What do you do if your client's expectations are not aligning with your project management strategies?

When I joined consulting, someone told me that your Mother is the best Project Manager. She manages all aspects of the family seamlessly including risks and issues. While it struck me I never believed it but after so many years, I feel it was nothing absolute truth. And the one quality which enables Mother's around the world to be the best PM is Empathy. With Empathy, she knows, feels and is prepared for all the members in the house. Similarly to align your project management strategy to your client the first step is to Empathise with the client and truly know, understand and feel his/her position before we bring our fancy frameworks and experience.

Communication is key to ensure alignment on the overall strategy and these are the must-haves in my opinion. 1. Alignment on project objectives during proposal stage 2. Refinement of these in the first kick-off meeting 3. Weekly progress updates 4. Review of key milestones and how these contribute to the overall project 5. Last but not least, clear closing call The clients are busy and so are consultants thus it's easy to get carried away and realise half way through the project that there may be misalignment. The above usually helps mitigate this.

A comunicação na gestão de projetos geridos por equipes internas ou consultorias é um dos principais elementos para o insucesso e frustação dos clientes ao longo da execução do projeto. Como ponto fundamental é importante validar o formato que o cliente deseja validar tanto o escopo (entregáveis do projeto), independentemente se estejam sendo utilizadas ferramentas/métodos ágeis, tradicionais ou híbridos, Além da validação do escopo é fundamental validar com o cliente o modelo de status que o cliente deseja ser informado, seja comunicação oral, power point, microsoft project ou outra ferramenta e a frequência que o cliente deseja ser atualizado, Realizando esses alinhamento existe a mitigação de ruídos de comunicação.

In my view and experience as a #results #coach MIS alignment is between people. They haven't spent enough effort to understand the situation and the motivation of speaking or seeking. Most humans, May be unable to express, and we mistake that as communication. My experiences as a coach, always make me wonder and work towards asking pertinent questions in a simple statement The reactions, then help me craft a new question that mostly leads me to a different response I then rephrase the response and gain acceptances of my clients and make him feel empowered If I Gan more YES's from him, and note his responses, after a point we are able to WORD the situation better This then helps is defining the Challenge Statement in a simplistic manner.

I absolutely agree. Based on my experience the most important thing and a key success factor in project and program management is aligning expectations and not surprising anyone. Our sponsors and champions needs us to allow them time to manage the internal expectations and we shouldn’t let that time pass without proper mitigation plans. Obviously, different and less sensitive when talking on good and easy surprises, that happen too from time to time (for example-we will be on time and under budget ,an easy one)

I like the term Scope Creep. But why do most of us see this as a challenge, isn't it a opportunity for more HOURS. Ignoring that, I feel the role of #coaching as a #personal, or as a #businesscoach is to help movement to a higher scale and bring improvements. And at the core of this philosophy is the fact that as one thinks more, they get enlightened. This then bring superior thoughts and at time leads to new paths. It is during this stage that a #coach must reciprocate and handhold the #client. Finally Client must succeed, only then you will

Change Request can be better managed - 1. Documentation: CR should documented in writing, detailing the requested changes, reasons for the change and potential impact on the project. 2. Evaluation: Assess the requested changes against the project scope, objectives, timeline, and budget. Consider the feasibility, risks, and benefits of implementing the change. 3. Communication: Communicate the CR and its potential impact to relevant stakeholders, including the client, project team, and any other parties affected by the change. 4. Approval: Once a decision is reached, document the approved CR, including any modifications to the project scope, timeline, or budget. Obtain formal approval from the relevant stakeholders.

If not properly managed, scope creep and change requests can indeed cause a project to fail. To ensure that the customer and the project team have similar expectations, it is essential to clearly define the project's scope and deliverables from the beginning. A project charter or contract that contains these agreements serves as a point of reference for the duration of the project. The proper evaluation, approval, and communication of any modifications to the original scope is ensured by the implementation of a strong change management procedure.

In my experience it is crucial to be able to adapt to potential changes swiftly, without loosing sight of the overall objective. So I believe that the important question one must ask oneself; “How does the changes affect the objective?” Then adjust, communicate, realise benefits and create “best practices”.

The one thing I have always done when dealing with large enterprise projects to build synergy, and to ensure everyone is on the same page, is to attend all planning meetings.

Consultants sometimes fall in the trap of believing that they know better than the client. This is not accurate. When clients expectations do not align with the selected project management strategies it is important to develop alignment sessions in which client expectations take precedence. The results of these alignment sessions will result in a statement of expectations against which the consultant will adjust their project management strategies and techniques o meet the real needs of the client. If however the stated expectations have no way of being aligned to the project management approach or delivery methodology then it is important to guide and educate the client in a gentle and sensitive manner on alternative ways of proceeding.

I have seen that inconsistent governance can play a significant role in this misalignment, especially with projects which span many months or multi year projects. Often initiation phases have solid project governance, minutes, charters, change orders, scope etc. However fast forward to mid to late stage project maturity and sloppy governance amplifies the amnesia that creeps in when teams forget what occured, what happened, what variations were applied etc. Over time this causes project trajectories to shift and goal misalignment to arise. Consistent governance creates transparency and clarity essential to success.

