How do you support and empower the project manager and project team?

I would agree with the above, but would also state that it is vital to actually write down your expectations of the sponsor. Authorizing funding, resources, providing a voice at the executive Table, providing introductions to new stakeholders etc. I have sadly found on numerous occasions that sponsor simply views there role as nothing more than a name on a sheet of paper.

A project sponsor is a spokesperson, advocate and critical partner. Project sponsors should view themselves as a partner. With this mindset, they will realize that empowering their partner (Project Manager) to deliver with the project team means they are all successful. Everyone gets insight into expectations by clarifying roles and priorities. This approach adds value and alignment across the project team. It creates solutions more closely aligned with the project sponsor's vision and removes the common confusion from people playing telephone or passing on what they believe the project sponsor wants. The entire team heard from the project sponsor, reducing confusion and conflict from misinterpretations of expectations.

In supporting and empowering the project manager and team, clarity regarding roles and expectations serves as the cornerstone. It involves meticulously defining the responsibilities, authority, and boundaries of each team member, including the project manager. This clarity minimizes confusion, reduces conflicts, and fosters a sense of ownership and accountability. Regular discussions and documentation of roles ensure that everyone understands their contributions to the project's success. Additionally, it facilitates effective coordination and collaboration among team members by delineating who is responsible for what aspect of the project.

Supporting and empowering the project manager and team involves: Clear Communication: Establish open channels for sharing information and feedback. Resources: Provide necessary tools, training, and resources to facilitate success. Trust and Autonomy: Delegate tasks and decision-making authority, fostering a sense of ownership. Recognition: Acknowledge and celebrate achievements to boost morale and motivation. Collaboration: Foster a collaborative environment where ideas are valued and diverse perspectives are welcomed. Problem-solving: Offer guidance and assistance in overcoming challenges, promoting a problem-solving mindset. Growth Opportunities: Encourage skill development and career advancement through mentorship.

In my experience providing positive recognition regularly helps to improve confidence and motivation, I like to give positive feedback more often however constructive feedback is also important and I find the best results from a taking a coaching approach.

This one is interesting, and I personally feel the Project Manager is primarily responsible for providing feedback and recognition. I personally would never expect the sponsor to lead the discussions on what is working well, provide motivation etc.

Keeping tabs on progress and giving TIMELY, helpful feedback on both strengths and areas for improvement is so important. And let's not forget to celebrate the team's wins and show genuine appreciation for their hard work. It really does wonders for morale and team spirit. In my opinion, it's not just a nice-to-have, but an absolute must for any successful project!

Feedback and recognition are potent tools for motivation and performance improvement. Beyond mere acknowledgment of completed tasks, meaningful feedback entails constructive insights into strengths, areas for improvement, and contributions to the project's objectives. It creates an environment conducive to continuous learning and growth, where team members feel valued and supported in their endeavors. Recognition of achievements, whether big or small, reinforces positive behaviors and encourages sustained effort towards project goals. By offering regular feedback and recognition, leaders nurture a culture of excellence and commitment within the project team.

The real reward from a job well done is the learning that will last a lifetime. Sure, everyone appreciates that. But if it's also accompanied by a monetary reward, the team will enjoy it even more.

This is fine but the job of the project team is to deliver an agreed project scope. Hence, learning and experimentation has to support this goal and not compete with it.

Projects present opportunities for both personal and organizational growth through learning and innovation. Empowering the project manager and team involves fostering a culture that embraces experimentation, creativity, and continuous improvement. Encourage team members to expand their skill sets, explore new ideas, and challenge conventional methods. Provide access to training programs, workshops, and resources that facilitate skill development and knowledge acquisition. Encourage cross-functional collaboration and brainstorming sessions to harness the collective intelligence of the team. By nurturing a culture of learning and innovation, leaders inspire confidence, adaptability, and resilience in the face of evolving project requirements.

Projects are dynamic, with challenges and risks arising in their lifecycle. Supporting the project manager and team entails proactive identification and resolution of issues and risks. Leaders must create an environment where team members feel comfortable raising concerns and proposing solutions without fear of reprisal. Timely intervention and allocation of resources to address issues prevent them from escalating and derailing project progress. Risk management strategies, such as risk assessments, contingency planning, and mitigation measures, safeguard against potential threats to project success. By actively managing issues and risks, leaders instill confidence and trust in the team's ability to overcome obstacles and deliver results.

