Supporting a Project Sponsor

Project sponsors are essential to project success. 61% of successful projects have a highly skilled sponsor and 70% of failed projects have a moderate to poorly skilled sponsor[1]. Project sponsors are often the determining factor in success or failure of a project. So how can a project manager help the sponsor, and as a result the project, be a success? In this article, we will provide some practical advice you can use now and in the future to support your project sponsor.

Roles

First, let’s discuss a sponsor’s roles and responsibilities. Project sponsors provide resources and essential support for a project’s development. In order to do this, they must define clear goals as well as be passionate about their work in order to inspire others, both internally and externally. Project sponsors are held accountable for enabling success through initiating the process, developing the initial scope and charter, and promoting the project. The sponsor establishes project deliverables that will help achieve desired results, serves as the escalation path for critical issues that arise, reviews deliverables, and are often involved in quick decision making in high-risk situations.

Responsibilities

Throughout the entire process, a project sponsor must obtain funding for the project, participate in regular check in meetings, as well as establish and define the organizational vision and success criteria. Project sponsors may delegate responsibilities, remove obstacles, and make go, no-go decisions. Effective communication is key between the project manager and sponsor in order to fulfill their wide range of responsibilities.

Sponsorship Types

Project sponsors operate and behave in different ways. It is important to understand them so you know how to support them. The table below distinguishes these different types of sponsorship roles and behaviors. At one end is the “Couch Potato” and at the other is the “Helicopter.” You may recognize the “Couch Potato” as someone who isn’t ever available, fails to respond to coworkers in a timely manner, and will show a lack of desire to actively support the project. The “Helicopter” is someone who is too involved and in constant contact with project staff. This person is often very indecisive because they are overly analytical and question small details. Both extremes are ineffective and can damage the success of the project. The “Drifter” and the “Nitpicker” are less extreme versions of the two but are still dysfunctional. The “Captain,” however, is the most effective type of project sponsor and falls in the middle of our chart. This person will continue to keep strong organizational vision and delegate clear responsibilities, while staying on task and on budget without micromanaging project staff.

Strategies

Project managers must guide their project sponsors into becoming the best “Captain” they can be. This can be done by effectively communicating, setting clear expectations, establishing trust, and structuring decision making.

Communication

Effective communication is the most important strategy for establishing a relationship with and supporting the sponsor. Clear lines of communication need to be established early because each project sponsor you work with will have different needs. As a project manager, you should find out what kinds of information the project sponsor wants to see in order to make decisions and effectively support the project. Scheduling consistent meetings will break down communication barriers, as will refraining from using IT or project management slang.

Expectations

Expectations can and should be established in your first meeting in order to establish clear goals, delegate responsibility, and understand the sponsor’s time commitment to the project. A “Couch Potato” needs to understand they are expected to play an active role in the project and will be held accountable for his/her roles. At the same time, a “Helicopter” will see other team members’ responsibilities and hopefully trust over time that they will carry those out.

Trust

Trust is critical in effective teamwork. Your sponsor may be a “Helicopter” because of a lack of trust that may or may not be your fault. Make sure the relationship between you and your project sponsor is honest, transparent and confidential. Team members must focus on building rapport by delivering on your promises and following up on previously delegated responsibilities.

Decision Making

Decision making is one of the most stressful roles for a project sponsor. Due to this, the team must deliver and specifically structure information in a way where decision making becomes simple and expedient for the project sponsor. A structured flow of information and constant carry out of decisions by the entire project team will ensure the sponsor’s decisions are relevant and well educated.

A project’s success is directly related to the effectiveness of the project sponsors and the team which supports them. Project sponsors have many duties and responsibilities varying from delegating tasks, defining clear goals, evaluating funding and making important decisions. Project managers can provide essential support for the sponsor and entire team. Managers must set clear expectations, effectively communicate, establish trust, and by provide a constant flow of information to help sponsors and their projects be successful.