Open sourcebridge managing_client_expectations
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YOU SHALL NOT PASS: Managing Expectations and Boundaries of Clients Chris Strahl Amye Scavarda
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Open Source Bridge - Managing Client Expectations with Chris Strahl
Transcript of Open sourcebridge managing_client_expectations
YOU SHALL NOT PASS:
Managing Expectations and
Boundaries of Clients
Chris Strahl
Amye Scavarda
What are we covering?
1.Defining Expectations2.Client Perceptions - Why They
Push You and Why You Push Back
3.Work on Stuff That Matters4.Strategies for Being an Effective
Project Manager5.How Does this Relate to Open
Source?
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!
What are "Expectations"?
Informal and formal promises that are made to a client• Formal promises are
written• Informal promises are
assumed and exist only within one's mind.
Social Contracts • Client are involved
feelings and emotions
• What is explicitly stated is not always what is meant.
A measure of your professional integrity• Missing the mark
negatively effects the perception of your integrity
• Failing to establish a mark is much worse
Common Expectations to Manage
Frequently, expectations include:• Timelines• Features• Support and Maintenance• Communication• Interpersonal / Client Relationships
What else do you frequently have to manage?
Why it's a Client's Job to Push on You
• Wouldn't you want to employ someone that would fight to get you the best deal?
• Clients are paying you to deliver what is in their head, not what is written down.
• If a client can push you into giving them more, why wouldn't they keep pushing?
Why it's Your Job to Push Back• You are the expert -
clients need guidance about what is best.
• Generate mutual respect. You're collaborating!
• Work to protect you and your company from taking a loss or having a negative reference.
• Provide for a more successful project to the benefit of everyone involved.
Working Smarter, not Harder
When you do:• Clients have more respect for you• You are viewed as a valuable member of a team• There is actually a chance for a "work-life balance"• You're not just more effective, you're more valuable
When you don't:• People take advantage• You feel under-appreciated• You typically don't make what
you're worth• You burn out
How to Manage Expectations
We'll talk about:• Managing Promises• Strategies for Common
Situations• Creating Accountability• Mitigating Conflict
Managing Promises
• Break it down into smallest possible tasks
• Engage both sides• Written over verbal is always preferable• Holding both sides accountable
How You, Your Teams and Your Clients Come
Out Happy
Strategies for Common Situations
• Answering "That Should Be Easy, Right?" • Giving a thoughtful 'no'• Communicating urgency
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
How to Mitigate Conflict
• Like any group, it takes time to build trust.• When defining boundaries, understand that it is
more difficult for them than it is for you.• Professionalism and mutual respect are the
greatest keys to success.
Happiness Lies This WayWhat 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
Hours Worked = Hours Paid
OpenSource: Put Your Knowledge Hat OnWhat this means for open source:• Helping your projects succeed is not just about your own
success, it's about the community too.• Build your networks, so you have someone to ask before a
project goes south.• If, not when a project goes south, ask your networks about
who can take it on. • Document everything!
We want to see all of our projects succeed in the realm of business.
Q & A
Contact us:www.orchestrateam.com
Amye Scavarda
[email protected]/msamye
Chris [email protected] www.twitter.com/chrisstrahl
