ABSTRACT
One of the key success factors for project management revolves around the availability of support and buy-in from senior management. Reports on project success and failure typically emphasise executive support as a distinguishing and necessary ingredient. Embedding major improvement initiatives, such as maturity models and process improvement schemes, into an organisation also depends on harnessing support at a strategic level which is often identified as a critical pre-requisite to the success of such initiatives. Indeed, most attempts to introduce and embed change at an organisational level would depend on the availability of leaders willing to engage, defend, support and champion the initiatives to ensure they survive and thrive.
