According to a study by GPM, project-based work has been steadily increasing in recent years. A further increase is also expected here in the coming years. Among the necessary criteria for a successful project (of a relevant magnitude), a committed sponsor is right at the top. The biologist would say it is a symbiosis between sponsor and project leader, because the relationship is based on taking and giving.
Is that so?
Of course – because the sponsor first and foremost formulates the need. But that is by no means all. Because in addition to formulating the basic expectation, the project sponsor normally also provides the project framework conditions, such as budget or time specifications. It can also happen that a more or less large part of the project team is already specified by the sponsor, especially in larger companies and in projects with a strong external focus (yes, SAP implementation, I’m looking at you) this is not uncommon.
Thus, the sponsor sets the stage for the project, specifying what needs to be done, how it needs to be done, and what resources are available. If it is an external IT project (e.g. system relocation on behalf of a customer), the sponsor represents the part that the customer does not have direct access to. He does this, for example, by setting methodology and standards – together with the PMO, if one exists – and having compliance monitored.
Donor qualities
However, don’t just ask what you can do for the sponsor. Because the sponsor can also do a lot for you in the changing life of the project – in project initiation, during the course of the project and in its conclusion, the sponsor can be invaluable. At all times during the project, the sponsor should be the biggest supporter. If you fail to get him on your side and keep him there, you have a problem.
At the beginning of a project initiation, the goal is to record the need for change in the form of requirements, and document them. Next, goals are formulated, which are then presented to the sponsor. If he shares these goals, you have gained a powerful ally for the next steps of the project initiation. If he does not share them, you go back to the drawing board.
It is now up to you to set up a time and resource plan by breaking it down step by step into work packages and activities. As you can imagine, this will take up a lot of resources. Normally, line departments don’t sit around twiddling their thumbs waiting for a highly motivated project manager to finally bring them work. Since sometimes there is not even a project on which the effort could be booked, you need the sponsor already here.
The higher this sits namely, the more uncomplicatedly one will help you. Ideally, you have approval for a preliminary project, which has no other purpose than to formulate and plan through the main project in terms of goals and scope. With approval for the preliminary project, you then also have the marching orders in hand to secure the necessary resources in your (presumably) matrix organization down the line. If it is a major pre-project, remember (as mentioned above) to keep the sponsor updated at all times during the implementation of the pre-project as well. That way, he or she has all the information in a timely manner to take corrective or supportive action.
It starts
If the project gets off the ground, you have an approved budget, scope and schedule, but no project team yet. You will likely „procure“ external project staff through an RFP process with procurement. This is a manageable task, and you will rarely need political backing here. Internally, however, you will (again!) bump into the line organization, whose purpose is actually to keep the core business processes running. As a project manager, you will rarely need exactly those colleagues from there who have time at the moment. In organizations of medium size and above, the top performers of interest to you are often those who are thrown into every issue to keep the gears running as smoothly as possible. This makes these colleagues an extremely scarce resource, and they are the ones you are asking for.
Now put yourself in the position of a division or department head with limited resources (cost efficiency!) and unlimited output expectations (results!). And now please derive from this conflict of goals the willingness to do without top employees for an unplanned project for a long time (we are talking about SAP projects here!). Exactly, now you have a feeling how broad the smile can be with which you are received as a demanding project manager.
In this conflict of line management goals, the sponsor can (and should) provide mediating support. For you, it’s not about winning a fight at all. It is about setting priorities for both of you and thus making it possible to align your mutual plans. As much as possible, seek to close ranks with the line here. You need the line as an ally throughout the entire project, from the planning of time and content to the final acceptance – if you lose the battle over the question of resources, the likelihood of your project’s success will drop dramatically.
End well
The sponsor is also of great value in the final spurt of the project. In the context of longer projects, the line and project organization can sometimes run out of steam. Think, for example, of global rollout projects that often stretch over a significant period of time. In year X after the start of the project, just about every project organization will run out of steam, employees will enter and leave the project and line organization, they will only see kickoff slides and project assignments in self-study, and the start-up energy from the first few months will only be known by hearsay. Use the disciplinary (the boss cares!) and often charismatic power (what a personality!) of the sponsor to keep motivation high. An occasional speech with salary and verve often works wonders, as does an unexpected „high“ visit to the project premises.
Last but not least, the sponsor as the client is also the one who is to finally accept the project after GoLive and the Hypercare phase. Here, too, you as the project manager are called upon to ensure success through good preparation. Make the decision easy for him. As with all „political“ appointments, you should not wait until the meeting to make the decision, especially in the case of milestone acceptances, but have already fully agreed on it beforehand. This will keep avoidable discussions and misunderstandings off the record, and your project success will not be diminished by a „funny gut feeling“ during acceptance.
Therefore, check all open issues with the project team in advance, critically question the project results, and be sure to talk to the members of the acceptance committee (usually the steering committee in the last instance) in advance. If you are not able to finalize all issues, state in which time frame – and if necessary with which budget – you can expect the clarification. Inform the sponsor about these open issues in a one-on-one meeting before the deadline.
The final milestone is the one date the entire project team has been working towards. This is where you evaluate whether you were able to fulfill the project assignment. For the sake of the entire project, leave nothing to chance.
In this way, you should be able to involve the sponsor in the project in a meaningful way and benefit from his participation. As mentioned at the beginning, it is a matter of taking and giving, and only together can the project be brought to success.
Have fun with it,
