Before timelines tighten and invoices land, a project manager must pause. Not to gather requirements or build the WBS—but to talk. With their sponsor.
Too many projects begin with vague alignment, soft assumptions, and a shared enthusiasm that fizzles under pressure. The remedy? Honest, strategic conversations before the first dollar is committed.
Here are seven critical discussions that every project manager should initiate with their sponsor, ideally during the project initiation phase—when influence is still high and cost of change is still low.
1. Why This Project, Now?
“Of all the initiatives on the table, why is this one a priority today?”
Understanding the project’s strategic rationale is more than a checkbox on a charter. It’s your anchor. Is the project tied to a regulatory requirement? A market opportunity? A key account? Knowing the “why” helps you defend scope, prioritize trade-offs, and communicate meaningfully to your team.
2. What Does Success Look Like—in Real Business Terms?
“Beyond being ‘on time and on budget,’ what must happen for you to call this a success?”
Is it revenue impact? A product launch? Customer satisfaction metrics? Sponsors often default to generic goals unless prompted. Clarify which KPIs matter most—and which are just nice to have. This defines your true north.
3. What Are We Willing to Compromise On?
“If push comes to shove, what gives—scope, time, budget, or quality?”
Every project hits turbulence. The best time to discuss trade-offs is before they’re needed. Some sponsors prioritize delivery speed; others will not budge on scope. Discussing this in advance avoids emotional decisions under pressure.
4. Who Else Has Power Over This Project?
“Are there influencers or gatekeepers outside the formal org chart?”
Your sponsor may not be the only voice that matters. Legal teams, enterprise architects, procurement officers, even key clients—these players can shape or stall your path. Know them early. Engage them early.
5. How Will We Handle Bad News?
“When (not if) something goes wrong, how do you want to hear about it?”
Some sponsors prefer real-time updates; others want consolidated reports. But more importantly, what’s the tone? Will they want options? Recommendations? Escalation paths? Agreeing on a communication protocol builds trust and keeps surprises professional, not personal.
6. What Do You Expect From Me as a Leader?
“Beyond managing the plan, what do you need me to own?”
Many sponsors view the PM as more than a coordinator—they see a trusted operator. But expectations vary. Some want a strategist, others a troubleshooter. Clarify where the boundaries are—and aren’t.
7. What Will You Do When We Need You?
“When the project hits a wall, what kind of sponsor will you be?”
Sponsors sometimes underestimate their role. Will they step in to remove roadblocks? Provide political cover? Approve scope changes? Your job is to ask for that commitment—not just assume it’s implied.
Final Thought
Too many PMs wait until the project is in motion to learn how their sponsor thinks. But by then, the burn rate has started—and trust is still forming.
Having these seven conversations upfront doesn’t guarantee a smooth project. But it does build shared understanding, faster escalation, and healthier decision-making. It puts you and your sponsor on the same page—before the project even begins.
And that, more than any template or tool, is what sets high-performing projects apart.
