How can you handle a lack of support from a project sponsor?

Project Management means using assets of the organization or of contractors and turning them into project resources. The scarcest and most valuable asset/resource is management attention. Many projects and other tasks compete for this asset. If you have management attention, there is no guarantee that you will have all other resources, such as people, equipment, space, funding, etc. However, if you lack management attention, all other resources will be lacking, too. To ensure the sponsor's attention, the project manager must first build trust that the project is in good hands. This includes proactive communications on progress, issues, obstacles, and more - a sound mix of good and bad news to keep this escalation channel working.

When facing a lack of support from a project sponsor: 1. Communicate openly about challenges and impact. 2. Build rapport by aligning goals with sponsor interests. 3. Rally support from other stakeholders. 4. Adapt plans, focus on controllable factors, and seek alternative solutions. 5. Document issues and, if needed, escalate respectfully. 6. Seek advice from mentors or experienced colleagues for guidance.

Understand the sponsor's priority and align the strategy and execution in-line. In my experience, I have often seen the sponsor start giving necessary support once we align with their vision. Provide periodic update of the execution status highlighting the dependencies and risks. It it imperative to understand the cultural nuances as well in global teams and talk the right language with our sponsor. Some sponsors may want the needs to be spelled out explicitly. Yet others may be busy with their own priorities. We need to use our special skills not necessarily listed in PMP to get their attention and support.

When faced with a lack of support from a project sponsor, it is crucial to identify the root cause of their disengagement. Initiate open and honest communication to understand their concerns or challenges. Seek feedback on their expectations and align project goals accordingly. Demonstrate the project's value proposition, emphasizing positive outcomes. Proactively address any misconceptions or uncertainties to rebuild trust. Establishing a collaborative dialogue fosters a supportive relationship, ultimately ensuring a more favorable and engaged project sponsorship.

During the project life cycle there could be phases where the support from sponsors could reduce. It is highly important to zero-in on the causes. The causes could be the strategic shift of the organization, evolving market conditions, introduction of disruptive technologies, change in customer preferences, regulatory changes. It is paramount to understand the motivation behind the sponsors change In focus. This helps in managing the project progress adapting to new goals and course corrections for the projects or revamping the scope to newer realities. Staying relevant to the progress and priorities can be from identifying the root cause.

When you identify lack of support by your project sponsor, try to see the situation with your sponsor's eyes? Would you, based on the information available support your project? What other projects/priorities might distract him/her? The more you can adapt your communication to their point of view, without altering the facts and figures, the more effective your communication will be.

This is where having weekly, monthly and quarterly reporting comes handly, it is best to set up these in the beginning itself. And always ensure it's in a format that is accessible to all stakeholders. Email can seem too casual in some companies or some senior leaders. Not all stakeholders might have access to tools and programs. I had a case where since i was maintaining the Project Plan on MPP, i sent the updated MPP every week with the weekly report. I later found that many of the stakeholders, dint have MS projects and were not able to access the file. For the next week report, I started sending a converted file in PDF. Hence it's best to have this clarified in advance.

Consider the sponsor's preferred communication style and preferences, ensuring that information is presented in a manner that resonates with them.

Transparent and regular communication is pivotal. Presenting the situation candidly, highlighting its impact on project progress, and aligning it with organizational objectives is crucial. Leveraging empathy, I would tailor messages to resonate with the sponsor's interests, effectively conveying the challenges and soliciting their input on potential solutions.

In an IT software development project, seeking alternative support was pivotal. We identified influential stakeholders who championed our project, securing necessary resources and resolving conflicts. Leveraging the expertise of our project team, manager, and mentor proved invaluable for advice and feedback. Additionally, joining a professional network allowed us to learn from experienced project managers who had encountered similar challenges, providing diverse perspectives and practical insights. This collaborative approach significantly contributed to overcoming obstacles and ensuring the project's success.

One thing i have found helpful is to be aware of the company work culture and how your projects sit within the various programs the company has going, case if your project is on low priority overall, you will get less response. It doesn't mean that you as a PM are doing a bad job.

