The Project Manager & Sponsor Relationship: The Key to Project Success

When managing projects, you’ll interact with many people, but one of the most critical relationships you’ll build is with your project sponsor. This relationship can make or break your project, so investing in it is essential.

Who is the Project Sponsor, and Why Do They Matter?

Your project sponsor is the person who initiates the project, provides resources, and ensures that the project aligns with business goals. Whether they’re a senior executive, your direct manager, or even a client, their influence is key to your project’s success.

They determine: ✔ The scope, goals, and objectives ✔ What success looks like ✔ The resources available ✔ The overall strategic importance of the project

Sound important? That’s because they are. A strong relationship with your project sponsor sets the foundation for a successful project.

Building a Strong Project Sponsor Relationship

Think of this relationship like any other—whether it’s a friendship, a professional partnership, or even a marriage—good ones don’t just happen. They require consideration, effort, and communication.

This begins during the Initiation Phase, when the project sponsor identifies the need for the project, and you (lucky you!) get assigned to manage it. Now, it’s time for what I like to call the Immersion Process—where you fully understand the sponsor, the project, and the expectations.

The Immersion Process: What You Need to Know

During your first dedicated meetings with your sponsor, your goal is to gather the Project Pertinents—the critical details that will set the project up for success:

1️⃣ What’s the scope? 2️⃣ What are the goals and objectives? 3️⃣ What’s the anticipated timeline? 4️⃣ What are the deliverables/outcomes? 5️⃣ What does success look like? 6️⃣ Are there any risks we should identify and mitigate early? 7️⃣ What assumptions or constraints exist? 8️⃣ Who are the key stakeholders?

This information will shape your project scope, planning, and execution. But to go beyond a “good” start and get a great start, you’ll need to ask even deeper questions.

Taking It to the Next Level

1. Ask the All-Important ‘Why’

Why are we doing this project? Understanding the true purpose will help you:

• Identify when scope changes impact business goals.

• Recognize “strategic drift” (when a project veers off from its intended purpose).

• Motivate your project team when challenges arise.

As Simon Sinek says, "People don’t buy what you do; they buy why you do it." When you operate strategically instead of tactically, you go from checking boxes to making an impact.

2. Follow Up with ‘What If’

After the why, ask: What if we don’t do this project?

• What happens if this doesn’t get done?

• What’s at risk for the business, stakeholders, or customers?

This reveals how critical your project is and helps you navigate prioritization discussions.

3. Focus on Outcomes, Not Just Activities

Your sponsor doesn’t just want a list of tasks completed—they want measurable results. Ask:

• When this project is done, what does success look like to you?

• Can we quantify the impact?

• How will we measure whether we hit the mark?

Being outcome-driven keeps you and your sponsor aligned on the real purpose behind the work.

4. Be a Partner, Not a Task-Taker

You’re not just a project manager—you’re a strategic partner. That means:

• Advocating for what’s best for the project, even when it’s tough.

• Bringing a perspective, not just taking orders.

• Having candid conversations about risks, challenges, and realities.

If you engage as a leader, your sponsor will see you as an advisor rather than just someone managing tasks. That sets you apart.

5. Learn Their Communication Style

Does your sponsor prefer quick updates via email, formal reports, or face-to-face check-ins? Find out how they like to receive information and be proactive in keeping them informed.

Pro tip: Err on the side of over-communicating. Sponsors rarely complain about knowing too much, but they do get frustrated when they feel out of the loop.

What If There’s No Clear Project Sponsor?

If you don’t know who your sponsor is—pause and escalate. Someone initiated this project, someone has expectations, and someone will decide if it’s successful. If you can’t identify that person, your project is at risk before it even starts.

Ask your manager to clarify who has final decision-making authority. Without a sponsor, you’re flying blind.

Final Thoughts: Relationships Matter

Projects aren’t just about deadlines, budgets, and deliverables—they’re about people. The relationship between you and your project sponsor is one of the most critical for success.

✅ Cultivate trust.

✅ Ask the right questions.

✅ Lead with confidence.

✅ Communicate effectively.

And remember: A strong sponsor relationship will help your project survive the ups, downs, and unexpected twists. It’s worth the investment!

🚀 Have you ever worked with an amazing (or difficult) project sponsor? Drop your experience in the comments below!

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Disclaimer: The views and opinions expressed in this blog are solely my own and do not reflect the views, positions, or policies of my employer, DLA Piper. The content is for informational and educational purposes only and should not be considered professional or legal advice.

