Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Open sourcebridge managing_client_expectations


Published on

Open Source Bridge - Managing Client Expectations with Chris Strahl

Published in: Technology
  • Be the first to comment

  • Be the first to like this

Open sourcebridge managing_client_expectations

  1. 1. YOU SHALL NOT PASS:   Managing Expectations and Boundaries of Clients   Chris Strahl   Amye Scavarda
  2. 2. What are we covering? <ul><ul><li>Defining Expectations </li></ul></ul><ul><ul><li>Client Perceptions - Why They Push You and Why You Push Back </li></ul></ul><ul><ul><li>Work on Stuff That Matters </li></ul></ul><ul><ul><li>Strategies for Being an Effective Project Manager </li></ul></ul><ul><ul><li>How Does this Relate to Open Source? </li></ul></ul>
  3. 3. What's the Issue? It's a common story... You gave a client the inch , and now they want the mile. They want it now, and they want it for free.  When you refuse they're suddenly questioning everything...  What about all the... late-night hours you and your team billed... the cream cheese you charged them for because you were sick of dry bagels...  that change order that you never forced them to sign... Don't let this happen to you!
  4. 4. What are &quot;Expectations&quot;? <ul><li>Informal and formal promises that are made to a client </li></ul><ul><ul><li>Formal promises are written </li></ul></ul><ul><ul><li>Informal promises are assumed and exist only within one's mind. </li></ul></ul><ul><li>Social Contracts  </li></ul><ul><ul><li>Client are involved feelings and emotions </li></ul></ul><ul><ul><li>What is explicitly stated is not always what is meant . </li></ul></ul><ul><li>A measure of your professional integrity </li></ul><ul><ul><li>Missing the mark negatively effects the perception of your integrity </li></ul></ul><ul><ul><li>Failing to establish a mark is much worse </li></ul></ul>
  5. 5. Common Expectations to Manage <ul><li>Frequently, expectations include: </li></ul><ul><ul><li>Timelines </li></ul></ul><ul><ul><li>Features </li></ul></ul><ul><ul><li>Support and Maintenance </li></ul></ul><ul><ul><li>Communication </li></ul></ul><ul><ul><li>Interpersonal / Client Relationships </li></ul></ul><ul><li>What else do you frequently have to manage? </li></ul>
  6. 6. Why it's a Client's Job to Push on You <ul><ul><li>Wouldn't you want to employ someone that would fight to get you the best deal ? </li></ul></ul><ul><ul><li>Clients are paying you to deliver what is in their head , not what is written down. </li></ul></ul><ul><ul><li>If a client can push you into giving them more, why wouldn't they keep pushing? </li></ul></ul>
  7. 7. Why it's Your Job to Push Back <ul><ul><li>You are the expert - clients need guidance about what is best. </li></ul></ul><ul><ul><li>Generate mutual respect . You're collaborating! </li></ul></ul><ul><ul><li>Work to protect you and your company from taking a loss or having a negative reference. </li></ul></ul><ul><ul><li>Provide for a more successful project to the benefit of everyone involved. </li></ul></ul>
  8. 8. Working Smarter, not Harder <ul><li>When you do: </li></ul><ul><ul><li>Clients have more respect for you </li></ul></ul><ul><ul><li>You are viewed as a valuable member of a team </li></ul></ul><ul><ul><li>There is actually a chance for a &quot;work-life balance&quot; </li></ul></ul><ul><ul><li>You're not just more effective, you're more valuable </li></ul></ul><ul><li>When you don't: </li></ul><ul><ul><li>People take advantage </li></ul></ul><ul><ul><li>You feel under-appreciated </li></ul></ul><ul><ul><li>You typically don't make what you're worth </li></ul></ul><ul><ul><li>You burn out </li></ul></ul>
  9. 9. How to Manage Expectations <ul><li>We'll talk about: </li></ul><ul><ul><li>Managing Promises </li></ul></ul><ul><ul><li>Strategies for Common Situations </li></ul></ul><ul><ul><li>Creating Accountability </li></ul></ul><ul><ul><li>Mitigating Conflict </li></ul></ul>
  10. 10. Managing Promises  <ul><ul><li>Break it down into smallest possible tasks </li></ul></ul><ul><ul><li>Engage both sides </li></ul></ul><ul><ul><li>Written over verbal is always preferable </li></ul></ul><ul><ul><li>Holding both sides accountable  </li></ul></ul>How You, Your Teams and Your Clients Come Out Happy 
  11. 11. Strategies for Common Situations <ul><ul><li>Answering &quot;That Should Be Easy, Right?&quot;  </li></ul></ul><ul><ul><li>Giving a thoughtful 'no' </li></ul></ul><ul><ul><li>Communicating urgency </li></ul></ul><ul><li>  </li></ul>
  12. 12. Accountability: How to Own It How your actions are perceived by the client and within your own organization  Building off of managing promises: re-promising 
  13. 13. How to Mitigate Conflict <ul><ul><li>Like any group, it takes time to build trust . </li></ul></ul><ul><ul><li>When defining boundaries , understand that it is more difficult for them than it is for you. </li></ul></ul><ul><ul><li>Professionalism and mutual respect are the greatest keys to success. </li></ul></ul>
  14. 14. Happiness Lies This Way Hours Worked = Hours Paid What to Do: What will Happen: Manage expectations early    The value of knowing what you're doing Creating a relationship of trust and honesty with your teams and clients You'll level with them, even when it's hard, and they're asking the impossible. Managing your time and billing  You've worked hard at showing your value
  15. 15. OpenSource: Put Your Knowledge Hat On <ul><li>What this means for open source: </li></ul><ul><ul><li>Helping your projects succeed is not just about your own success, it's about the community too . </li></ul></ul><ul><ul><li>Build your networks , so you have someone to ask before a project goes south. </li></ul></ul><ul><ul><li>If, not when a project goes south , ask your networks about who can take it on.  </li></ul></ul><ul><ul><li>Document everything!  </li></ul></ul><ul><li>  </li></ul><ul><li>We want to see all of our projects succeed in the realm of business. </li></ul>
  16. 16. Q & A Contact us:     Amye Scavarda [email_address] Chris Strahl