Roles and responsibilities

Roles and responsibilities in project management
Many professionals in project management are familiar with the “Project Manager” role, which is prominent in traditional (waterfall) frameworks but less common in agile environments. Even within waterfall methodologies, there can be variations in how this role—and other leadership roles—are understood.
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Who is the project sponsor according to PMI?
In PMI’s (Project Management Institute) framework, a Project Sponsor is the person or entity that provides the funding, resources, and support necessary to launch and complete a project. Every project has at least one sponsor, and this sponsor:
•    Participates in initial project planning
•    Collaborates with and guides the Project Manager
•    Makes high-level decisions beyond the authority of the Project Manager
•    Sets realistic goals for the project
•    Ensures the availability of necessary funds and resources
•    Actively participates in critical decision-making
•    Keeps the project on track
•    Resolves conflicts above the Project Manager’s level
Essentially, a Project Sponsor (or Sponsors, if there are several) sits above the Project Manager, appointing them to run day-to-day activities.
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Does PRINCE2 have a sponsor role?
In PRINCE2, there is no direct equivalent to the PMI “Project Sponsor.” Instead, PRINCE2 uses the role of the “Executive.” However, the Executive is not a one-to-one match with the Sponsor. Here are a few reasons why:
1.    Higher-level authority
o    An Executive in PRINCE2 reports to Corporate or Programme Management, which can step in for decisions beyond the Executive’s authority.
2.    Decision-making structure
o    Although the Executive is the primary decision-maker, there is a Project Board that also includes a Senior User and a Senior Supplier to represent user and supplier interests. (In PRINCE2 Version 6, roles are often written in lowercase.)
3.    Single executive
o    PRINCE2 requires exactly one Executive, establishing a clear point of accountability on the Project Board.
4.    Delegation to project assurance
o    Project Board members can delegate certain oversight tasks to a “Project Assurance” role to ensure quality and compliance.
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Differences in the project manager’s role
When comparing PMI to PRINCE2, the PRINCE2 Project Manager has less authority and more constraints. Two guiding principles in PRINCE2 highlight this:
1.    Managing by stages
o    Projects are divided into stages, and the Project Manager must seek approval to move from one stage to the next. This naturally limits the Project Manager’s autonomy.
2.    Managing by exception
o    The Project Manager works within set tolerances (for time, cost, scope, etc.). If those tolerances are about to be exceeded, the Project Manager must escalate to the next level (the Project Board or higher authority).
Together, these principles mean the PRINCE2 Project Manager operates within a more controlled environment, while the PMI framework often grants broader authority to the Project Manager and places the Sponsor above them to provide strategic direction and resources.
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Key takeaways
•    PMI: Clear Sponsor role, which provides resources, sets direction, and appoints the Project Manager.
•    PRINCE2: The role closest to a Sponsor is the Executive, but authority is shared at the Project Board level and further overseen by Corporate or Programme Management.
•    Project Manager Authority: Greater in PMI, more constrained in PRINCE2, due to the principles of Managing by Stages and Managing by Exception.
Ultimately, understanding these differences helps organizations and practitioners adapt their governance structures to the chosen methodology—whether they follow PMI standards, PRINCE2, or a hybrid approach.
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