One of the hardest things I've encountered in my career as a PM, were sponsors who didn't understand and fulfilled their obligations, therefore rerailing the project or putting an end to it before it event officially started...
Amongst them where being absent, always changing ideas, undecided, refusal to write anything about the project, unwillingness to create a project charter or sign one...
What are your experiences and suggestions to overcome such challenges?
Joao, A couple of tips come to mind. The first is to be very clear about the specific high level deliverables, and the value proposition from those deliverables, If the sponsor decides not to advocate for those goals then it is their call, but you have made it very clear what potential value was ignored.
Second, consider what other senior stakeholders other than the main sponsor to include on the charter. If there are other peers of the sponsor signed onto the charter, and they have a financial benefit from the project, then it is not just a matter of the sponsor failing to support your project. Now they are failing to support the business goals of their own managerial or executive level peers.
The charter can be a valuable tool for the PM to hold senior people accountable to their own committments if used strategically.
Senior Projects Manager | Field & Marten AssociatesNew Westminster, British Columbia, Canada
Joao, to add to Keith's valuable feedback, as PM's, we need to hold Stakeholders accountable for their role so I highly recommend you establish a RACI matrix and clearly identify roles and responsibilities! Saving Changes...
Mature organizations will have sponsor onboarding programs including training & mentoring to help junior or new sponsors understand their responsibilities and be prepared to effectively support an initiative.
I also strongly recommend having a 1:1 session with sponsors as early as possible to set ground rules and help them understand your expectations of them as well as your learning what they expect of you.
Finally, a disengaged sponsor might be the result of too many other priorities or insufficient interest. The latter might happen if your delivery approach results in long gaps between value realization - if so, it is reasonable that a sponsor might lose interest over time...
Some sponsors do not fully understand the role of project sponsorship. Providing this information and aligning expectations early in the project is essential.
It's also crucial to establish ground rules for effective communication. Some sponsors neglect to inform the project manager about decisions made at the executive level that impact the project. For instance, I once had a sponsor cancel a go-live date without consulting me first. This caused tension and a lack of trust within the team. Saving Changes...
George FreemanThought Leader | Author | Architect| Florida, United States
Joao,
A reluctant project sponsor or “project sponsor saboteur” is likely one who does not believe in the project’s goals and objectives or finds those goals and objectives in conflict with their corporate ambitions.
Either way, the project manager should prevent their project ship from being launched until executive management has appropriately reeducated said sponsor or until a new sponsor willing to use their political capital for the benefit of the project is acquired.
I would also say, as already mentioned, that the project charter is the “key accountability device” available to the project manager and, as such, should be written and owned by the PM and brought into empowerment through not just the signature of the sponsor and PMO leadership, but through C-level executives.
AI solutions are insufficient to fully address human emotions' complexity. While AI can recognize certain emotional cues, it lacks the depth of understanding, empathy, and contextual awareness that humans possess. Human emotional intelligence, involving nuanced interpretation, genuine empathy, and ethical judgment, remains irreplaceable in addressing human emotional needs. Saving Changes...
In my point of view, here are some additional points to consider:
Build Strong Relationships:
Establishing a strong rapport with sponsors and other key stakeholders can help mitigate misunderstandings and build trust. Regular, transparent communication can clarify expectations and keep everyone aligned.
Define Clear Roles and Responsibilities:
Clearly articulate the roles and responsibilities of all parties involved in the project. This includes detailing the sponsor's responsibilities in the project charter, such as providing resources, making timely decisions, and supporting the project team.
Escalation Paths:
Develop and communicate a clear escalation path for issues that cannot be resolved at the project team level. This ensures that higher-level management is aware of and can address significant roadblocks, particularly those involving sponsor engagement.
Document Decisions and Changes:
Keep a thorough record of all decisions, changes, and communications related to the project. This documentation can be vital in holding stakeholders accountable and providing a reference point for discussions.
Leverage Governance Structures:
Utilize project governance structures, such as steering committees or boards, which can include other senior stakeholders. This not only broadens the base of support but also provides a forum for addressing sponsor-related challenges.
Provide Regular Updates:
Ensure that sponsors are kept informed of project progress, issues, and risks through regular updates and formal reporting. This helps maintain their engagement and allows them to see the project's value and challenges firsthand.
Focus on Benefits Realization: Emphasize the connection between project outcomes and the organization's strategic goals. Demonstrating how the project aligns with broader business objectives can motivate sponsors to be more actively involved.
Develop a Contingency Plan:
In cases where sponsor engagement is persistently low, develop a contingency plan. This might include identifying alternative sources of support or adjusting project scope and expectations to align with available resources.
Training and Education:
If sponsors lack understanding of their role, consider providing training or resources that clarify the importance of their involvement and how they can effectively support the project.
Seek External Support or Mentorship:
If challenges persist, seeking advice or mentorship from more experienced colleagues or external consultants can provide new insights and strategies for managing difficult sponsors.
Saving Changes...
Karim AlbazzProject Manager| Mobco Group02, Saudi Arabia
By employing these techniques, you can improve communication and effectively engage with difficult sponsors, leading to more successful project outcomes.
Active Listening: Show genuine interest in their concerns by listening attentively. This helps build trust and shows that you value their input.
Empathy: Acknowledge their feelings and perspectives. Understanding their motivations can help you address their concerns more effectively.
Clear and Concise Messaging: Be straightforward and avoid jargon. Present information in a way that is easy to understand, focusing on key points.
Regular Updates: Keep sponsors informed with consistent progress reports. This transparency can alleviate concerns and build confidence in the project.
Tailored Communication: Adapt your communication style to match the sponsor's preferences. Some may prefer detailed reports, while others might favor brief summaries.
Set Expectations: Clearly define roles, responsibilities, and project goals upfront. This reduces misunderstandings and aligns everyone’s expectations.
Seek Feedback: Encourage sponsors to share their thoughts and feedback. This involvement can help them feel more invested in the project.
Use Visual Aids: Incorporate charts, graphs, and visuals in your presentations. Visual representations can simplify complex information and enhance understanding.
Focus on Solutions: When addressing issues, come prepared with potential solutions. This demonstrates proactivity and a commitment to overcoming challenges.
Build Rapport: Take the time to establish a positive relationship. A personal connection can ease tensions and foster a more collaborative atmosphere.
Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
My recommendation is taking a look to this methods that helped me a lot on the matter: Solution Selling (or SPIN selling). LAMP and Power Base Selling. Saving Changes...
Thomas WalentaGlobal Project Economy ExpertHackenheim, Germany
A sponsor is a critical stakeholder and has to be treated as such. Employ stakeholder management concepts, like Karim lists.
- do you have a standard for sponsors, training for sponsors so they could understand what is expected from them - if a sponsor has many projects and some other things to do, it is natural that they prioritize where to spend their time - you might ask if they can assign a deputy sponsor or even a replacement with more time - is the sponsor embedded in a steerco, who hold them accountable Saving Changes...
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