Meeting customerexpectations - Seredyuk

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  • ЗИС 101А (1939 года выпуска) мог разгоняться до 160 км/ч
  • Specific :what, why, whoMeasurable:How much?, How many?Attainable: Goals must be realistic and attainable by normal teams. Not a hugeachivement.Relevant: goal must represent an objective toward which you are both willing and able to work.Time-bound: When: Establish a time frame.
  • Repeating, paraphrasing, reflectingFor example, if you sense the other person is tense and about to blow up, try to show a calm face by lowering the tone of your voice. Звязок - Your client should be extremely comfortable talking to you and providing you with their requirementsRemember, negotiation takes you to the future and pointing out the historical evidence does not always help.
  • Ensure common understanding - Кастомер може говорити про сервер а ви про клієнт
  • Потрібно говорити про причини – не було інтеграційного контролю, не було показано впливи замовнику, не було запитано про його рішення.
  • It can be easy to slip sometimes when your client says something like “So, do you think this new web design will bring me more online leads?”.Of course you’re tempted to say “Yes”.But don’t.Never break up promisesLike apple. They did not say what they do.Lastly, try to avoid ultimatums. Try not to say things like “I never miss a deadline”, “Business always goes up for my clients”, or “I always finish projects earlier than planned.”
  • Meeting customerexpectations - Seredyuk

