomföra dessa. Samtidigt är förändringsprojekt komplexa och har en hög misslyckandegrad. Interna förändringsprojekt kan involvera både projektledning och förändringsledning. Skillnaden mellan dessa kan enklast beskrivas som att projektledningens fokus ligger på den tekniska lösningen medan förändringsledningen riktar energin mot att skapa förståelse och acceptans hos projektets berörda individer. Under det senaste decenniet har forskning riktat fokus mot interna förändringsprojekt och behov av kompetenser hos projektledaren. Projektbeställarens perspektiv gällande interna förändringsprojekt och då specifikt skillnaden mellan förändringsledning och projektledning, är inte studerad. Frågan är hur medveten projektbeställaren är om dessa två sidor samt om kompetenser från respektive sida beaktas i valet av projektledare. Syftet med denna studie är att ge en indikation på vilka framgångsfaktorer som projektbeställaren beaktar i interna förändringsprojekt och om dessa faktorer speglas i form av kompetenser som projektledaren önskas ha. Studien undersöker även hur projektbeställaren ser på sin roll vad gäller ansvar och uppgifter. Studien utgick från en kvalitativ metod med explorativ ansats där data samlades in via sex semistrukturerade intervjuer med projektbeställare inom en offentlig organisation. Datamaterialet behandlades sedan med en tematisk analys utifrån ett teoretiskt ramverk med faktorer inom blocken förändringsledning och projektledning. Studien visar att det finns god kännedom gällande förändringars framgångsfaktorer som nämns i teori men att de inte alltid förknippas med kraven på projektledaren. De kompetenser som projektbeställare beaktar hos en generell projektledare utökas med förändringskompetenser när uppdraget gäller interna förändringsprojekt, men då starkt beroende på vilken syn projektbeställaren har på interna förändringsprojekt. Rollen som projektbeställare beskrivs innefatta flertalet ansvar och uppgifter, varav några var utanför denna undersöknings teoretiska ramar. / The global pressure for change and adaption is constantly increasing as well as the organizations need to coop and manage this ever increasing demand for change. Furthermore, change projects are very complex in its nature and suffer from a high rate of failure. Change projects may include both project management and change management. The difference between change management and project management can be described as following: the main focus of project management lies in the technical aspect whilst change management directs the energy towards creating acceptance from the projects receiving individuals. During the last decade, research has been initiated in the field of internal change projects and the need of necessary competencies of the project manager. Still internal change projects and more specifically the difference between change management and project management, have not yet been studied from the project owner’s perspective. The question remains if the project owner is aware of these two sides and if their competencies are reflected in the choice of a suitable project manager. The purpose of this study is to give an indication of which success factors project owners valuates within an internal change project and if those reflect as desired competencies of the potential project manager. This study also includes the role of the project owner and what they themselves define their duty and responsibilities. The design of this study is based from a qualitative methodology with an explorative approach where data was collected from an organization in the public sector via six semi-structured interviews of project owners. The data was later analyzed with a thematic analyze method constructed from a theoretical framework of factors included by the two areas: project management and change management. The result of this study indicates that the project owner have good knowledge regarding the success factors of change which is mentioned in theory. However these success factors are not usually associated with the project managers qualifications. The competencies identified by the project owner to be important by a general project manager are expanded with change management competencies if the project is classified as an internal change project. The addition of required change management competencies is though highly dependent on the project owner’s vision of internal change projects. The role as project owner is described to include a variety of duties and responsibilities of which some of them not covered by the initial theory of this study.

Submitted by Marcelo Alves Santos (marcelo.alves@live.com) on 2017-07-05T21:23:53Z No. of bitstreams: 1 Dissertação - Mestrado - Marcelo Alves Santos.pdf: 2480940 bytes, checksum: c2674ec4d88282358ef5e25761777a1d (MD5) / Approved for entry into archive by Renata de Souza Nascimento (renata.souza@fgv.br) on 2017-07-05T21:37:53Z (GMT) No. of bitstreams: 1 Dissertação - Mestrado - Marcelo Alves Santos.pdf: 2480940 bytes, checksum: c2674ec4d88282358ef5e25761777a1d (MD5) / Made available in DSpace on 2017-07-06T13:09:32Z (GMT). No. of bitstreams: 1 Dissertação - Mestrado - Marcelo Alves Santos.pdf: 2480940 bytes, checksum: c2674ec4d88282358ef5e25761777a1d (MD5) Previous issue date: 2017-06-26 / The analysis of critical factors for project success, as well as the definition of success in projects, are contents that are constantly addressed in the project management literature. This case study proposed a clipping in this subject, focusing on how the project sponsoring executive can contribute to the success of a project. Two projects within the same organization were analyzed, applying the theory developed by KLOPPENBORG et Al. (2014) for evaluating behaviors of the project sponsor. For each project interviews were conducted with closed questions, followed by open questions with their respective stakeholders. The objective of these interviews was to understand how the project sponsor contributed to the success of the projects studied through the theoretical lens adopted. Using a qualitative methods this research has indicated that the project sponsor had a major impact on the success of the projects chosen. The research indicated that the following behaviors contributed to the result of the projects in the organization: (1) behavior 3 - the project sponsor guaranteed the project planning; (2) behavior 6 - the project sponsor maintained a relationship with the stakeholders; (3) behavior 7 - The project sponsor ensured communication between the project and its stakeholders. The emergence of responses through qualitative research also allowed exploring other factors that influence success, but will not be discussed in depth in this research. This work aims to contribute to the body of knowledge about project management exploring the sponsor's impact on project success. At the same time it also aims to encourage organizations to rediscuit the role of the project sponsor by allowing them to contribute positively to the success of projects within organizations. / A análise de fatores críticos para o sucesso de projetos, bem como a própria definição de sucesso em projetos, são conteúdos constantemente abordados na literatura de gestão de projetos, programas e portfólios. Este estudo de caso propôs um recorte nesse assunto, com foco sobre como o executivo patrocinador de projetos pode contribuir para o sucesso de um projeto. Foram analisados dois projetos dentro da mesma organização, aplicando-se a teoria desenvolvida por KLOPPENBORG et Al. (2014) para avaliação de comportamentos do patrocinador de projetos. Para cada projeto foram feitas entrevistas com perguntas fechadas, seguidas de perguntas abertas com as suas respectivas partes interessadas. O objetivo dessas entrevistas foi compreender como o patrocinador de projetos contribuiu para o sucesso dos projetos estudados através da lente teórica adotada. Através de análises qualitativas, utilizando apoio de ferramentas estatísticas, a pesquisa indicou que o patrocinador de projetos teve um impacto importante para o sucesso dos projetos escolhidos. A pesquisa indicou que os seguintes comportamentos contribuíram para o resultado dos projetos na organização: (1) comportamento 3 - o patrocinador de projetos garantiu o planejamento do projeto; (2) comportamento 6 - o patrocinador de projetos manteve relacionamento com as partes interessadas; (3) comportamento 7 - o patrocinador de projetos garantiu a comunicação entre o projeto e as suas partes interessadas.A emersão de respostas através da pesquisa qualitativa permitiu também explorar outros fatores que influenciam o sucesso, todavia não serão discutidas a fundo nesta pesquisa. Este trabalho pretende contribuir para o corpo de conhecimento sobre gestão de projetos, explorando o impacto do patrocinador no sucesso de projetos. Ao mesmo tempo também pretende incentivar as organizações a rediscutir o papel do patrocinador de projetos, permitindo que ele contribua de forma positiva para o sucesso de projetos nas organizações.