How to Speak the Language Your Project Sponsors Understand: A Key for Project Success Alfonso Bucero, PMP, PMI-RMP, PFMP, PMI Fellow Managing Partner BUCERO PM Consulting 1-3 May 2017

Learning objectives To learn tips and techniques about how to establish sustain and maintain an efficient and productive relationship with project sponsors To learn how to focus on the language managers understand taking care of their words and developing better professional relationship with them

Agenda Background Speaking the truth to Sponsors Training Executives on Sponsorship The results The model and the language The relationship building process Suggestions for PMs and SPs Some difficulties What was the key Conclusions

1. Background Too many projects Many young project managers Less and less experienced PMs Not enough knowledge Absence of Sponsorship I had no more authority than anyone else in the organization

2. Speaking the truth to Sponsors Spending time to create a compelling picture Why action was required What needed to be done How to resolve the issues And what the results would be Delivering a presentation…

2.1 Speaking the truth to Sponsors New approach I proposed to my manager to invite somebody else from outside the organization to tell the same story to the management team I used a German colleague who had solved a similar problem in his country previously We asked our General Manager to attend the session Did you experience anything similar…?

3. Training Executives on Sponsorship We prepared an e-mail for all Business managers with copy to our General manager We called them for a meeting outside the organization building We prepared some questions to be answered

3.1 Preparing the Session Questions to be answered How many projects are you sponsoring? What is the name of every assigned project manager? What is the project status for every project you are sponsoring? Are you aware of the main project issues? What is your customer visits schedule? What do you know about the customer business? Do you know the customer strategic plan, and directions?

4. The results All Business Managers attended the session discovering: 70% of the Business Managers did not know all the project status about the projects they sponsored Inconsistent understanding of Project sponsorship Absence of customer visits Not accurate answers

4.1 The feedback from GM The General Manager that was in the room said: Do you really believe that acting that way you will be able to sell more projects to your customers? The General Manager asked them for an immediate action plan

4.2 Delivering the Session The Action Plan consisted on: Every project must have an Sponsor assigned An Sponsor role definition will be written and distributed to all Business Managers Characteristics of good Sponsors will be also distributed and explained Sponsorship role will be measured and that will imply that will affect to the Business Manager salary The Action Plan would be reviewed after 15 days

5. The Model

5.1 The Language Any other suggestion…? I created a glossary of terms to be used with Sponsors: I need your help, your support, your commitment I need you making a decision to achieve the project and organizational success I need your empowerment to get better project results I respect your agenda but I want you in this project You have the right power and authority You can influence to upper management level The business benefit of this is…. We need to operate as a team, we need each other for the project success…… Any other suggestion…?

6. The Relationship building Process Building a relationship with your Sponsor provides you an opportunity to progress about your knowledge, and understanding better the business part Use a positive attitude Use my 3 Ps Listen to your Sponsor You Can Do it!

6.1 PM - Sponsor Relationship The main objective of the relationship is for the PM to contribute to the Sponsor success an vice versa Be as concrete as possible in setting personal objectives and crafting a customized action plan Every relationship will have different details The benefits are more indirect than measurable A free flow of information is key….

7. Suggestions for PMs We suggest some good practices to PMs : Listen to your Sponsor Respect your Sponsor’s opinions Give objective information Ask questions and encourage decisions Provide emotional support when needed If you don’t know the answer to a question, say, “ I don’t know”

7.1 Suggestions for Sponsors We also suggest some good practices to SPs : Listen to your PM and respect your PM’s opinions Practice integrity and authenticity Defend your PMs when facing the Management team Encourage PM ideas Provide emotional support when needed Talk to your PMs frequently

8. Some Difficulties I encountered difficulties working with my business managers as Project Sponsors: No empathy Not enough time Unrealistic or unachieved expectations Not short term results

9. What was the key? Looking for ways to solidify the relationship Verifying expectations between the PM and the Sponsor In each meeting or session: I clarified problems with them.. I guided discussions….. I spoke the truth… I listened to them

10. Conclusions Know your Sponsor and spend more time communicating to him/her Establish a professional relationship with your Sponsor Be authentic and positive Highlight the importance of Project Sponsorship Tell them that you NEED THEM…

Questions or comments?

Contact Information Name: Alfonso Bucero Email: alfonso.bucero@abucero.com Phone: +34-91-6308156 or +34-653673328 Session #: