The project sponsor is the person who will support

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The project sponsor is the person who will support the project as a whole as well as pushingproject initiatives (increase in budget, scope modification, uncooperative department) to upper management. A poor working relationship between the project sponsor and manager, the project will have a difficult time adjusting and adapting to changes and issues. For example, a project manager lobbying for an increase in budget may fall on deaf ears if the stakeholders are not able to understand the granular details of the project. The project sponsor, on the other hand, should understand enough that he or she can explain the need for an increase in budget that is suitable to upper management. The realization of values and benefits is when a project sponsor directly makesdecision and takes actions the support the project scope, value, and deliverables (Malsam, 2020).A project sponsor must be informed of all project issues (good or bad) throughout the life of the project. Failure to communicate accurately and promptly can bring negative consequences to the project, project manager, and project sponsor. For example, two contractors needed for a project are released due to department budget changes. The project as a whole is not affected, however, the project schedule will need to be adjusted to accommodate the lack of resources. If the project manager fails to relay this information to the project sponsor, and the project schedule is delayed, the reputation of both the project manager and project sponsor is tarnished. In addition, the likelihood of the project manager receiving another project decrease. If the project manager hascommunicated to the project sponsor at the time when resources were cut, the project sponsor could have taken action to reduce the risk of the project being late.5.Which of the eight traits skills associated with being an effective project manager is the most important? The least important? Why?
ASSIGNMENT 106There are eight characteristics associated with effective project managers: 1) systems thinking, 2) personal integrity, 3) proactive, 4) high emotional intelligence, 5) general business perspective, 6) effective time management, 7) skillful politician, and 8) optimist. All of the aforementioned attributes are important; however, the most important attribute is high emotional intelligence. Characteristics of high emotional intelligence include self-awareness, self-regulation, motivation, empathy, and social skills (MindTools, 2020). The project manager’sability to self-regulate and relate to others (empathy, social skills) is vital to the success of a project.Individuals with high emotional intelligence are better able to motivate project teams, increase cross functional collaboration and cohesion, influence others, create robust and meaningful relationships, and negotiate more effectively (Windsor, 2016). Given the role of a project manager, the need to ‘collaborate and communicate with many different stakeholders and need to build effective teams who need a leader they can trust’ (Tran, 2015, p.1), is paramount to project success. Research has shown that high emotional intelligent individuals are better at listening and motivating others (Standford, 2018). Furthermore, it has been found

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