My door is always open … yet I’m never in

Dear Wearing Too Many Hats

Thanks for writing in. I know this doesn’t help, but this happens a lot. At least this means there are some strategies to make a difference.

At GetSavi, we always promote clear resource protection and communication from the Business Case stage onwards – because time commitments to projects are often underestimated and then left aside for business-as-usual.

As you are experiencing, this problem is compounded when it is your own Project Sponsor who has underestimated or minimised the time commitment this role takes during a project.

My first piece of advice is to go back to basics. Go back to the roles and responsibilities of a Project Sponsor. Remind yourself what you and the team should be expecting out of this role, and simply note what you are currently missing, e.g., guidance, one-to-one time, decision making support.

Of course, the direct approach is best. I know it is hard right now but perhaps you need to seek urgent contact with your Sponsor. You should outline the gaps you have identified and the impact this is having on the project and simply enquire how the issue can be resolved.

This will be a conversation specific to the issue of the Project Sponsor’s time, so go prepared and exercise a non-confrontational approach to her responses.

This may be a welcome discussion.

Perhaps your Sponsor is aware of the gap in support for you, and may be trying to make ends meet. Raising the issue allows her to recognise a solution is required and discuss options openly.

It is good to talk again about delegation and protection of her time. While a single, dedicated Project Sponsor is ideal, there may be other members of the Senior Management Team who may be more available to provide the advice you require, e.g., your CFO and contract support.

Co-Sponsorship is a power-sharing arrangement I have seen work well. Options can be to rotate their presence at Senior Management Teams or share out their responsibilities for given areas, such as any contact with the supplier, or changes to the budgets.

For example, one Sponsor may deal more with change requests whilst another deals with staff engagement responsibilities or Project Team time commitments.

Again, I must state this is fine if strategic action and decision requests are routed through the Board and there is one of your Sponsors who can still be given overall decision-making responsibilities.

Completely swapping Project Sponsors is an action reserved for extraordinary circumstances – illness, a person leaving the company. If this is a discussion that arises for your project, it must really be at the suggestion of your Sponsor. She knows her work profile in detail and is a seasoned professional. She should know the right call about weighing back in or opting out at this point.

Thank you for the comment about the course. We appreciate that. We also realise there is nothing like support from your leadership team and peers to create project success.

There is one other subtle approach I may leave you with.

This is your first implementation. Why not use this opportunity to speak with your Project Sponsor in these terms:

“I really need some more of your bandwidth as there are some areas of risk that I need your help with.”

This is the right timing as any alterations later may well have a disruptive impact on your approach to go-live, so be brave and enter that discussion as soon as you can. You will not regret it.

Good luck!