Rule 2: The Passive Conduit
This rule is really a corollary of Rule 1. One of the most common and serious mistakes that you can make as a project manager is to compensate for an inadequate sponsor role by making major project decisions such as scope, objectives, risk management, quality expectations, benefits realization plans, and so on by yourself.
As a project manager, your job is to take the sponsor's concept for his or her proj ect and, through participative project management processes, to define, refine, plan, and manage the development of the initial concept through to successful implementation and support.
The key is that although it is your responsibility to manage the realization of the concept, it is not your concept; it is your sponsor's.
What we mean by passive in this context refers to the ownership of the sponsor's concept. In other words, the project management process is far from passive and it is your responsibility to proactively negotiate, communicate, plan, enable, facilitate, and manage the project team, stakeholder involvement, and so on. However, should you come across differences of
Should this fail, it is your responsibility to "push back" the conflict to your sponsor, explaining what you have done to resolve it and what decisions your sponsor needs to make to get his or her project back on track.
At this stage, you may find that your sponsor attempts to redelegate the problem to you by saying, "Oh! Thanks for letting me know. However, I am a bit busy at the moment. Why don't you handle it?" 
You are now
Try to explain again what you have already done to resolve the conflict and the impact of nonresolution of the problem on the project. Other tricks include using the "
Should this fail, read Rules 7 and 8 and do your best to survive.
One of the most
Rule 3: You
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