In this article, the author shares her experience in her client project—which has a problem with product technology updates. What can this teach us about proper procedures and good customer relationship management?
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…and why giving someone the title doesn’t just make the magic happen. Thе асt оf partnering relies оn a delicate balance оf mutual support and purpose. In great aspect, thе success оf thе business partner depends оn hоw effectively thе business partner assimilates with, аnd into, thе core business team.
Embedded products for automotive applications typically follow a very rigid development process. The details vary from Original Equipment Manufacture (OEM), however, the need for risk mitigation is the same. Development for vehicle systems can be quite costly. Additionally, mistakes can have a heavy impact on quality perception as well as legal ramifications.
It may be tempting to overlook stakeholder management when facing tight deadlines. The author explains the perspectives of the many stakeholders along the supply chain and how each of them has an impact upon someone else. Everyone from the manufacturer to the final customer is able to recognize the benefits of successful project stakeholder management.
Project management becomes so much more complicated when contracts get involved. If nothing else, it seems to cause so many more project managers (or people who call themselves project managers) to pop out of the woodwork. This should be a good thing, but it can also be an unhelpful complication.
Sometimes the temptation to work on an exciting project—and other times the pressure from the business executives to get the business—leads to agreement on unrealistic expectations. This article discusses the mistake of agreeing to unrealistic timelines and suggests a few ways on how this can be avoided—and the project kept under reasonable control.
A recent experience with a cellular service provider proved to be a less-than-ideal situation for a customer. What can we learn from this experience?
It feels as if the world is changing faster than ever before because the expectations of our customers—and our expectations as customers—are changing faster than ever before. Why?
We often collaborate with other people in our teams or in our organization, but how do you collaborate with clients or other organizations—or even with people not engaged in your project?
It’s frustrating to work on projects when the client or the customer keeps moving the target you're trying to hit--whether that be requirements, a date or even the vision for the project. How does a project manager fight this moving target and still deliver on time?
Not all clients are created ethically equal. When different organizations with different ethical approaches work together, how do you find a working relationship everyone is comfortable with?
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|What is the best way to determine all of your needs?||Crystal Clark||Nov 30, '16 11:01 AM||0||11|
|How should we handle the changes that comes right after the Project Closer?||VIJAY PANDITA||Aug 10, '16 3:38 PM||0||7|
|DEVELOPING A PROJECT ROADMAP FOR REAL ESTATE COMPANY||ARSHIAYAN BEG||Dec 24, '15 5:53 AM||0||0|
|Who is really on the hook for CRM Failures?||Todd Williams||Oct 3, '15 5:09 PM||0||2|
|CRM outsourced is CRM drowned||Suhail Iqbal||Sep 20, '15 6:09 AM||0||1|
|Mark All Read|