1. Why do some executives refuse to function as project sponsors? A Project Manager has to communicate to the stake holders (starting from Top Management to Team Members) a vision of the Project. He

1. Why do some executives refuse to function as project sponsors? 

A Project Manager has to communicate to the stake holders (starting from Top Management to Team Members) a vision of the Project. He can not do the project in isolation . A person designated as Project Sponsor is the Executive management Representative who normally gets the Project funding done.. ensure that a Sponsor is there and take him into confidence on Project Management and reporting. Top management have their other problems , so do not burden them (or even the sponsor) with micro management.

2. Can an executive be “forced” to function as a sponsor?

Executive cannot be "forced" to function as a sponsor. They cannot be forced but they can be an executive sponsor. This is possible for meaningful innovation where an executive may voluntarily be an executive sponsor for the company. This is possible with the major projects and innovations of the company.

3.  Is it right for the sponsor to be the ultimate person responsible for the success or failure of the project?

Project success is a shared responsibility among the project team which consists of all the performers, project managers, team leads, etc. from across internal organization units and partnering organizations.  It is also the responsibility of sponsors, functional managers, clients, executives and senior managers, who are part of the “outer team” and who set objectives, provide resources and establish and maintain an environment that supports effective performance.

References:-

1. Kerzner, H. (2017). Project management: A systems approach to planning, scheduling, and controlling. Hoboken, NJ: Wiley.

2. Pitagorsky, G. (2019). Failed Projects: Who is Responsible? Retrieved from https://www.projecttimes.com/george-pitagorsky/failed-projects-who-is-responsible.html