For risk management - that applies to both threats and opportunities - PRINCE2 proposes the IAPIC technique - Identify-Assess-Plan-Implement-Communicate. Risks are captured by completing Cause-Event-Effect fields with individual risk indices calculated using Probability, Impact, Proximity and Velocity attributes. The CARDI technique - Capture-Assess-Recommend-Decide-Implement can be used for issue management and change control, ranking issues for prioritization purposes using a standard matrix of priority vs. severity. This structured approach risk and issue management is intended to reliably produce repeatable and comparable results both within each individual project and across various projects within a programme.

In my experience a culture must be developed where people are encouraged to make their own decisions. Empowerment will come as a result of people feeling willing and capable of taking extended responsibility. Equally, sponsors and senior stakeholders should be discouraged from feeling like they should make all decisions themselves. In developing such a culture, “bottom-up decision making” will be allowed and encouraged. It's also important that mistakes are allowed. If people feel supported, more ideas are generated and better decision making happens. I find these cultural changes remove bottle-necks and reduce time lags. Speeding up decision making builds the confidence in your people and will ultimately improve outputs.

I agree with Will and this is the essence of my comments above. The sponsor has to empower the PM and then basically let the PM do there job. The PM should have the knowledge and skill to know when they require support. If the sponsor themselves is having to drive this rather than the PM then the project is almost certain to run into difficulties.

Effective decision-making and accountability are pivotal to project success. Empowering the project manager and team involves delegating decision-making authority to the appropriate levels and fostering a culture of autonomy and accountability. Encourage team members to take ownership of their tasks, make informed decisions, and collaborate with stakeholders to achieve project objectives. Clearly defined accountability structures ensure that each team member understands their role in delivering project outcomes and is held responsible for their contributions. Leaders provide support and guidance while allowing sufficient autonomy for individuals to exercise judgment and creativity in problem-solving.

Building on what Paul Whiteley says, let me briefly focus on management by exception, one of seven PRINCE2 principles. While the project board retains responsibility for the overall management of the project, it delegates responsibility for the day-to-day running of the project to the project manager. Limits of PM's delegated authority are set by stage tolerances. The PM operates autonomously within those, making all the relevant decisions without the need to involve the board - authorize work packages, monitor WP execution, receive completed WPs, top up WP tolerances, resolve issues and risks within stage tolerances. The board is not supposed to micro-manage and interfere with the PM's delegated authority.

Good communication and teamwork are the keys to a successful project. Staying connected with the project manager and the team ensures we're all on the same page and ready to handle any changes or challenges that come our way. It's just as important to listen to the team's thoughts and concerns - it makes everyone feel valued and committed. Working together with the team not only brings out our individual strengths but also leads to more creative and effective solutions. Plus, making sure everyone involved in the project is in the loop fosters trust and helps us all work towards a common goal. This way, we build a positive and productive team dynamic.

The term sponsor solicits an incomplete response from most project sponsors, as it often refers to someone funding the project. Changing the term to project advocate evokes the need for executives to be a leader in the project's success and build partnerships with the project team and across the organization.

David has raised an excellent point. Ensuring both the PM/Sponsor/Team know exactly what the Sponsors responsibilities are is vital. If the term 'advocate' helps reinforce/clarify this understanding then absolutely it should be used.

Empowering a project manager and team in the energy sector involves fostering open communication, providing resources, and recognizing achievements. For example, offering specialized training for handling renewable energy projects equips the team with essential skills. Encouraging collaborative problem-solving and acknowledging milestones boost morale. Regular feedback sessions and ensuring access to cutting-edge technologies enhance the team's capabilities. In the dynamic energy sector, adaptability and support for continuous learning are crucial. Empowered teams, armed with the right tools and encouragement, drive successful project outcomes in this rapidly evolving industry.

Fundamentally, from this article I miss the emphasis on the sponsor's ownership of the project business case and key functional objectives and supporting the project team on delivering them.