A client of mine absolutely loved to have meetings. Regardless of the topic, if there was some reason for at least two people to have any kind of interaction a meeting got called. Not only were there a lot of meetings but there would almost always be superfluous bodies taking up space in the meeting that had no real reason to be there other than to be “informed.” Now, if decisions got made and things got done I would have had more tolerance for the meeting mania. But more often than not little got done at these meetings other than to schedule more meetings. It was madness, I say!
As a senior manager, I could have spent every working hour of every day in meetings.
One of my column readers recently sent in this question: One of our senior project managers left abruptly in the middle of a 3 year million $ contract. What experience and education would you consider in promoting a replacement?
Ooh, good meaty problem. Not so simple a solution.
A sad tale of a how a sponsor/PM relationship killed a project...
Exec identifies a need for a project and nominates self as sponsor. PM gets assigned to project and assembles project team. Sponsor is vague about problem to be solved other than "we need a new system". PM can't communicate problem to be solved to the team because he doesn't understand what the problem is. Sponsor continues to ask for more and more things to be included in project, PM doesn't have courage to say no. PM treats sponsor as "that person in the corner office" and doesn't know how to ask for help, so he escalates everything. Sponsor has to make some tough decisions but is unwilling to do so because of the political fallout. PM provides bad information about decision alternatives so sponsor ignores him. Due to changing priorities project no longer makes sense to do, but PM lobbies to keep the project going. Sponsor loses interest because there are bigger fish to fry. PM and team are disillusioned because sponsor doesn't care. Project dies a slow death. R.I.P.
While this is a fictional story, you can undoubtedly relate to most of these things happening on one project or another in your career. The sponsor/PM partnership on a project is one of those "soft skill" factors that gets frequently overlooked when assessing a PM's skills but is a key determinant in the success or failure of a project. Under a healthy partnership, the sponsor and PM work as a singular unit to ensure the project gets what it needs to be as successful as possible using only as many resources as absolutely necessary to secure success. Under a less than healthy relationship the project will undoubtedly cost more in time and money assuming it even gets completed at all.
Throughout my career I've been both a sponsor and a PM and have first-hand experience in how this relationship needs to work from both sides of the desk. Through my experience, I've locked down on ten truths which I feel are crucial to securing a healthy sponsor/PM partnership. See if these resonate with you:
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