What sponsorship risks were associated with de Lesseps, and how were these “corrected” by Theodore Roosevelt? How can these principles be applied to projects you might be asked to manage?
The desire to complete the project was more commercial under the direction of de Lesseps. Relatively, this condition of thinking on the part of the project manager made it hard for the entire team to focus on one specific matter and that is the sturdiness of the canal and the purpose it is supposed to serve between Panama and Colombia. The involvement of commercial sponsorships specifically made it possible that the project be swayed hence “pleasing too many directors” while not being able to accomplish any single goal.
At the direction of Roosevelt, the condition of the construction was clear and it was to strengthen the military force through creating better and more effective connections between the Eastern and Western coasts. Relatively, this clear distinction of goal allowed for the chance of distinguishing what was more important for the sake of the overall concern of the American nation. Once the goal was set, creating the plans were easier to handle. This is the reason why it was very evident how Roosevelt’s decisions and directions created more specific distinction on how the development of the Panama Canal Project embraced success compared to the first attempt of completing the said structure.
In modern projects, having a single and practical goal is very important. It serves as a ‘guiding light’ for project managers as they establish the plan and the procedures around the said desire of the group and the administrations directing the completion of the project. With a single goal, everything becomes easier to focus upon and considerably, such attempts to manage operations allow the team members to be in union with each other as they know what they are aiming for and they are focused on the said matter during the entire duration of completing the project.
Identifying and Managing Project Risk. Chapter 1: Why Project Risk Management/ Chapter 2: Planning for Risk Management.