Roles Senior Executive Play in Managing My Project
It is crucial to get senior executives involved in projects; often, their role is limited to authorizing a project, approving funding, and, if all goes well, taking credit when you’re done. But they also have to buy-in to the concept or change that is going on. Without that senior level engagement, any initiative is virtually doomed to failure.
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Dr. Terry Cooke-Davis, author of Aspects of Complexity: Managing Projects in a Complex World, says, “Sponsors have to be very clear that they are not a project manager. Sponsors have to let the project managers manage the project and create the environment to allow them to do that.” So their job is to be involved – but not right into every detail. It is an important balance: too much input and micromanaging undermines the project manager and tends to muddy the waters. Too little creates a sense of dissonance between the team and executives.
At the same time, a senior executive can become a project champion. He/she is able to interface with the team as well as convey positive messages about the projects to other senior level executives. This can be tremendously powerful in creating that necessary buy-in and in helping a fledgling project grow stronger. Related, these “sponsors” or involved executives can communicate the project’s goals and tie them to the organization’s objectives. A clear link is essential in creating lasting change.
Any project will encounter bumps along the way; it is important to have a senior level executive with decision-making authority in order to resolve issues. An escalation process only works when you have someone who can definitely say “Yes,” “No,” or “Are you insane?” without having to make ten phone calls to people who have to make ten phone calls to other people. This way, a problem is not allowed to go 24 hours without being escalated and, hopefully, resolved. The senior executives are the ones who can clear these roadblocks so the project can continue to work towards its goals.
Senior executives have to let the project managers manage, but they can’t practice benign neglect either. Optimal results require participation at this level, just as they require diligent project managers and team members. When any link in the chain is weak, it threatens the entire initiative.
