Project Initiation Podcast
Saga of the Project from Hell-Podcast Project Initiation
Listen as a new project manager gets advice from a PM mentor about how to handle a really tough sponsor. Then read the comments to see what our mentors think about the situation and add your thoughts.
posted by Dick Billows, PMP, GCA @ 3:07 PM
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8 Comments:
The only thing to do here is to refuse to do the project. It's doomed to failure and better to stand up now then after the project is late, overbudge and has produced nothing of value
No the lower risk is to document the sponsor's refusal to plan and issue the project charter yourself with a clear risk statement
I've worked with sponsors like this before. I think you should just keep pushing for a defintion of project success. Eventually most of them can see the value. Although, I've also been reassigned for this technique. But, I didn't get blamed when the project failed in the end.
I would take the papers, leave the room, and write up a proposal outline the risk involved with the current scenario, and then propose some "minor" changes that would put the project, if not on a course to success, then at least a course that has a shot at avoiding utter failure. I would return the document to the sponsor with a suggestion that we meet to discuss the issues PRIOR to my taking over the project to ensure that his (the sponsors) concerns are fully addressed. This would put the ball back in his court to have me assigned to the project.
As certified PMPs, we know the PMI processes work. I prefer going into battle with a clear objective. I have learned a great deal these past 6 months when it comes to bully sponsors. It's all about mental posturing in dealing with intimidation. If I know that I am doing the right things and if the sponsor wants to kick me off of the project as a result of it...so be it. As soon as they know I am intimidated by them, they will not respect me or what I have to provide anyway. Part of confrontation is having the right mental attitude.
the ony thing do is get sponsor to be commtted to the project and define the objectives of the project
This situation would be a lot easier with a PMO and an accepted PM methodology that is supported at the highest level. The methodology gives the project manager a frame of reference to insist that the corporate standards be met, or alternatively, the sponsor from Hell can present his project proposal to the PM
As a professional you can't simply refuse to do the project. You also can't walk out of the room and come back with a plan or project charter because you don't know what the final outcome is. Also, his edict to you was to hit the ground running and if you leave his office he will believe you were doing what he asked. To come in the next day having done nothing gets you started off on the wrong foot. I agree that you need to command respect, so in my estimation you need to quickly review the activity pages and then lead the demon possessed sponsor down the road to the final outcome by asking questions. You could begin by simply stating "In reviewing these documents I noticed there is no clear cut outcome that can be measured. Could you state the outcome you hope to achieve and how we will know it was accomplished"? By asking the right leading questions and making statements like "how can this project succeed if we don't know the target" you should be able to lead the sponsor to the conclusion that there is a lot more to managing a successful project than simply jotting down a huge to do list. He obviously has never been educated in project management and no one has had the juevos to challenge him. If done with tact, diplomacy and intelligence he should not only respect you for your knowledge but also for your ability to deliver the project on time and on budget which will project him more favorably to his bosses. If he still refuses to give you what you need then you can document your discussion with him and let him know that you value your career and would like to be reassigned off of his project which is doomed to failure.
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