What if the sponsor doesn’t want a feasibility study – they want a 100% guarantee!!!

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Projects are risky by definition! You are trying to create something that has never been created before. Some executives find this uncomfortable and request a feasibility study to determine whether the project is viable. It’s a smart thing to do: it helps you build a good initial scope statement and project charter. However, if the feasibility study is supposed to create certainty about the project outcome – meaning no risk – you’ve got a problem. Here are some tips if you find yourself in this situation.

  1. Focus on creating a risk plan and sharing it enthusiastically. This may seem a bit counter-intuitive. You have executives who don’t want risk, and the advice is to shove a risk plan in their face! The fundamental truth is that projects involve risk. Embrace that! Presenting a methodical way to approach risk is the best way to balance the reality of those risks with a sense of control.
  2.  Package your project approach as a story. When your executive sees how the project can come to pass via a believable story, you can ease their fears and allow a reasonable project to move forward.
  3.  Focus on the steps in your plans and how you can validate each step as they occur. Executives often fear that they will lose control and incur large expenses or delays. Building sound plans and project controls can ease your executives’ anxiety. Make your sponsor comfortable that they will have control over the project and can act proactively if things go sideways. Doing so will put your sponsor, yourself and your organization in a much better position to deliver a viable project.
  4. Understand your sponsor’s greatest concerns and communicate status about those concerns. If they are concerned about spending, create as detailed a budget and spending plan as you can and review status regularly. When the status isn’t good, report it quickly  — along with actions that can be taken. Ensure a sense of control and understanding is present regarding your project, and you and your sponsor are more likely to work together to produce great project outcomes.

Top 5 Project Management Skills You Never Knew You Needed

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As a project manager no two days are the same. Business changes, project dynamics, and the myriad stakeholders you deal with are just the beginning. For daily entertainment, here are a few additional project management skills you must develop and deploy to be effective:

  1. Storyteller – Effective conversations and project documentation are the beginning of your project story. What you really need is vivid communication–the story of how your project can progress from idea to reality. Senior leaders need reassurance, often in the form of hero reports and processes that save the day. Practice telling the story of your project. To be certain your story will sell your senior leaders, make it part Marvel action movie and part warm snuggly lullaby. Do that, and you’ll be in your project’s driver’s seat.
  2. Non-insulting Consultant – One of the more challenging things a project manager does is turn away work. That’s right – you have to say no to some project assignments. Pet projects, impractical projects that sponsors erroneously assume employees will buy into, and other unrealistic project concepts will cross your desk for justification. When you find yourself in this position, you need to put on your consulting hat and convince your enthusiastic sponsor their idea won’t fly. You have to be firm and direct and, at the same time, avoid insulting them. Take the approach of steward of your sponsor’s business and assure them that your job is to protect them from issues that impact the bottom line. Consider telling a good project horror story (see item 1).
  3. The Battle-revealer and Peacemaker – Your project sponsor may be totally convinced about a project, while other key stakeholders think differently. Finding those not-so-on-board stakeholders and revealing the battle that needs to be fought is critical for success. Otherwise, you’ll have one significant stakeholder tell you to go north while another tells you to go south. Good luck with THAT! Find the requirement and prioritization mismatches, get the combatants in a room, and help them clearly articulate their differences. You act as the peacemaker and look for compromise, if necessary. Then your life as project manager will be much easier.
  4. The Discoverer of wobbly truth – The people you need to work on your projects are almost always working on other things, too. (If you run a project with 100% dedicated resources, you haven’t experienced the full fun of being a PM!) Your project team members are juggling things and almost always underestimate. They try to be diligent, but they’re usually optimistic about what they can produce, in quantity and quality. Gently and compassionately, you need to find the truth about what your project team can produce and the status of their work. Wobbly truth (a well-intended statement that isn’t a lie, but doesn’t turn out to be accurate) has spawned more nightmares than Dracula—at least for project managers. Be persistent and kind, but don’t stop poking until you get the truth.
  5. Executive Whisperer – Anticipating your sponsor’s reactions to project twists and turns is a useful skill. Even more important is understanding the fears that these project situations will awaken in your senior leaders. Understanding those fears helps you identify the information to share to either reassure them or give them clear options to help you address the concern. Executive whispering is best performed going into a project, when you can have a conversation with your sponsor and other stakeholders about the risks they are most concerned about and the positive outcomes they value most. That way, you can whisper to your senior leaders to help you guide the project and control their fears!