Every project has a sponsor, but effective sponsorship is another matter. At best, it's a structured process for maintaining focus and achieving results, at worst--don't ask! Managing Director Walter Popper will lead this virtual exploration of methods of effective project sponsorship and how to achieve and sustain it. This 30-minute webinar is a prelude to the new, 2-day course Change Leaders and Catalysts, to premiere in Washington D.C. on April 4-5, 2016.

1. 8
Ques'ons
for
Project
Sponsors
Walter
Popper,
Managing
Director
Webinar
March
9,
2016
For
more
informa6on,
go
to
fcbpartners.com
or
call
Lindsay
Field
617.245.0265

2. 1
©2016
FCB
Partners.
All
rights
reserved.
Why
Do
You
Need
a
Sponsor?
“Change
doesn’t
happen
unless
it’s
led.
Sponsors
have
to
be
integrated
into
the
work
of
their
projects.
Only
with
true
ownership
will
those
projects
succeed.”
-­‐
Chuck
Paul,
SVP
Opera6ons,
Allstate
Sponsorship:
The
process
of
observa:on,
dialog,
decision-­‐making,
and
ac:on
that
guides
successful
projects
from
beginning
to
end.

3. 2
©2016
FCB
Partners.
All
rights
reserved.
Sponsorship
Must
Be
Learned
Some
execu:ves
are
naturals
passion
for
re-­‐shaping
the
business
in
sync
with
project
cadence
–
make
a
plan,
work
the
plan
but
not
micro-­‐managers
Most
learn
from
experience
defining
goals,
scope,
accountability,
and
resources
before
a
project
begins
engaging
throughout
the
project
–
diagnosis,
design,
implementa6on,
adop6on
guiding,
challenging,
and
evolving
with
the
team
How
can
you
accelerate
your
sponsor’s
learning?
establish
and
develop
a
meaningful
rela6onship
pose
the
right
ques6ons,
in
the
right
way,
at
the
right
moment
act
together,
based
on
the
answers

4. 3
©2016
FCB
Partners.
All
rights
reserved.
1.
Why
Is
this
Work
Important?
— Important
to
sponsor
and
team
–
skin
in
the
game
— Worthwhile
to
customers
–
generates
market
value
— High
priority
for
the
business
–
contributor
to
shareholder
value
— Sponsor
reinforces
purpose,
priority,
and
urgency
“Dream
more
than
others
think
prac'cal.
Expect
more
than
others
think
possible.
Care
more
than
others
think
wise.”
–
Howard
Schultz

5. 4
©2016
FCB
Partners.
All
rights
reserved.
2.
What’s
on
the
Cri:cal
Path?
— Near-­‐
and
mid-­‐term
events,
stage
gates,
and
due
dates
— Business
and
market
developments
that
could
accelerate
or
derail
the
project
— Sponsor
as
chief
project
strategist
“Tac'cs
without
strategy
is
the
noise
before
the
defeat.”
-­‐
Sun-­‐Tzu

6. 5
©2016
FCB
Partners.
All
rights
reserved.
3.
Do
We
Have
the
Right
Players?
— The
right
talent
at
each
stage
of
the
project
— In
the
right
roles
and
rela6onships
— Project
bench
strength,
career
and
succession
planning
— Sponsor
as
player
coach
“The
best
'me
to
plant
a
tree
was
twenty
years
ago.
The
second
best
'me
is
now.”
-­‐
Chinese
Proverb

7. 6
©2016
FCB
Partners.
All
rights
reserved.
4.
How
Are
We
Doing?
— Accomplishments
during
the
most
recent
period
— Misses,
near
misses
and
lessons
learned
at
major
events
and
stage
gates
— Sponsor
as
observer,
appraiser
and
goal
se[er
for
the
next
round
“If
you
keep
on
doing
what
you’ve
always
done,
you’ll
keep
geJng
what
you’ve
always
got.”
-­‐
W.L.
Bateman

8. 7
©2016
FCB
Partners.
All
rights
reserved.
5.
What
Do
We
Know?
— Relentless
inquiry
required
at
every
step,
not
just
diagnosis
— Using
new-­‐found
data
to
challenge
legacy
assump6ons
— Sponsor
asks
tough
ques6ons,
expects
insigh_ul
answers
“Opportunity
is
missed
by
most
people
because
it
is
dressed
in
overalls
and
looks
like
work.”
-­‐
Thomas
Edison

