In the past, I have been asked what I felt was the biggest key is to the success of a project. There are many possible answers: delivering the project on time, staying within the budget, meeting the customer needs, amongst others. While all of these are important, none of this is possible without support of the people around you.

In looking at the people side of project management, I have found 4 key constituents to consider when managing a project:

1. Project Sponsor
2. Project Team
3. Other Stakeholders
4. You – The Project Manager (YES, You)

This week we will look at the relationship of project manager and the sponsor, the key stakeholder for the project providing executive support. Typically, the sponsor provides the funding for the project and has the greatest stake in the project’s success. They will also be the main champion of the project.

Projects with a sponsor at the highest levels of the organization tend to be most successful. As projects are usually cross-organizational, a high-level sponsor will have more influence across the organization and will garner more support. Sponsors in mid-level management will find it more difficult to get support from other groups which may have other conflicting priorities.

The sponsor can also serve as an escalation point when there are issues that require a higher level resolution especially across different departments. A high-level sponsor will be better able to consider cross-organizational issues and identify a resolution in the best interest of the organization.

It is also important for the project manager to have direct contact with the Sponsor. This will help the project manager to better understand the objectives and concerns of the sponsor and for the sponsor to get information on the project directly from the project manager, who is ultimately responsible for the day-to-day activities of the project. In larger organizations, the project manager may be several levels removed from the sponsor. This can lead to additional layers of communications between the sponsor and the project manager, which can water down the communications between the two. In these organizations, strong communications can be even more important.

The project manager should schedule regular meetings with the sponsor to provide updates and to address questions and concerns that the sponsor may have as well as identify any changes that may impact the project. Depending on the project, these meetings can be monthly, semi-monthly, or quarterly. In some instances, more frequent meetings may be necessary.

In these meetings, it is important to be forthcoming and honest with updates to the sponsor. Provide the sponsor with the information they need to know, not just what they want to hear. If there is a risk or issue that may adversely impact the project, the sooner it is addressed with the sponsor, the sooner it can be resolved.

In establishing a strong working relationship with the sponsor, the project manager will be in a better position to manage the project and gain support in working with the project team and other stakeholders.

Next week, we will look at project teams and the unique challenges that they present to the project manager.