Strong sponsors are essential after portfolio reviews, navigating tough decisions and aligning projects with strategic goals. Their maturity, collaboration with the PMO, and leadership ensure prioritisation decisions drive meaningful outcomes.
Sponsors are often hailed as the cornerstone of project success, with their influence extending far beyond mere advocacy. They shape strategic decisions, steer project outcomes and ensure alignment with organisational goals. However, during a portfolio review – when the viability, alignment and priority of projects are scrutinised – their responsibilities are put under the spotlight.
A portfolio review is a critical juncture in the project lifecycle, offering a strategic lens to determine which initiatives should proceed, be postponed, or be discontinued. But that’s not all – the review also sets the stage for realigning priorities and driving governance improvements. For project sponsors, it can represent a moment of truth: the decisions made in this process can profoundly affect their projects and their role in the organisation’s broader strategy.
The importance of sponsor maturity
Sponsor maturity is critical after a portfolio review, a phase often marked by tough decisions and sensitive stakeholder discussions. Sponsors may need to confront the reality that their project is no longer a priority – or has been cancelled. Navigating these challenges requires not just technical skills but strategic insight and composure.
In this phase, mature sponsors distinguish themselves by understanding that project prioritisation is about advancing the organisation’s goals, not personal wins. They are skilled at positioning their projects within the broader business context, articulating measurable benefits, realistic timelines and achievable outcomes. Their ability to demonstrate strategic alignment can make or break a project’s case during these high-stakes discussions.
In contrast, less experienced or less engaged sponsors often struggle to connect their projects to portfolio goals, which can lead to miscommunication, delays, or even resistance – undermining their projects and their own credibility.
Experienced sponsors with strong stakeholder management and negotiation skills are crucial in the post-review phase. They act as a bridge between the EPMO and other stakeholders, framing tough decisions in a way that encourages constructive dialogue. By leveraging feedback from the review, they can refine their projects for future consideration or adapt plans to align with organisational priorities. Their ability to navigate sensitive conversations and maintain clear, open communication helps to minimise resistance and keep the focus on achieving strategic outcomes.
In this phase, leadership demonstrated by sponsors often determines how effectively portfolio review decisions are implemented.
What does a mature sponsor look like?
Sponsor maturity is less about tenure or technical expertise and more about balancing advocacy with organisational responsibility. High-maturity sponsors demonstrate strategic alignment by clearly linking their projects to broader business goals, backed by evidence and measurable outcomes. They collaborate with the EPMO to understand prioritisation decisions and explore solutions, fostering a constructive, results-driven approach.
In addition, these sponsors are skilled at managing stakeholder expectations, even in difficult circumstances. Their communication is respectful, transparent and focused on maintaining alignment with organisational goals. When faced with the disappointment of a deprioritised project, they adapt quickly and effectively, redirecting energy and resources toward initiatives that promise greater value. This ability to pivot with grace and focus ensures they remain key contributors to the organisation’s long-term success.
The EPMO’s role in enabling sponsor success
Sponsors’ effectiveness in the post-review phase depends heavily on EPMO support. When tough decisions arise, the EPMO acts as both referee and coach, ensuring decisions are transparent and aligned with organisational strategy. This guidance helps sponsors navigate complex implementation challenges effectively.
However, a strong EPMO goes beyond oversight. By offering data-driven insights, facilitating open communication and delivering targeted training, it can equip sponsors with the tools they need to navigate difficult conversations and adapt to shifting priorities.
For instance, when a project is deprioritised, the EPMO can help sponsors understand the rationale behind the decision and provide actionable feedback to strengthen future proposals. This collaborative approach elevates the sponsor’s role, enabling them to lead with informed, strategic intent rather than simply advocating for their projects. In the post review wash-up, this partnership is essential to turning decisions into meaningful progress.
Building stronger sponsorship for better prioritisation
The post-portfolio review phase is where strategic decisions translate into actionable realities. It is a time for organisations to leverage augmented teams for targeted intervention, or to strengthen governance and stabilise high-risk projects. But none of this is possible without mature, engaged sponsors driving these efforts forward.
Effective sponsors drive organisational strategy, championing transparency, adaptability and alignment. Partnering with the EPMO after a portfolio review, they ensure prioritisation decisions are acted on, not just accepted. Ultimately, strong sponsors mean stronger portfolios.
For more information about a portfolio review or project resourcing, please Contact us here or call 02 1300 841 048 to talk to the team.