How project managers can tactfully manage project sponsors to keep projects on track
For interview requests, click here
Project managers and teams face dysfunction when project sponsors fail to fulfill their roles. Projects can struggle or fail when sponsors are absent, whether intentionally or because they are unsure of their responsibilities.
Ideally, project managers work closely with sponsors and stakeholders to set up projects for success, manage risks, and address issues as they arise. But in reality, project sponsors often fail in several ways, putting both the project and the team at risk. Below are the eight most common failings of project sponsors and how project managers can tactfully manage these situations.
- Sits on recommendations
Some sponsors avoid making decisions on project team recommendations, fearing blame for a wrong choice. However, delaying decisions is usually more costly than correcting a bad one later.
Solution:
Project managers should guide the sponsor diplomatically, assuming the recommendation will eventually be approved. They should not let indecision slow down the project timeline.
- Refuses coaching
 Getty Images |
| Recommended |
| How to tell a project manager from a Gantt chart jockey
|
| Does your project sponsor need help?
|
| Want to be an effective project sponsor?
|
When project managers offer guidance on how sponsors can better support the project, some sponsors dismiss the help, claiming to be too busy or suggesting the project manager handle it alone.
Solution:
Project managers can handle this by:
- Offering diplomatic coaching.
- Assigning small tasks to increase the sponsor’s involvement gradually.
- Publicly thanking the sponsor when they complete a task, reinforcing positive behaviour.
- Fails to support the project manager
When project sponsors don’t back their project manager, the manager may feel abandoned and look for an exit, which can harm both the project and the sponsor’s reputation.
Solution:
Project managers should seek assurances of support, including:
- The sponsor advocating for the project among their executive peers.
- Publicly endorsing project recommendations.
- Proactively engaging in project work.
- Pushes scope additions
Some sponsors propose last-minute scope changes without consulting the project manager, adding unnecessary complexity to the project.
Solution:
The project manager should politely remind the sponsor of the agreed-upon scope management process. A formal scope addition request can be completed and submitted, often leading to the sponsor dropping the request without drama.
- Contradicts agreed decisions
Sponsors may reverse their support of previously agreed-upon decisions for political reasons, potentially blaming the project team.
Solution:
The project manager should remind the sponsor of the prior agreement and ask if a formal reversal is needed. If so, a scope change order is prepared, which often discourages the sponsor from continuing with contradictory statements.
- Criticizes the project manager
Some sponsors are quick to criticize the project manager when minor issues arise, distancing themselves from the team to avoid responsibility.
Solution:
If the project manager suspects they’ve been hired as a scapegoat, they should advocate for assigning a new sponsor. Sponsors who deflect blame cause team turnover and project failure.
- Commits to an unrealistic deadline
Some sponsors commit to overly aggressive completion dates without consulting the project manager, risking failure.
Solution:
Instead of confronting the sponsor, the project manager can replan the project to deliver a smaller release by the target date, declare success, and continue the remaining work afterward.
- Criticizes the project
When discussing the project, some sponsors express doubts about the benefits or criticize the team’s performance.
Solution:
The project manager should explore the sponsor’s concerns diplomatically and work to resolve them. If the sponsor remains hesitant, it may be best to cancel the project to avoid wasting resources and causing future conflicts.
Project managers can often improve sponsor performance through careful listening, diplomatic coaching, and proactive communication. It’s essential to address these common issues tactfully to keep the project on track and maintain strong sponsor relationships.
Yogi Schulz has over 40 years of information technology experience in various industries. Yogi works extensively in the petroleum industry. He manages projects that arise from changes in business requirements, the need to leverage technology opportunities, and mergers. His specialties include IT strategy, web strategy and project management. He is co-author of A Project Sponsor’s Warp-Speed Guide – Improving Project Performance.
Explore more on Business management
The opinions expressed by our columnists and contributors are theirs alone and do not inherently or expressly reflect the views of our publication.
Troy Media
Troy Media is an editorial content provider to media outlets and its own hosted community news outlets across Canada.
