Nasrullah MohammedPortfolio Manager| Advanced Electronics CompanyRiyadh, Riyadh, Saudi Arabia
We have a project where we need to disengage or moderately/minimally engage the project sponsor who is overly involved in the day-to-day work of the project team. We want him engaged in the project, certainly; but not so involved in the tasks associated with the project that the team feels they can’t get the work done. We assume that he is overly involved because this is his first large sponsoring initiative and wants to make sure – as everyone - that it is a success. What have you found successful in disengaging or moderately/minimally engaging a sponsor who is overly involved in the day-to-day activities of the team? Saving Changes...
Wade HarshmanScrum Master| GDITIndianapolis, In, United States
Offer to help him.
Tell him that you've noticed how involved he is with the project, and ask if you can help with that so that he can focus on his day-to-day duties. Managing projects is your job, after all; you're here to help him.
After he agrees, have another conversation with him to determine what he needs from you. Help him determine what information is actually important. Does he really need to know mundane information about the team, or are there KPIs that you can use to satisfy him?
You'll need to take the initiative on these conversations, and you may have to guide him to some answers, but let him make the decisions so that he stands by it.
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1 reply by Nasrullah Mohammed
Apr 04, 2017 2:42 PM
Nasrullah Mohammed
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Agree with you Wade.
I know organizations that invest in sponsor on-boarding and their PMs help to reinforce that learning by ensuring their sponsor is fully aware of their responsibilities and this is defined in their organization’s policies or methodology.
If not, and as per your suggestion, the PM and team must take the time to develop & document rules of engagement with the sponsor early in the life of the project. This will ensure that we don’t overstep their decision-making boundaries, and if you get into a situation where the sponsor is overstepping ours, we will have something to refer them back to.
Saving Changes...
Eric SimmsSenior Program ManagerBaltimore, Maryland, United States
Talk to your Sponsor to find out what he wants to know, so he will feel secure the project will be a success. Personally, to feel comfortable as a Sponsor I’d want at minimum:
1. A list of all tasks occurring now and for the next two weeks, so I can know what's happening and make sure it's occurring on time
2. A network diagram, so I can see the big picture
3. A list of all regularly occurring meetings
4. Access to all meeting notes, so I know the minute details of what's going on
5. Access to the risk register
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1 reply by Nasrullah Mohammed
Apr 04, 2017 2:27 PM
Nasrullah Mohammed
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Thank you for the valuable tips Eric.
We must know the right time to pull the sponsor in to help resolve situations which can’t be fixed by the PM & team alone rather than being concerned and start micromanaging by inserting themselves into routine activities which don’t require their involvement.
Senior Projects Manager | Field & Marten AssociatesNew Westminster, British Columbia, Canada
I agree with my fellow colleagues so in summary and in order for him to put his mind on ease, you need to give him a certain level of comfort by showing him that everything is under control.
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1 reply by Nasrullah Mohammed
Apr 04, 2017 2:46 PM
Nasrullah Mohammed
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Yes Rami. The sponsor and project manager need to agree from the beginning on their roles to ensure a harmonious and productive relationship.Also being an effective project sponsor requires striking a delicate balance of involvement and trust in the project team.
Nasrullah: Bravo that this sponsor is engaged but sounds like they are overbearing and micromanaging.
Depending on where you are at in the project 1 yr or is this a 3 year project; you may just have to keep up the moral and keep going. It's not a good idea to disengage the sponsor who is already so embedded into the project. You can try to create a team environment so there is more openness; it may demonstrate to the sponsor that the team is going to bring this project across the finish line. Also, if you don't already have sponsor meetings setup; start them with the sponsors approval of course. You may also want to vary the meetings so you have an all hands status meeting, technical meetings/stand-up meetings and development meetings etc. Keep your team focused; work with your sponsor to make sure they stay engaged but not in the way.
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1 reply by Nasrullah Mohammed
Apr 05, 2017 6:16 AM
Nasrullah Mohammed
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Thanks for your feedback and suggestions Naomi.
Having a strong, supportive project sponsor can truly make or break the project. We had described the project objectives at our team kick-off meeting but already that “big picture” is, at best,second hand information. We can engage the sponsor in the delivery and reiteration of this message directly to the team, thus ensuring that the vision is “first hand” and that the sponsor is engaged with the team as required and we get them working as part of the team.
