For all sponsorship groups, it is important that they talk the talk and walk the walk. When they talk about the project, they should be positive and supportive. If they nod their heads in meetings, then trash the project by the water cooler, they're doing more harm than good and should no longer be part of the sponsorship team. They also need to be leading by example. If everyone is told they need to take training to learn about the change, the sponsorship teams should be the first to complete their courses. By actively participating in activities that support the change, they are visibly demonstrating the importance of making the change a success.

Practical Change Management for IT Projects
By :

Practical Change Management for IT Projects
By:
Overview of this book
Table of Contents (12 chapters)
Practical Change Management for IT Projects
Credits
About the Author
About the Reviewers
Preface
What is Change Management?
Establishing the Framework for Change
Building Sponsorship for the Change
Managing Your Stakeholders
Communicating the Change
Using Training to Prepare Your Stakeholders
Customer Reviews