    1. 1. How to meet customer expectations<br />Аудиторія: розробники, тімліди, керівники<br />Ruslan, Seredyuk, 2011<br />Ruslan.seredyuk@gmail.com<br />1<br />
    2. 2. Why projects fail?<br />Poor communication<br />Inadequate or vague requirements<br />Scope creep<br />Overruns of schedule and cost<br />Meeting end user expectations<br />2<br />
    3. 3. Case #1. Internal projects<br />3<br />
    4. 4. Case #1. Internal projects<br />No customer<br />No sponsor, who is interested in<br />Nobody knows<br />Not a priority<br />4<br />Usually unsuccessful<br />
    5. 5. Who is my Project Customer?<br />Person who provides funding ??? <br />My boss ???<br />Boss of my boss???<br />“USERS” ???<br />Jon Smith, accountant, 45 years old, USA ???<br />James Anderson, manager, 30 years old, Canada ???<br />5<br />
    6. 6. Stakeholders<br />Idea!!!<br />YOUR BOSS<br />Venture fond, sponsor’s boss, bank…<br />Sponsor<br />Your team<br />Customers<br />6<br />
    7. 7. Customers Stakeholders expectations<br />Financial interests (%)<br />Glory<br />New market<br />Good history records<br />Green buttons and 3D effects<br />50% electricity saving<br />Less human work, less mistakes<br />DON’T BOTHER ME, JUST SEND A STATUS<br />Make ALL people HAPPY<br />7<br />
    8. 8. What to do with this MESS Agenda<br />Identify stakeholders<br />Gather objectives, requirements, negotiate<br />Get feedback<br />Communicate<br />Control scope, cost, time, quality<br />Manage expectations<br />Get acceptance<br />8<br />
    9. 9. Case #2. Small task for many people<br />9<br />Team did not identify stakeholders<br />
    10. 10. Case #2. Small task for many people<br />SYSTEM support portal:<br />Mr. JOHNSON – Product manager of portal<br />Ms. WILLIAMS – PM of SYSTEM<br />Mr. JONES – BOSS of Mr. JOHNSON and person who pays for<br />Mr. BROWN – assistant of the BOSS<br />Mr. DAVIS – person who will use support portal<br />10<br />Team did not identify stakeholders<br />
    11. 11. Identify stakeholders<br />Ask your sponsor<br />Look around, who may be affected by your project<br />Prioritize stakeholders<br />11<br />
    12. 12. Stakeholder matrix<br />12<br />
    13. 13. 13<br />Case#3. No objectives - no success<br />
    14. 14. Case#3. No objectives - no success<br />Manager: Why did you fire a previous manager<br />Sponsor: Because he kept asking about objectives<br />Manager: Why we are doing the project?<br />Team: ………. But we have good performance<br />Manager: We don’t know how to measure project success<br />Sponsor: Delivering this product will be enough, let me worry about selling the value of it to my peers<br />14<br />
    15. 15. Objectives<br />S<br />M<br />A<br />R<br />T<br />Examples:<br />MicroSWOT may want to achieve 50% data export performance increase by the end of the year. <br />15<br />
    16. 16. Common Challenges with Requirements<br />Not thinking outside the box<br />Customers change their mind<br />Conflicting priorities<br />Getting right SMEs<br />Missing requirements<br />Jumping to details too early<br />Low understanding of the problem domain<br />16<br />
    17. 17. Oh…requirements<br />Think in terms of people goals, needs, and motives<br />Know the user, and you are not the user <br />Pay attention to what users do, not what they say<br />If the user can’t use it, it doesn’t work<br />As far as the customer is concerned, the interface is the product.<br />17<br />
    18. 18. Gather requirements<br />Interview <br />Observation<br />Prototype (IKIWISI)<br />Brainstorming<br />Mind maps<br />Survey<br />18<br />
    19. 19. Negotiating<br />Active Listening — A negotiator’s best tool<br />Use the Power of Emotional Labeling<br />Build rapport <br />Use Effective Pauses and Open Ended Questions<br />Become a Projective Thinker<br />Create a Win-Win Situation<br />19<br />
    20. 20. Case#4. Straight wall<br />20<br />They did not tried to rephrase or ask …..<br />
    21. 21. Case#4. Straight wall<br />I wanted a straight wall<br />It’s straight but not VERTICAL<br />21<br />They did not tried to rephrase or ask …..<br />
    22. 22. Communication<br />22<br />
    23. 23. How to communicate<br />Ensure common understanding<br />Address concerns that have not become issues yet<br />Clarifying and resolving issues that have been identified<br />Report statuses <br />23<br />
    24. 24. Common communication mistakes<br />Not asking people what information they need and when<br />Not planning communication to all stakeholders<br />Not using multiple methods of communication<br />Not confirming if information was understood<br />Not adjusting communication to each stakeholder<br />24<br />
    25. 25. Case#5. Why should I pay more?<br />25<br />
    26. 26. Case#5. Why should I pay more?<br />26<br />They didn’t notify him about changes to budget<br />I have reviewed you plan (cost, schedule). I looks good. Lets start.<br />1 week later<br />Hi guys. I need to change THIS ONE IN THIS WAY<br />3 weeks later<br />Hi guys I ‘d like to change priorities. I need THIS feature in 1st release<br />6 week later<br />Hi guys , could you provide me cost performance report<br />WHAAAAA?????<br />There were changes to features not to COST<br />OK. We have pulled our socks up.<br />OK. We have changed the feature description <br />OK. We have updated features list for v1.<br />Yes. “100K by this date”<br />You requested the changes……<br />
    27. 27. Impact of control to customer expectations<br />Customer expects you will control a project<br />Customer expects , that you will handle changes<br />Customer expects you let him know about influence on time, cost, schedule<br />Customer DO NOT expect cost change even if some new features were added<br />Customer DO NOT expect schedule change even if some new features were added<br />27<br />
    28. 28. How to control<br />Evaluate impact<br />Create options<br />Get change approved with the team<br />Get customer buy-in<br />28<br />
    29. 29. Manage expectations<br />Don’t make puffed-up promises<br />If promised – do that<br />Under promise and over deliver<br />Avoid ultimatums<br />29<br />
    30. 30. Acceptance<br />Not accepted project is not successful project<br />Verify scope as often as possible<br />Ways:<br />Do a demo<br />Send screenshots for review<br />Send results for review<br />Prototypes<br />30<br />
    31. 31. Are your customers satisfied?<br />YES<br />If their expectations are met.<br />31<br />
    32. 32. Q&A<br />32<br />Ruslan.seredyuk@gmail.com<br />http://seredyukr.wordpress.com/<br />http://www.linkedin.com/in/rseredyuk<br />

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