Saving Changes...
Nasrullah MohammedPortfolio Manager| Advanced Electronics CompanyRiyadh, Riyadh, Saudi Arabia
Apr 04, 2017 10:06 AM
Replying to Eric Simms
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Talk to your Sponsor to find out what he wants to know, so he will feel secure the project will be a success. Personally, to feel comfortable as a Sponsor I’d want at minimum:
1. A list of all tasks occurring now and for the next two weeks, so I can know what's happening and make sure it's occurring on time
2. A network diagram, so I can see the big picture
3. A list of all regularly occurring meetings
4. Access to all meeting notes, so I know the minute details of what's going on
5. Access to the risk register
Thank you for the valuable tips Eric.
We must know the right time to pull the sponsor in to help resolve situations which can’t be fixed by the PM & team alone rather than being concerned and start micromanaging by inserting themselves into routine activities which don’t require their involvement. Saving Changes...
Nasrullah MohammedPortfolio Manager| Advanced Electronics CompanyRiyadh, Riyadh, Saudi Arabia
Apr 04, 2017 8:47 AM
Replying to Wade Harshman
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Offer to help him.
Tell him that you've noticed how involved he is with the project, and ask if you can help with that so that he can focus on his day-to-day duties. Managing projects is your job, after all; you're here to help him.
After he agrees, have another conversation with him to determine what he needs from you. Help him determine what information is actually important. Does he really need to know mundane information about the team, or are there KPIs that you can use to satisfy him?
You'll need to take the initiative on these conversations, and you may have to guide him to some answers, but let him make the decisions so that he stands by it.
Agree with you Wade.
I know organizations that invest in sponsor on-boarding and their PMs help to reinforce that learning by ensuring their sponsor is fully aware of their responsibilities and this is defined in their organization’s policies or methodology.
If not, and as per your suggestion, the PM and team must take the time to develop & document rules of engagement with the sponsor early in the life of the project. This will ensure that we don’t overstep their decision-making boundaries, and if you get into a situation where the sponsor is overstepping ours, we will have something to refer them back to. Saving Changes...
Nasrullah MohammedPortfolio Manager| Advanced Electronics CompanyRiyadh, Riyadh, Saudi Arabia
Apr 04, 2017 11:28 AM
Replying to Rami Kaibni
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I agree with my fellow colleagues so in summary and in order for him to put his mind on ease, you need to give him a certain level of comfort by showing him that everything is under control.
Yes Rami. The sponsor and project manager need to agree from the beginning on their roles to ensure a harmonious and productive relationship.Also being an effective project sponsor requires striking a delicate balance of involvement and trust in the project team. Saving Changes...
Janall FranzSr Project Manager- Supply Chain Operations| Lowe'sHuntersville, Nc, United States
I think the suggestion above are excellent. I have frequently included a slide that outlines the role of each person and what is expected at the kick off- because I have faced disengagement more than over engagement. Also do you have a weekly status update with the sponsor? - that may help them feel that everything is under control.
Let us know how it works out.
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1 reply by Nasrullah Mohammed
Apr 06, 2017 7:20 AM
Nasrullah Mohammed
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Thanks for sharing your experience Janall. Inclusion of a JD slide at kickoff looks like a good idea.
The suggestions are perfect, I know there are kick-off (responsibility) hitches, I need to add quickly that ,
1.The sponsor may feel you are not on top of your game.
1b.Get deliverable and Milestone report across to him before he gets it himself.
1c.Present an up-to-date risk register to him , note: not problem register , work harder and quicker with the team to analysis risks, once your risk register is more detailed than he has ,he would start to see your relevance. I have tried this, it worked like fire. Do not disengage; rather manage his engagement.
2.This is not common in projectized organizations , so Mohammed, don't worry if you are seen as a coordinator or expediter ,it's part of your job.
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1 reply by Nasrullah Mohammed
Apr 06, 2017 7:22 AM
Nasrullah Mohammed
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Thank you for taking out the time to answer my question in detail Gbadeyan. You have a point that the mindsets are different in projected environments.
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