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Project Manager : Project Manager Aug Sept 2013
36 Project Manager THE OFFICE MIKE KANO CPPD Mike Kano is AIPM PMO SIG Chair in NSW. He has had an extensive career in project delivery, establishing and running PMOs and EPMOs, and in project assurance. At Kano Consulting, he is a P3O and Prince2 Practitioner. PMs are from Mars, sponsors are from Jupiter One of the great challenges in any project is working out who is leading -- the PM or the sponsor -- and then keeping both on the same page. This is where the PMO can be of great assistance. OFTEN THE MOST CHALLENGING relationship on a project is that of the PM and the Sponsor. Frankly, it takes two to walk dow n the aisle successfully and to stay together. Both the PM and the sponsor are project leaders; both are typically strong willed individuals, but normally the PM has far less power and gravitas. Realistically, if a PM is on the nose with a sponsor, then the PM is on the way out. In that case, it's likely to be a quick divorce, not some long-winded, lawyer enriching court drama. e PMO is often responsible for matchmaking at the start, and getting that match right from the beginning and helping keep the relationship going requires some understanding of the sponsor's key project leadership responsibilities. Leadership responsibilities Let's look at some key project leadership responsibilities that are often the sponsor's, and re ect on how the PMO can contribute to making them easier and more successful. • Appointing the project team (including the PM) Often the sponsor nds the PM and tasks him or her with nding the rest of the team. So get the ball rolling, and if necessary get the sponsor involved in inter views and decision making. Give the sponsor good news stories to communicate to his or her peers and up the line. In this process, be clear about who is doing what. • Overseeing the development and sign-oﬀ of all business cases Again this is normally about providing some guidance and high level reviews, and then brokering the business case o to senior management. Remember, it is the sponsor's document, not the PM's or the PMO's. So brief your sponsor, provide content, do whatever you can to make it easier for him or her to get it through corporate hurdles, and meet presentation and board submission deadlines. • Securing the funding While the PMO may need to set up the nancial monitoring and reporting, the sponsor has the higher level leadership role here. Without funding, there is no project and the sponsor always controls the purse- strings in the relationship. • Approving new supplier contracts e sponsor signs o contracts as he or she has the authority. e sponsor probably doesn't want to get bogged dow n in all the detail though -- the PMO or the PM does that. You want to make it easier for your sponsor, so brief clearly and make sure you provide just the right level of detail and insight. • Monitors and controls the progress of the project at a strategic level Provide whatever a sponsor (and even more senior executives) need for reporting, insight and decisions. Find out what decisions they want to make and what decisions they want to delegate to the PM. If processes could be a bit more e cient, and they are open to hearing how, propose changes that will provide e ciencies. BE PREPARED. KNOW WHO IS DOING WHAT, WHO IS LEADING AND WHAT YOUR SPONSOR'S STYLE IS
Project Manager June July 2013
Project Manager Oct Nov 2013