This month we continue our theam about executive sponsorship. I have found an excellent post from ProjectSteps about executive apathy
Ever had a project that begins with strong executive/senior management support and over time that support fades?
The symptoms are:
1) Executives/senior management remain silent during status meetings
2) Executives/senior management stop coming to status meetings and don’t ask for meeting minutes
3) Executives/senior management lack a sense of urgency regarding “your” project
4) Executives/senior management become more confused and less supportive over time regarding project goals and objectives
5) Executives/senior management begin to focus on what has been “installed” vs. what business results have been realized
6) The project sponsor(s) becomes detached and less available for project updates
7) Executives, sponsors, and stakeholders start to forget the culture and try to force solutions to meet deadlines
I know first hand that executives/senior management will tell you they support your project, and then turnaround and encourage resistance in their departments, and allow or ignore passive-aggressive behaviors of key staff members regarding the project’s goals and objectives. What can be done? Here are some ideas; however you must realize that your project is in serious trouble if you have observed the behaviors listed above.
1) Calculate the costs of the project so far. Consider scaling back the project or killing it all together. I know from experience that this is much easier said than done.
2) Identify key executives and stakeholders and meet with them personally and restate the projects benefits. If they still aren’t sold or supportive, move on to the next group. Ensure you create a Scope Change and de-scope portions of the project that aren’t getting support.
3) Reevaluate the project team. Do you need new people? Are they really focused on meeting the project’s objectives and scope? Are the project’s objectives and scope still realistic, attainable and relevant?
4) Reevaluate the organization’s culture and re-plan the project if needed. Reset expectations, and identify sources of resistance. If the culture can’t be changed quickly, perhaps the project’s objectives, goals, and/or scope need to be adjusted.
5) Remember, project failure rests on the project manager’s shoulders. Sometimes senior management is too busy to get or stay involved, however that doesn’t release them from their responsibility to support your project. Determine if they are too busy or just too lazy to support your project. Not easy to do, but absolutely necessary.