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