It Takes Two To Tango
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Great Project Managers plus Great Project Sponsors equals Great Project Success!
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It Takes Two To Tango
- 1. It Takes Two To Tango Great PM + Great Project Sponsor = Great Project Success!
- 2. Introducing Lonnie Pacelli, internationally recognized author and founder of Leading On The Edge International http://LeadingOnEdge.com Kendall Kunz, founder & CEO of Bellevue Technology Partners http://BellevueTech.com
- 3. Agenda Ten truths of a great sponsor/PM relationship Summary Question & Answer
- 4. 1 Great sponsors clearly articulate a root-cause problem to be solved.Great PM’s make sure the team knows (and remembers) what problem is being solved.
- 5. 2 Great sponsors ensure the solution solves the root cause problem.Great PM’s don’t allow solutions to lose focus.
- 6. 3 Great sponsors enforce a “good enough” mindset.Great PM’s don’t use “good enough” as an excuse to cut scope.
- 7. 4 Great sponsors ensure the project has the right resources to get the work done.Great PM’s articulate clear resource requests and “right size” the ask to the need.
- 8. 5 Great sponsors hold the PM and team accountable for results.Great PM’s embrace the accountability and enforce it with the team.
- 9. 6 Great sponsors are on top of the big issues and stand at the ready to help resolve them.Great PM’s articulate issues clearly and timely and escalate only those they can’t solve.
- 10. 7 Great sponsors are an advocate, coach and battering ram for the project.Great PM’s know how to leverage a sponsor and listen to the sponsor’s counsel.
- 11. 8 Great sponsors willingly make tough decisions even if unpopular or politically charged.Great PM’s provide clear and unbiased alternatives, information and consequences to support decision making.
- 12. 9 Great sponsors don’t opportunistically increase scope if the project is going well.Great PM’s keep the team focused on delivery and don’t claim victory too soon.
- 13. 10 Great sponsors continually evaluate priorities and are willing to pull the plug on a project if it no longer makes sense to do.Great PM’s don’t get emotionally tied to a project and don’t lobby to keep it alive if it should stop.
- 14. Conclusion The best sponsor/PM relationships embrace the partnership and know how to play their roles to better secure project success. Great sponsors view themselves as a resource to the project and help the team succeed through position, influence, and wisdom Great PM’s respect the sponsor as a resource and never lose sight of solving the business problem as quickly and inexpensively as possible.
- 16. Bellevue Technology PartnersNext Steps 18 point project health checkup 2-hour Project Sponsor coaching sessions Project Leadership resources for your next IT initiative
- 17. Resources http://LeadingOnEdge.com http://BellevueTech.com (425) 444-9932
Notas del editor
- (1 minute before start) We will begin the webinar in one minute. Welcome to our webinar “It Takes Two to Tango” where great project management plus great project sponsors equals great project success.A couple of details before we begin our webinar. All phone lines are on mute for the duration of the webcast. We will be answering questions at the end of the session.If you have a question, simply type it in the dialogue box on your GoToWebinar panel.
- My name is Kendall Kunz, founder and CEO of Bellevue Technology Partners, a leading provider of technology project management services and technical staffing located in Bellevue, WA. Lonnie Pacelli is an internationally recognized author and is president of Leading on the Edge International. Lonnie has over 20 years leadership expertise as an executive, project manager, developer, tester, analyst, trainer, consultant, and business owner. During his 11 years at Accenture he built leadership expertise consulting with many Fortune 500 companies including Motorola, Hughes Electronics, and Northrop-Grumman. During his nine years at Microsoft he continued building leadership expertise through development of some of Microsoft’s internal systems, led their Corporate Procurement group, managed their Corporate Planning group, and led company-wide initiatives on Continuous Fiscal Improvement and Training Process Optimization. He has successfully implemented projects ranging from complex IT systems to process re-engineering to business strategies.
- Lonnie, can you provide me with an example of a project where the sponsor articulated a root-cause problem and then a project where a root cause problem was not articulated clearly?
- I recall being on a project at Motorola where we were developing an important customer service application for their wireless division. The project management focus was all over the map and each we it seemed we had a new priority.
- In the mid-1990’s, we invented a term used in implementing an ERP application at Tektronix, to determine good enough. The term was “Vanilla Implementation”, that is to say that that if the package didn’t have it out of the box, we didn’t monkey with the code and would add people only where the functionality could be built outside the core application.
- Many people are familiar with the “Chaos Study” by the Standish Group. This year’s results showed surprisingly that cost overruns averaged 181% and since projects costs are mostly labor, how can a sponsor insure they have the right resources for their project before it starts?
- Our hiring plan at Bellevue Technology Partners includes a series of understanding for technical project management experience but also for high emotional intelligence, that is to say, people who have a developed sense for adaptability, empathy and listening, to name a few. What other characteristics should a project manager posses to insure commitment and accountability?
- Can you give us some examples of non-big issues that can tend to de-focus a project sponsor?
- I’ve seen battering rams for sure. I recall a recent project where the project sponsor’s boss, the COO of a public company, said that the delivery deadline would be moved up six months on a 12 month project. How can the sponsor and project manager deal with that situation?
- . How does one go about making those tough decisions?
- What about adding scope after completion of the project? Should that planning be done during the first phase?
- One of the toughest decisions I had to make was to cancel a project. And cancelling that project didn’t mean moving onto something else, but literally cancelling the company
- What if there is not a clear project sponsor?What if there are competing project sponsors, how would you go about resolving who the individual should be the project sponsor?How should I go about finding a good project manager for my project? Is it important that the project manager also be a subject matter expert?How can I get Lonnie Pacelli to help manage my project?