What are the best practices for managing client expectations in engineering projects?

I think the tips below would be effective: -Setting realistic expectations from the start by clearly outlining the scope, timeline, and budget of the project. -Communicating regularly and transparently with the client throughout the project, providing updates on progress and potential issues. -Being proactive in identifying potential risks and developing contingency plans to mitigate them. -Being open to feedback and willing to adapt to changing client needs, while also managing their expectations around any additional cost or timeline implications. -To document everything in writing, including project plans, change requests, and client approvals.

The fact is projects can be messy, scopes unclear and there can be shifting requirements and priorities to navigate. To be successful, teams need to establish trusting bonds with their client counterparts. Also, early and often communication is essential. Lastly, it’s helpful to dig a little deeper into to the “why” behind different goals, requirements or priorities. These help uncover the true needs of the project to be successful.

Fast,cheap,good ... Pick any 2. !

Probably the best practice for managing client expectations (and your own as that important too) is to have a properly structured framing session at the beginning attended by 'all' the right people.

Many projects, especially those that are transformational to the business, were contemplated, fostered and matured years before the business actually goes out looking for a partner to execute. Spending time to understand these early days to get a better appreciation of what this project will solve for the client.

No need to be frustrated about it, it is just part of the job. It is near to impossible for a client to define scope perfectly. A structured change management system would work fine.

And placing the order a client Involvement during placing the orders with acceptable vendors is critical. Previous working experience with the owner of this site and the vendors are essential. All sides must be transparent and honest with each other without trying to rip them off.

in my experience, this is a normal process- we are each just humans, no matter what perfection we try to display-even in Contracts- Be it Concept, FEED or EPC stages....and management of these changes creeping into scope? well... in the end it all comes to CHOICE- one word- as PMC I can say with experience- I have had to traverse that narrow path- between having a laundry wishlist of end user (ofcourse without having to pay an extra dime for it !😆😆😆) versus Contractor trying to squeeze every dime to save and conserve since they bid the least and are now scrambling to make up for loss (🤣🤣🤣)

The main thing in order to 'manage' is to not only always immediately communicate implications on time and cost, but to also always ask official approval. Best on separate documents with clear description and exclusions, and also in a spreadsheet overview. It's not just a way to make sure it gets payed: often more importantly it's avoiding excessive changes. For pharmaceutical plants cost is often less of an issue even than time. So keeping track and gathering approvals up front avoids excursions on time later...

One thing, I found useful is to present or escalate unapproved scope creep as a routine practice in client team meetings to speed up resolution. Make sure to include this as part of meeting agenda.

Quality, cost and time are all linked in the project deliverable triangle. One can not be decreased or increased without having a direct impact on at least one of the others. Be very wary when changing one of these parameters outside of the agreement of your stakeholders. For example, you may think you are doing the right thing by reducing cost, but your stakeholders may well have far more finance available than you know and hold quality and time in a much higher regard than cold hard cash. Any project change, whether that be a reduction or improvement in any of the three sides of the project triangle, should always be agreed upon with your stakeholders.

I have found personally, only ONE way works the best every single time, in every single project I have managed as PMC- Always, Always, and ALWAYS put yourself in the other person's shoes- Be it Operations or End user, or Contractor who is doing your project- Now shifting this perspective dynamically, is ALL the EFFORT and TALENT which gets cultivated with experience... but always see THEIR perspective and try to MATCH the end needs of the Project- Quality WILL get delivered- Not by Standards and ISO procedures, but by YOU doing the best you are doing!

In my experiences, you would provide cost estimates on what they want, then what you think they need, and walk them thru the pros and cons. It helps not to have them debate about your cost on what they want. We all want the high aspirations but to understand costs for that, you need comparisions and what you can get for what you really need and can afford.

How true this is but is often overlooked. The move down is to build a site as quickly as possible then and only then make the necessary modifications or corrections in the field and an expedited method. This flies in the face of quality first. All this depends on the ownerAnd his main desires are getting that planned up and running.

This is overlooked at the various stages of a project. Certainly at the beginning stages they will identify major aspects of pros expected. But the rest are shut down the line in the various fabrications aspect erection aspects and actually start up of the facility and depending how critical the timeline this line of thanking is saved to next time.

Conflict occur. First time they show up as in the fabrication stage. There’s a car in the field during erection. And still weather at time of start up. Depending on the importance of timeline conflicts can be ignored or just excepted to be corrected in the field later.

Not every client will provide open and regular feedback, it would be helpful to look for some passive feedback options if any.

Not all feedbacks are given in formal meetings. During initial interaction access the comfort zone and the settings in which client will be able offer feedback. If verbal feedback is given, you can summarize in writing your understanding and the follow up actions you will take. This brings some discipline and builds trust on a long run.

Receiving feedback is one of the best gifts you can get in the professional world. While it sometimes hurts, constructive criticism and taking affirmative action to change in a positive direction will lead to positive results. For example, when feedback on a radar installation project indicated issues, I actively listened, analyzed the concerns, and revised my approach for future projects. This involved enhancing certain technical skills to improve installation practices through more detailed and clear specifications. By openly receiving and acting on feedback, we not only meet but often exceeded client expectations. This approach underscores the value of constructive feedback in aligning engineering projects with stakeholder needs.

Effectively manage client expectations in renewable projects by establishing clear communication channels. For wind energy, provide realistic timelines for turbine installations. In energy storage, align on performance metrics and potential variations. Grid connection demands transparent updates on progress and potential challenges. Offshore wind requires regular briefings on project complexities. Set expectations early, address concerns promptly, and deliver consistent progress reports. Proactive communication and aligning goals ensure client satisfaction in the dynamic landscape of renewable energy projects.

It is crucial to know and accept that conflicts will end with the client’s decision on most of the cases. And it should be. Finding an option to offer better economy, quality or time for the client which aligns with your plan would probably be your best option.

One thing I noticed during the project life cycle, there is always some conflict between the parties. This need to be addressed as soon as possible and should not be left pending or assuming other party will step forward to resolve. More you delay, it will be a bigger struggle to resolve. Always maintain coolness and choose the appropriate words. Ultimately you do not want your own words to come on the way as hindrance.

Pour gérer les attentes des clients dans les projets d'ingénierie, résoudre les conflits avec respect est crucial. Maintenez une communication ouverte et régulière, écoutez activement les préoccupations des clients et montrez de l'empathie pour leurs points de vue. Travaillez ensemble pour trouver des solutions mutuellement acceptables et documentez toutes les décisions pour éviter les malentendus futurs. Restez transparent sur les défis du projet et adoptez un ton respectueux et professionnel pour favoriser des discussions constructives, garantissant ainsi la satisfaction et la fidélité des clients.

Understanding personal qualities of your team and those of the client is important for successful early engagement and collaboration to help minimise misunderstanding and possible conflict later in the project.