Signification of the proper sponsorship for a PMO

As discussed in post How to set up a PMO, the correct level of PMO Sponsorship is critical for the PMO to achieve success.

Clearly Defined Sponsor

When you are in the midst of setting up a PMO, confirm there’s a obviously defined sponsor. If you do not then the PMO won’t be seen to having any real authority. This could usually result in many of the project managers either doing the absolute minimum in respect of requests or nothing whatsoever.

Type of Sponsor

Ideally the PMO should have a sponsor who is a part of senior management. This will provide the PMO with credibility as the PMO will get a level of referred authority.

PMO Sponsor Behaviors

The PMO sponsor must completely ‘buy-in ‘ to the purpose and value of the PMO. This can help them to be an envoy to their peers and to other staff members. If they do not ‘buy-in ‘ and are only doing it because they have to or no one else available, this is very threatening. Project Managers and other employees will speedily pick up on this and you will find it very difficult to get active.

In this eventuality you'll typically find that the PMO will make a request, the project manager will escalate to their line manager, the line manager will then go right to the sponsor and they may agree it does not have to be done. The PMO’s authority is totally undermined and the project manager will know that they can do the same again and again to push back.

The sponsor should generally be an affiliate of upper managers. This is critical as this will provide a level of referred authority.

Activity Plan

– So what are you able to do about this? Like a lot of things in life it’s best to have a strategy and address these possible risks before they happen.
– Ask who the sponsor is? If they’re not senior enough or do not have the mandatory level of respect/authority, raise this with your line manager to encourage a level of executive support. Spell out that you want this to be a success and that sponsorship is vital.
– Meet with the sponsor. Discover how committed they’re. Remind them of the responsibilities and that for the PMO to be successful you want their support. Point out that they’ve got to be careful not to let the PMO be undermined by signalling your consent to direct requests/dispensations for individual projects. Remind then that you both can only achieve success by collaborating.
– Set up frequent update meetings to keep the sponsor updated. This will increase trust, permit you to talk about successes and most vitally make them conscious of any issues before they hear it else where (or worse are caught out in a meeting with their peers).
– Consistently remind them of the value of what’s been achieved.

It is always simpler to have these discussions at the beginning of a project, not when issues have taken place and become emotional.

Simon Wilkinson is the founder of Practical PMO. He writes a regular blog that provides practical comprehension of setting successfully running a successful Project Management Office. Covering straightforward questions such as “What is a PMO?”