When the Project Sponsor is just too important to be effective

Photograph of a door with a sign on it saying "Project Sponsor - No entry unless authorised"

As a project manager, there are a few things you want in a project sponsor:

  • A genuine interest in the success of the project
  • Sufficient “clout” and credibility to argue for the project’s priority against other projects
  • Availability to give ad hoc direction, sign off key documents, etc., as and when required

Failure on the part of the sponsor to fulfil any of these criteria can cause the project serious problems.

You might think that the sponsor’s interest in the success of the project could be taken as read, but this can be lacking, especially if the sponsor did not initiate the project but was “volunteered” for the role (usually by their boss). Continue reading “When the Project Sponsor is just too important to be effective”

Lessons Learned: Specific or Universal?

lessons-learnt

At a recent PMO FlashMob event, I got chatting with a few FlashMobbers about what can be done with the Lessons identified in project closure reports. There were split opinions in the group:

  • Some thought that Lessons are usually specific to the Project concerned, and are only useful in later stages of the same project, or in running future projects that are very similar to the one from which the Lessons were learned;
  • Others (including me) thought that it is possible to extract more generic learning from at least some Lessons that can be implemented across many projects (even those that are different from the project that identified the Lesson), perhaps by adding or making a small change to a checklist, template, approach, BAU process or corporate PM methodology, or by including the Lesson in PM training or coaching.

I have written before about Lessons Learned and my ideas on how to use them, but I thought it might be fun to try an experiment, with which I would be grateful for your help. Continue reading “Lessons Learned: Specific or Universal?”

Benefits Realisation Management (Book Review)

This well-written book starts by explaining the fundamentals of Benefits Realisation Management (BRM). It debunks popular myths, and explains why adherence to outdated beliefs can prevent organisations realising all of the benefits that could arise from change. Most of this “practical guide” is devoted to applying BRM to various situations. Continue reading “Benefits Realisation Management (Book Review)”