Transcript
START AND FINISH A PROJECT WITH SOLID EXPECTATIONS MANAGEMENT THIS MEANS INCLUDING STRONG SCOPING AND CONTRACTS
SUCCESSFUL ENGAGEMENTS
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“The first step in exceeding your customer's expectations is to
know those expectations.”
– Roy Williams
CLEARLY DEFINED EXPECTATIONS WILL PREVENT ISSUES LATER AND ESTABLISH A PATH FOR SUCCESS
SET EXPECTATIONS EARLY
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DEFINE WHO ARE YOU SELLING TO IN THE SALES PROCESS AND UNDERSTAND HOW THIS ALTERS YOUR IMPLEMENTATION
WHAT TYPE OF CLIENT IS IT?
SIMPLE COMPLEX AMATEUR
FINANCIAL RISK
FUNCTIONAL RISK
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EACH CLIENT IS UNIQUE UNDERSTANDING AND ADAPTING TO THEIR NEEDS IS CRITICAL
IDENTIFY YOUR CLIENT’S NEEDS
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DEFINE THE PROJECT SCOPE BASED ON THE TYPE OF CLIENT AND TYPE OF PROJECT
SELECT THE RIGHT PROCESS
SIMPLE PAID
DISCOVERY PHASE
TECHNOLOGY DRIVEN
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SELECT THE RIGHT TYPE OF DOCUMENT TO ESTABLISH A BASELINE FOR EXPECTATIONS USE PROPER DOCUMENTATION
STATEMENT OF
WORK
MASTER SERVICE
AGREEMENT
PROPOSAL AND
CONTRACT
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THE MORE YOU DOCUMENT AT PROJECT START, THE LESS YOU’LL DEBATE ABOUT LATER
AGREE TO AND DOCUMENT ALL PERTINENT ITEMS
MILESTONES WARRANTIES
EXPENSES
SCHEDULE
EXCLUSIONS PAYMENT MAINTENANCE CLIENT DELAYS
DELIVERABLES
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VERIFY YOUR CONTRACT VERBIAGE MATCHES YOUR DEVELOPMENT PROCESS AND YOUR TEAM’S SKILL-SET
CONTRACT VERBIAGE AND PROCESS MUST ALIGN
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DON’T START WORK UNTIL THE CONTRACT IS SIGNED OR A VALID PURCHASE ORDER IS IN HAND
SIGNATURES BEFORE WORK
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COMMUNICATION IS PROPORTIONATE TO CLIENT HAPPINESS AND OVERALL PROJECT SUCCESS
ONGOING COMMUNICATION IS CRITICAL
SCOPE CREEP ISN’T ALL BAD IT’S GREAT FOR REVENUE IF YOU REQUIRE CLIENTS
TO APPROVE FORMAL CHANGE ORDERS (ESTIMATES THAT DETAIL COST AND TIMING CHANGES WORK TOO)
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CONTINUE TO ACTIVELY REACH OUT TO CLIENTS IF THEY GO DARK DOCUMENT ANY COMMUNICATION SO TIME DOESN’T WORK AGAINST YOU
MANAGE CLIENT DELAYS
LEARN FROM MISTAKES WITHIN YOUR SALES AND SCOPING PROCESS THOSE MISTAKES CAN BECOME YOUR BEST CONTRACT TERMS AND CONDITIONS
LESSONS LEARNED = HIGHER PROFIT MARGINS
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