Proactively seeking alternative support involves a diplomatic approach. Identifying influential stakeholders or higher management to advocate the project's significance might provide renewed sponsorship. Engaging with cross-functional teams or seeking mentorship can also foster additional guidance, reinforcing project momentum.

In our IT project, we implemented effective expectation management. The project charter precisely delineated scope, objectives, and milestones, fostering a shared understanding among stakeholders. A clearly defined change management process facilitated adaptation to evolving requirements without jeopardizing project integrity. Furthermore, a thorough risk management plan proactively identified potential threats, allowing for timely mitigation strategies. This meticulous approach ensured stakeholders were well-informed, risks were mitigated, and deviations from the plan were adeptly managed, ultimately contributing to the project's successful delivery.

Open dialogue to recalibrate expectations is pivotal. Using project management frameworks like RACI charts or updated project plans can illuminate altered timelines or revised deliverables. Empathy-driven conversations acknowledge concerns while articulating feasible timelines or adaptations to mitigate adverse impacts.

This is correct, Many PM think escalations are bad and try to maintain an air of control even when they need help. Escalations are not bad. And proactively raising and highlighting risk is about to turn into an issue or showstopper will be better for the PM and project in a long time. Giving your sponsor and senior leadership advance notice will enable them to prepare the resources required to put the corrective action in place

Escalation, if required, must adhere to predefined protocols. Directly engaging the immediate supervisor or steering committee should occur when the project's integrity is jeopardized. An empathetic approach, outlining challenges faced despite exhaustive efforts, helps in garnering essential assistance or realigning priorities.

Despite hurdles, maintaining focus on the project's outcome is paramount. Implementing project management methodologies like Agile or Scrum ensures iterative progress. Regularly reassessing project milestones and recalibrating strategies, emphasizing the end goals, sustains team motivation and keeps the project on track.

In my experience it’s often none of the above reasons. Often Sponors aren’t engaged because they don’t understand the role or know how to perform it. I see this in many different organisations and sectors. I’ve worked with many Sponsors who have ‘been put in the role’ and they have had no briefing on what is expected from them. There is complete misalignment between what the project manager expects from the role and what the Sponsor understands it to be. Add in a common question I get asked “How many projects can a Sponsor sponsor?” and it’s an all too uncommon sight that Sponsors are stretched too thin. No wonder there is lack of support if the people performing the role don’t know what it is or can dedicate the time to it!

Instead of viewing a lack of support from a project sponsor as a hindrance, consider it an opportunity to demonstrate your leadership skills. Take initiative, proactively communicate with stakeholders, and strategically align the project with organizational goals to garner support from various sources. Ultimately, use the challenge as a chance to showcase your ability to navigate and lead in less-than-ideal situations.

When you're not getting the support you need from the project sponsor, don't jump to the conclusion that it's a lack of support. First, ensure you're using the right channels and following organizational processes. The project sponsor might be tied up with other tasks, so check if you've emphasized the urgency and consequences in your communications. If the sponsor is unavailable, explore alternatives. In every request, remember to include relevant data, evidence, consequences, and highlight the urgency.

In most cases, a lack of support from a project sponsor stems from a gap or a misalignment between what the sponsor desires vs what the execution team thinks about it. The reason that gap exists is because of a lack of common understanding of what does success look like. The team sees lower-order success metrics such as timely completion or other input metrics, whereas the sponsor, who sees the big picture, needs something more from it, such as the impact of an initiative at an enterprise level, etc. In my experience, it is worth agreeing on what would the finish line look like - at least qualitatively but ideally quantitatively! Also, if the gap is due to execution methods, it is better to share the thinking behind it, and ask suggestions.

Evaluating the project's significance against the organizational vision is crucial. Leveraging informal networks or team collaboration to garner internal support is beneficial. Also, periodically reassessing the sponsor's needs and aligning project objectives with evolving organizational priorities ensures continual support and adaptability.