Even with the best of intentions, the sponsor/PM dance can feel more like one is doing a jitterbug and the other a waltz. What can the PM do to better ensure sponsor engagement and address where the sponsor is drifting?
High expectations for project managers are a good thing. Sometimes, though, it might be nice to be able to shed all of the emotional and intellectual equipment we wear to get our job done — to let others to get a little different perspective for who we are.
In the world of IT, everyone is trying to squeeze extra change out of every dollar, so it is advisable that you be careful that your signs of flamboyancy don't work against you.
With the more recent introduction of IT outsourcing, many individuals are crying foul. Somewhere between hard answers and soft decisions will be the best platform for you if the outsourcing service question is raised at your firm.
Project management becomes so much more complicated when contracts get involved. If nothing else, it seems to cause so many more project managers (or people who call themselves project managers) to pop out of the woodwork. This should be a good thing, but it can also be an unhelpful complication.
Sponsors can be tremendously frustrating for PMs, but it doesn’t have to be that way. Start your career (or your project) off on the right foot and own your sponsor relationship by following a few guidelines.
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"We cling to our own point of view, as though everything depended on it. Yet our opinions have no permanence; like autumn and winter, they gradually pass away." - ChuangTzu |