The Hero’s Project: What Star Wars, Lord of the Rings, and The Matrix Teach Us About Project Management

Star Wars, The Lord of the Rings, and The Matrix. What do they all have in common?

Yes, they’re epic movies. Yes, they feature reluctant heroes who initially want nothing to do with their so-called “destiny.” And yes, they all make us question if we, too, could wield a lightsaber, carry the One Ring, or stop bullets with our mind.

But there’s something else.

They all follow The Hero’s Journey.

What’s the Hero’s Journey?

Mythologist Joseph Campbell identified a universal storytelling pattern called The Hero’s Journey, which shows up in myths, legends, books, and movies everywhere. It’s a predictable path—a structure.

And guess what? Projects follow a predictable structure too.

Enter: The Project Life Cycle.

Much like our movie heroes, you might find yourself suddenly thrust into a project, thinking:

❌ I’m not qualified for this.

❌ I don’t have a PMP certification.

❌ Don’t we have project managers for this?!

I get it. But don’t worry—just like Luke, Frodo, or Neo, you don’t have to go it alone. Understanding the five phases of the project life cycle will help you embrace the journey and avoid disaster.

Let’s break it down:

Phase 1: The Initiation Phase – The Call to Adventure

This is where your “project destiny” arrives—whether you like it or not.

The project lands in your lap, and you officially step into the role of project manager (cue dramatic music).

Your mission:

✔ Define goals, scope, and success metrics

✔ Identify stakeholders and communication plans

✔ Set expectations with leadership

Think of this phase as laying the foundation of your project. Skip it, and you’re basically building on quicksand. Tempting as it is to rush ahead, investing time here saves you from future headaches, budget disasters, and angry stakeholders.

Phase 2: The Planning Phase – Gathering the Fellowship

Now that you've accepted your quest, it’s time to plan the journey.

This phase involves:

✔ Building a project roadmap

✔ Assigning tasks and deadlines

✔ Identifying risks before they become disasters

Skipping this step is like trying to put the wheels on a plane while it’s taking off—doable? Maybe. Smart? Definitely not.

A well-thought-out plan ensures that when obstacles arise (and they WILL), you’re prepared to pivot, not panic.

Phase 3: The Execution Phase – Into the Belly of the Beast

This is where your plan meets reality.

Execution is exciting but chaotic—things will go sideways (sometimes spectacularly). You might:

➡ Realize you forgot to include a key stakeholder

➡ Encounter scope creep

➡ Get blindsided by “urgent” executive requests

Welcome to the fun part of project management! 🎉

To survive, you must:

✔ Stay adaptable (bob and weave, my friends!)

✔ Communicate clearly and consistently

✔ Tackle issues before they escalate into full-blown disasters

Execution isn’t about perfection—it’s about progress. Keep momentum, and keep adjusting as you go.

Phase 4: Monitoring & Controlling – Dodging the Plot Twists

Think of this as course correction in real-time.

While the execution phase is happening, you’re also tracking:

✔ Budget (Are we bleeding money?)

✔ Timeline (Are we about to miss a deadline?)

✔ Scope (Why are we suddenly adding features?!)

This is where your inner Jedi Master/Project Manager comes out—anticipate problems, keep the team aligned, and don’t let small fires turn into Death Star-level explosions.

Phase 5: Closure & Lessons Learned – The Return Home

You’ve made it to the finish line. Time to:

✔ Get project sign-off

✔ Archive documentation

✔ Release resources

And most importantly—conduct a retrospective.

What worked? What didn’t? What lessons can you carry into your next project so you don’t make the same mistakes? (Looking at you, scope creep.)

Oh, and one more thing—celebrate! 🎉

Even if the journey was messy, you made it. And just like every hero, you’re stronger, wiser, and ready for the next adventure.

The Hero’s Project: Your Journey Awaits

If you’ve ever felt like an accidental project manager, you’re not alone. Every hero starts their journey unsure, but with the right knowledge and tools, you can lead any project to success.

Want to dive deeper into each phase? Stay tuned for upcoming posts where I’ll break them down in more detail.

Until then—may your scope stay in check, your timelines stay on track, and your executive sponsors never surprise you with “just one more thing.”

🔥 What do you think? Have you ever been thrown into a project with zero training? Drop your best WTF project moment in the comments!

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Disclaimer: The views and opinions expressed in this blog are solely my own and do not reflect the views, positions, or policies of my employer, DLA Piper. The content is for informational and educational purposes only and should not be considered professional or legal advice.