Any advice on how to manage a sponsor that is too involved in the details and day-to-day activities? Saving Changes...
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A few things that you can try:
- Have a meeting and set the expectations on the roles/responsibilities, and have the sponsor agree on your role
- Show value why it is important for you to manage things rather than him (e.g. the escalation process goes out the window if he keeps himself involved)
- Try not to copy/email the sponsor on every little detail; copy on important minutes/action items only
- Have him agree and then publish the communication plan; the sponsor should only be invited in the keey meetings such as on the project monthly progress review etc.
- Develop professional trust with him; may he does not trust in your capability
- I will think about a few more
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A.b.'s on the money. Meet - describe how you will present weekly, monthly status - milestones hit, issues, problems, actions, budget, schedule, and Red, Amber, Green status. If they can't live with that, then they don't trust you enough to let you run the project. Either demonstrate leadership thru your actions, or accept second chair. Saving Changes...
Rubin JenEducator/Trainer| Beyond ExecutionTurku, Finland
These are all good suggestions. I'd also suggest to understand some underlying causes for a hands-on sponsor, such as: high risk/high profile project, the client is frequently asking the sponsor about project status, lack of trust in you, he/she used to be a PM, or perhaps it's just in his or her nature. Find out the root cause and use the methods to address them. Saving Changes...
Rob MartinConsulting (Contract)| Microsoft (Thailand)Lam Luk Ka, Pathum Thani, Thailand
This can be your worst nightmare.
The best place to deal with this is head on.
If you have a documented communication plan and your role is clear, then sit down with the sponsor and go through the issues with him/her.
In Asia, where I work predominantly, the sponsors suggestions can veer a project in many directions as they walk the floor and even imply a course of action.
Being a good coach to your sponsor and steering committee is part of the deal
Rob Saving Changes...
Elyse NielsenSenior Project Manager| Ascension Health Information ServicesHaines City, Fl, United States
Hi,
The best tool for this is a frank discussion about roles and responsibilities. Take some time to review roles and responsibilities for the entire project team with the project sponsor. If you don't already have the roles and responsibilities developed, go into a the discussion with a draft.
George PearsonProject Manager| Dodsal EngineeringDoha, Qatar
Donald Hennington actually hit it on the nail with his comment of "accept second chair" if they do not trust you enough to run the Project.
Especially if the Project Sponsor himself is not sure of what to do (not trusted/accepted by client) or has very limited/any experience of Technical aspects and on site experience in Mega Projects. Inform him. If he does not trust or wish to place you in full command of the Project, stand back, and let him burn....he will! Saving Changes...
George PearsonProject Manager| Dodsal EngineeringDoha, Qatar
left out the best part in closure to my comment.
You will not just get your chair back but his as well as he will be caught out for the fake that he is and his lack of experience on Project Management as well as the most important part of what his role should actually be as a Project Sponsor. Saving Changes...
Some Project Sponsors get nervous if they feel that not enough communication\status of project is not adequately provided by the Project Manager. The sponsor can make or break the PM is as simple as that, they need to be managed and kept informed of any deviation from the Project, impact on cost\budget, they want to know the high level stuff and not the nitty gritty. Embrace them, pick up the phone and chat with them before sending out your project status reports, there should be no surprises. The barrier will come down once they feel confident about you and the way you approach matters. A Project sponsor is key to any project, and they in return usually communicate with other senior managers - knowledge is power so empower them ! Saving Changes...
Really look for the causes. Without eliminating the causes (fears/whishes) you can agree and define roles until doomsday, and still have the problem.
You can e.g. do a risk analysis session with the sponsor. Create a checklist that puts communication between PM-Sponsor as an item. See what happens. Saving Changes...
