Unfortunately, many project sponsors, have "selective memory" regarding discussions on scope adjustments with a disregard for their impact on cost, timeline, quality, and resources. As a result, I have the following advice for dealing with project sponsors who are not always right:
- Specify what the project sponsor is and is not expected to do: Project sponsors are not supposed to micro-manage the PM. Most successful projects have been the ones with executive support from "start to finish". A project sponsor with strong connections within the organization can be an invaluable ally for carrying the project through completion. This is why a project sponsor exists.
- Manage scope adjustments: The project sponsor must understand what the finished product is supposed to have and not have. A good way of responding to frequent scope adjustment requests from the project sponsor is to say "That sounds like a wonderful idea! Once we're finished with what we're working on (phase 1), we'll add that to the backlog of what we could be working on in the next phase.
- Attach a cost to scope adjustments: If you feel like your position might be at risk by not agreeing to a scope adjustment in phase 1, communicate how much the change would cost in terms of time, money, and additional resources. More often than not, project sponsors would be more than happy to forgo the adjustments or postpone them for the later phases.
- Manage your relationship with the project sponsor: The project sponsor can your your best ally or your worst nightmare! Make sure you nurture your relationship with him/her outside the formal channels of communication of project status meetings.
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