Steps to better manage client expectation - 1. Collaboratively brainstorm solutions or compromises that satisfy both parties’ needs. 2. Provide education or clarification on project management methodologies and their benefits. 3. Adjust strategies if necessary to better accommodate client expectations without compromising project success. 4. Document any agreed-upon changes or adjustments for future reference. 5. Continuously monitor and communicate throughout the project to ensure ongoing alignment between client expectations and realities.

Set realistic expectations through detailed project plans and timelines. Use evidence-based projections to manage and adjust client expectations. Regularly review project objectives with the client to ensure alignment. Offer alternatives and solutions when expectations cannot be met. Educate the client on project management methodologies and their benefits.

I always set the right and realistic expectations with both client and the team so everyone understand and talk the same language

Here are a few tips: 1. Establish a collaborative relationship with the client based on mutual respect & trust. Acknowledge their expertise & insights, & involve them in decision-making processes as equal partners. 2. Actively solicit the client's opinions, suggestions, & concerns throughout the project lifecycle. Encourage open communication & create opportunities for the client to provide feedback on project plans, deliverables, & outcomes. 3. Share your insights, findings, & proposed recommendations with the client in a transparent & informative manner. Let the client decide what should be the solution from the given alternatives. 4. Seek validation & approval from the client for key project decisions, milestones, & deliverables.

Encourage client participation in key meetings and decision-making processes. Seek client input during major project milestones and for critical decisions. Provide options and recommendations to guide informed client choices. Foster a collaborative environment where the client feels their input is valued. Use client feedback to refine and improve project strategies and outcomes.

Communication plan and social contract should be established before the issues popped up. Don't forget to document and send to the clients.

Involving and engaging clients with Agile methodologies: - Share insights: Explain your approach and its alignment with project goals. - Active listening: Encourage open sharing and listen without judgment. - Repeat for understanding: Clarify and align by restating client input. - User story creation: Translate feedback into actionable tasks. - Collaborative refinement: Iterate on user stories for consensus. - Clear course of action: Finalized user stories guide project focus.

I agreed, and, in my experience, agile project management methodologies help very well to manage the complexity of regular engagement with customers and all the key stakeholders.

Think over the type of the conflicts. Internal, project scope, resources, power, position, process conflicts, etc.Then, consider the significance of achievement or the relationship.

Conflicts are sometimes deemed necessary as they can serve as a catalyst for learning for all individuals involved in the project when managed appropriately. Thus, the issue lies not in the conflict itself, but rather in how and when it is addressed.

Address conflicts directly and constructively, focusing on the issue, not the person. Apply conflict resolution techniques to find mutually acceptable solutions. Involve neutral third parties or mediators if conflicts escalate. Keep a record of conflict resolution outcomes and lessons learned. Prioritize maintaining a positive, professional relationship throughout the resolution process.

Often, creative problem-solving and compromise are required in these situations. Rather than simply pushing back, you should present the client with thoughtful options that balance their needs with practical project realities. This collaborative approach allows you and your client to identify a path forward that addresses the client's key requirements while staying true to the optimal project management strategy. Ultimately, the goal is to deliver exceptional results while preserving a positive, trust-based relationship.

In the consulting front I´ve learned that these relations depend upon an identification or choice between the two parts. It has to start and hopefully it be mantained as long as it continues to benefit the client as well the provider! If it do not then the sooner the better the way is stop the consulting job! And life will be better for both: client and consultant!

Spend more time understanding your client’s needs what is driving them, and any differences of opinion to influence a consensus or ‘disagree and commit’ from some members of the key group. Think about how the needs might have changed from the original agreed plan and adapt your project management approach. Focus on delivering the outcomes sought rather than a plan which is no longer fit for purpose.

When client expectations don't align with project management strategies, it's crucial to initiate open and transparent communication. By understanding their concerns and objectives, adjustments can be made to the project plan to better meet their expectations while ensuring alignment with the overall project goals and objectives. Regular updates and clear explanations of the rationale behind management decisions can help bridge any gaps and foster a collaborative relationship with the client.

Don Norman's insight is clear: "Users don't always know what they need, even though they may say so." Employing agile methodologies for software development or hybrid methodologies for physical products is crucial to avoiding such problems. Agile project management, with its principles of transparency, inspection, and adaptation, serves as a safeguard against uncertainty and user ambiguity.

Some best practices that help better manage projects are - 1. Change Management Process: Establish a structured change management process that outlines the steps for requesting, evaluating, approving, and implementing changes.This process should define roles and responsibilities, communication channels, and documentation requirements. 2. Change Control Board (CCB): Set up a Change Control Board composed of key stakeholders who are responsible for reviewing and approving change requests. The CCB evaluates change requests based on predefined criteria and makes decisions on whether to approve, reject, or defer changes.

Risk Management Strategies Continuous Learning and Improvement Client Education on Project Processes Leveraging Technology for Better Collaboration Customizing Communication Styles to Client Preferences Building Trust Through Consistency and Reliability Adapting Project Management Approaches to Client Culture Maintaining Project Momentum and Morale Strategic Planning for Client Retention Evaluating Client Feedback for Future Projects