1. 4-1 Project Management from Simple to Complex

2. 4-2 This work is licensed under the Creative Commons Attribution-Noncommercial-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-nc-sa/3.0/or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA

3. 4-3 Chapter 4 Understanding and Meeting Client Expectations

4. 4-4 Learning Objectives Describe what the client needs to know about changes in management style during different phases of a project Identify advantages and disadvantages of including the client on project teams Identify methods for determining client expectations Identify methods for clarifying values and determining differences Describe the importance of dealing fairly with the client

5. 4-5 Learning Objectives Describe standards and procedures for dealing with problems Describe the advantages of dealing with difficult issues as soon as they arise Describe the importance of establishing methods for revising major decisions Describe the advantages of using project milestones Describe the advantages of including the client in celebrations and guidelines for doing so

6. 4-6 Including the Client Educate the client from the beginning – About the different management approaches required at the different project phases – To reduce the client’s frustration Include the client on selected projects – Where the client’s special knowledge can add value to the team discussions and activities

7. 4-7 Understanding Values and Expectations Sources of dissatisfaction in business interaction: – Unmet expectations – Misunderstanding or ignorance of the values

8. 4-8 Understanding Values and Expectations Clarifying expectations – Some client expectations are expressed in written documents Scope of work Project purpose statement List of project deliverables – For less obvious expectations, ask the next question Additional questions that reveal hidden expectations

9. 4-9 Understanding Values and Expectations Clarifying values – Understand the real organizational and personal values related to the project – To reduce insolvable conflicts: Develop a mutual understanding of personal and organizational values Deal with differences during the early phases of the project

10. 4-10 Understanding Values and Expectations Dealing fairly with the client – Use an innovative approach to find a solution without increasing the cost or schedule – To create a satisfied client, treat them fairly

11. 4-11 Establish Standards and Procedures for Decisions At the start of large and complex projects decisions focus on: – Choosing between alternative options for accomplishing project goals – Determining how the project will be executed Later, the focus is on solving problems The authority to make decisions is identified in a responsibility matrix

12. 4-12 Figure 4.6 - The Responsibility Matrix Click below to view full-size

13. 4-13 Establish Standards and Procedures for Decisions For projects with a low complexity level – Decisions can be made informally, with short meetings or phone calls For more complex decisions – Weekly or monthly staff meetings are appropriate

14. 4-14 Establish Standards and Procedures for Decisions On more complex projects decisions are made on timely basis using: – Action item registers – Weekly staff meetings – Responsibility matrices Internet based tools are used for teams operating in diverse locations

15. 4-15 Deal with Difficult Issues Early Project managers should deal with issues and concerns as they arise Including the client early in the process for dealing with problems: – Enables the client to contribute with solutions – Builds confidence that the client is aware of critical issues

16. 4-16 Provide Mechanisms for Revisiting Major Decisions and Issues The formality of methods used to revisit a decision depends on the project’s complexity – Less complex projects An informal discussion in project meetings – More complex projects Action item register and weekly project meetings

17. 4-17 Manage around Project Milestones Project milestones represent significant events on the project Project managers use milestones to: – Increase work intensity – Keep the project on schedule – Prevent the delays of hard decisions to the end of the project

18. 4-18 Manage around Project Milestones After celebrating the successful completion of a milestone, a project manager will: – Review the future plans – Allow the team to find new ways of approaching the work

19. 4-19 Manage around Project Milestones Key events are made into milestones; creates roughly equal spacing between milestone dates – Large, multiyear projects — Quarterly milestones – Shorter projects — Monthly milestones – Larger, more complex projects — Several activities can be designated as milestones – Small projects — Artificially created milestones

20. 4-20 Include the Client in Celebrations Successful celebrations: – Reinforce the effort and activities that led to success – Communicates appreciation for the energy and commitment of the team – Communicates progress and confidence to project stakeholders – Share the success with the client and reinforce the meeting of client expectations

21. 4-21 Include the Client in Celebrations Basic principles for developing a successful celebration: – Communicate what was accomplished and its importance – Express appreciation specifically – Celebrate in the work area where the accomplishments were achieved – Celebrate shortly after the milestone is achieved – The persons that publicly recognize the team are important – Serve food to communicate that the event is special – Clients play a special role in celebrations

22. 4-22 Include the Client in Celebrations Client remarks at a celebration provide high praise for the project team The client may experience cognitive dissonance – The client has doubts about the project performance but still speaks at the celebration and praises the team