9. 8
©2016
FCB
Partners.
All
rights
reserved.
6.
Where
Should
We
Focus?
— Pareto
applied
to
the
team’s
6me
and
a[en6on
…
and
the
sponsor’s
— What
to
stop,
where
to
re-­‐direct
— Projects
require
periodic,
disciplined
pruning
– good
results
–
redouble
the
effort
– poor
results
–
change
or
drop
— Sponsor
as
source
of
judgment,
ready
to
make
tough
choices
"It
is
not
enough
to
be
busy
…
so
are
the
ants.
The
ques'on
is,
what
are
we
busy
about?”
-­‐
Henry
David
Thoreau

10. 9
©2016
FCB
Partners.
All
rights
reserved.
7.
Who
Are
Our
Allies?
— Messages
and
how
to
convey
them
in
each
cycle
— Requests,
exchanges
and
how
to
nego6ate
them
— Skep6cs
–
engaging
them
without
was6ng
6me
— Sponsor
as
communicator
and
coali6on
builder
"If
your
ac'ons
inspire
others
to
dream
more,
learn
more,
do
more,
and
become
more,
you
are
a
leader."
-­‐
John
Quincy
Adams

11. 10
©2016
FCB
Partners.
All
rights
reserved.
8.
What
Keeps
Us
Up
at
Night?
— Risks
and
roadblocks
in
the
foreseeable
future
— Alternate
courses
of
ac6on
should
the
worst
occur
— Sponsor
as
chief
risk
mi6ga6on
officer
“Only
the
paranoid
succeed”
–
Andy
Grove

12. 11
©2016
FCB
Partners.
All
rights
reserved.
To
Build
a
Strong
Sponsor
Rela:onship,
Work
Together
on
these
8
Ques:ons:
1. Why
is
this
work
important:
To
us?
To
customers?
To
the
business?
2. What’s
on
the
cri<cal
path
in
the
next
few
months
and
beyond?
3. Do
we
have
the
right
players?
In
the
right
roles?
Doing
the
right
work?
4. How
are
we
doing
-­‐
what
have
we
accomplished,
missed,
and
learned?
5. What
do
we
know
and
need
to
know,
to
go
forward?
6. How
can
we
focus
on
what
ma[ers
most?
Stop
what’s
non-­‐essen6al?
7. Who
are
our
allies
and
skep6cs?
What
do
we
need
from
them?
8. What
keeps
us
up
at
night?
And
what’s
our
‘plan
B’?

13. 12
©2016
FCB
Partners.
All
rights
reserved.
FCB
2016
Public
Courses
Event
Dates
and
Loca:on
Change
Leaders
and
Catalysts
Advanced
Cer<fica<on
Course
Arlington,
VA,
April
4-­‐5
Process
Redesign
Hammer
Cer<fica<on
Course
Arlington,
VA,
April
5-­‐8
Implementa:on
and
Execu:on
Advanced
Cer<fica<on
Course
Arlington,
VA,
April
6-­‐7
Power
of
Process
Hammer
Cer<fica<on
Course
New
Orleans,
LA,
October
24-­‐25
Leading
Transforma:on
Hammer
Cer<fica<on
Course
New
Orleans,
LA,
October
26-­‐28

14. 13
©2016
FCB
Partners.
All
rights
reserved.
Change
Leaders
and
Catalysts
A
course
on
advocacy,
sponsorship,
and
influence
for
business
process
change
management
When
you
change
what
people
do
–
how
they
work,
tools
they
use,
performance
measures,
and
who’s
in
charge
–
you
need
a
change
strategy:
Why,
what,
where,
and
how
things
will
change.
What
we
cover:
Early-­‐stage
change
management
• Establishing
‘why’
–
the
case
for
ac6on
• Nego6a6ng
‘what’
–
project
sponsor,
process
owner,
and
func6on
managers
• Targe6ng
‘where’
–
project
gates,
process
steps,
and
performer
roles
• Techniques
for
‘how’
–
stakeholder
mapping,
communica6ons,
and
influence
Who
should
take
this
course:
Early
stage
process
and
project
leaders
• Business
Process
Managers
• Business
and
IT
Project
Managers
• Lean,
Six
Sigma
and
IT
specialists
What
you
will
learn
• Create
and
communicate
a
compelling
narra6ve
• Recruit
a
network
of
decision
makers,
opinion
leaders,
and
doers
• Build
momentum
through
words,
ac6ons,
and
events
• Accelerate
buy-­‐in
and
set
the
stage
for
improvement

15. 14
©2016
FCB
Partners.
All
rights
reserved.
For
More
Informa:on
FCB
Partners
Lindsay
Field,
Program
Director
617
245
0265
lfield@fcbpartners.com