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nd support it in high places.
  Own the project's business case.
  Accountable for realising benefits once the project is delivered. What effect might this have on prospective sponsors if they know they will be held accountable for the claimed benefits being realised post project? They will probably be a lot more realistic about the benefits they claim in the business case.
  Give the project manager the go or no go at the start of each project stage.
  State and own the project's objectives, have the vision (but beware, there's a fine line between vision and hallucination.)
  Make a presentation at the project kick off meeting, explain why the project is important.
  Act as the project's Godfather, that's Godfather in the Mafia sense: if there is a problem the project manager can't sort out, the sponsor has a quiet word with the offending party and makes them an offer they can't refuse. One hopes the problem will evaporate away, and that next time people will listen to the project manager. Indeed, it is not totally unknown for project managers artificially to engineer a crisis in the early days of a project, identify a guilty party who is on the periphery of the project, and then get the sponsor to sort that person out very firmly and make sure everyone knows about it. This can encourage co-operation with the project manager. (Handle with care.)
  Resolve issues the project manager finds impossible.
  Ensure only needed function is delivered and that money isn't wasted on unnecessary functionality and features.
  Accountable for legal compliance of the finished product.
  Chair project steering committee.
  Empower project manager to manage the project.
  Commission a post implementation business case review.
Source: Project Management Book. Copyright M Harding Roberts 2006 2007 2008 2009

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Team Selection - more information.
Once we have some way of defining project type we can move on the defining a suitable project team.

General criteria
  Who has organisational credibility / power/connections to help the project
  Who is interested and or keen to contribute and believes the project is important and desirable
  Who has special technical skill / expertise / experience that is needed
  Who can represent important interest groups (clients and end users)
  Who will fit with the way we want to work
  Who represents/ understands the opposition
  Who would benefit through self development / corporate exposure by being associated with this project
  Who has external networks that might be useful
  Who has special non-technical skills (communication, political access)
Selecting for project types
Concrete
  Select for specialist/expert skills and aim to acquire the best people
  Need to overlap and integrate expertise (team building of individual experts)
  Need a balance in ways of working and team contribution (e.g.. Mix of Belbin team roles)
  Get team together early to build commitment by confronting technical (and interpersonal) problems as soon as possible
Occasional
  Skills needed may not be clear