STRATEGIES FOR PROJECT SPONSORSHIP by VICKI JAMES RON ROSENHEAD & PETER TAYLOR

Author:VICKI JAMES, RON ROSENHEAD & PETER TAYLOR [JAMES, VICKI]
Language: eng
Format: epub
Publisher: Management Concepts Press
Published: 2013-08-14T16:00:00+00:00

Prognosis

Opportunity!

Yes, the disruption that can be caused by a force can be frustrating. Let’s look at the bright side.

• You now have executive-level support of your project.

• You have an opportunity to delegate up for responding to project risks and challenges.

• You have a sounding board and comrade for discussing project decisions.

The project manager’s response can turn this change into an opportunity and not a challenge (assuming your sponsor is a reasonable person).

Prescription Empathy. Consider the following story—

For a long time, you hear nothing from the sponsor, probably not since the project began … then all of a sudden, she becomes overwhelmingly “interested.” In reality, she’s bowing to outside pressures—she’s about to come under personal scrutiny for the project.

The sponsor has been spooked and reacts in the only way she knows. She has finally been struck by the importance of the project within the organization, and she’s panicking. You need to do the following:

• Thank the sponsor for her interest.

• Ask what she needs from you to get up to speed on the project.

• Have a candid discussion on roles and expectations moving forward.

• Set up one or more meetings to respond to her needs, including things you have identified.

• Give her an assignment to get her involved. Is there a risk to be mitigated, a barrier to be broken, or a decision to be made where you can give her a small win as project sponsor?

• Move quickly to build rapport and trust moving forward.

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