system and business analyst, Lachmann Companies, Rio de Janeiro, Brazil
I show the relevancy of the project and how it will help the sponsor. People normally think that a sponsor is motivated for him or herself. Not always.
Sometimes, the sponsors don't see the value in the project. Each time my project team receives a request, we make the elicitation [of the new requirement], write the scope and the software analysis, and then present to [the sponsors], showing and explaining all the points as if they were already deployed. Sponsors need something to see, something they can “touch” to know what will be delivered. When they have that, they become more motivated.
Revaz Margania, CAPM
project manager, Onyx Consulting, London, England
Sponsors don't always realize the importance of the project. To get them excited, show how the project is good for the company. Provide some hard measurements, like the ROI or sales increase the project will achieve.
Also, show the progress of the project. Clearly lay out for the sponsor what was planned, what was achieved, when it will be completed and so on.
If this doesn't help, your sponsor could be the wrong person for the job. Perhaps he or she doesn't value the work of others. In this case, nothing can be done.
Sergio Luis Conte, PhD, PMI-ACP, PMP
program manager, service management, PepsiCo, Buenos Aires, Argentina
I sell the project from the very beginning to get the stakeholder excited. The sponsor must feel that he or she will gain something valuable as a result of the project.
When I present the project to the sponsor and each stakeholder, I take care to prepare for the presentation. To do that, the first question I answer for myself is the same one that I imagine the sponsor is thinking: “Why should I provide financial resources to this project?”
I perform stakeholder analysis to identify the “pain” my project will alleviate for each stakeholder, especially the sponsor.
Terri Buffolino, PMP
operations director, American Express, Fort Lauderdale, Florida, USA
You shouldn't have to excite the project sponsor if the right sponsor was chosen in the first place.
The sponsor should be supportive and see the value in the project. If he or she doesn't, you have to understand what is valuable to the sponsor and leverage that to get the sponsor more engaged. For example, is there a burning issue in his or her shop that you can link the project to? If you can show that the project will help solve that issue, you should be able to capture his or her attention and interest.
JANUARY 2013 PM NETWORK