Please login or join to subscribe to this thread
Usually, I'd ask for the following three things:
1. Rate how effectively your expectations were managed and met over the life of the project
2. Rate how effectively we communicated with you over the life of the project
3. Would you like to sponsor a project with me as the PM in the future? If "no" then why not, and if "yes" then what would you want me to do different?
Good question, I have no experience with this, will see experts answer to this.
a good sponsor would give continuous feedback and help to adapt the PM during the project (also according to the GAPPS sponsor standard).
Some feedback may occur during a wider lessons learned session at the end of the project (though you should gather lessons learned during the project, when they materialize).
A final steering committee session (which includes the sponsor) might include a feedback from all on it, which is even better since more 360 than a singular feedback.
A PMO may regularly ask sponsors thru survey about their judgements of the project managers. Which may help the organisation to improve (e.g. by expectations setting for sponsors).
As a PM, in your last 1:1 with sponsor, feedback may come thru verbally.
Even being a sponsor, their feedback may not even be the best advice for improving projects in an organization, as it represents a sponsor view, and a single one.
You see, there are many ways to get feedback from a sponsor, which one to chose depends on the situation.
Make sure you understand the purpose of feedback.
May be it serves to learn yourself, to further your relationship with the sponsor, to feed your ego? Is it really about you?
Interesting your question
Thanks for sharing
I would start, at the beginning of the project, by collecting information about the factors that the Sponsor values at the process level (example: frequency of meetings for information about the project and / or information content) and the results (requirements, restrictions)
In the end, I would ask for an opinion based on the outcome of the initial conversation
Of course, in the end, I would try to find your suggestions for improvement
comprehend from your answer the following topics: 1. Expectation Management; 2.Communication and 3.Engagement/Lessons learned.
Yes, when and how often, should the PM discuss lessons learned with the sponsor is a known unknown. Typically at the end. "Final" steering is a possibility. Although the sponsor has several projects running on his/her head hence they are "more" concerned about business operations than how the project went. In my case, typically, they would not accept a meeting only to discuss what went wrong, and what went well about situations that are already concluded, closed or solved.
Agree that sponsors have a biased idea about PM role, they start "understanding" PM benefit after the third round/project and so yes also a biased opinion about how to improve projects in the organization.
I'm preparing a "customer satisfaction form" on microsoft teams to send. Probably two surveys, one for the sponsor, other for the teams members.
Doing by my own initiative (It used to be mandatory but no longer demanded). This year i delivered what was asked (my ego is feed) but still would like to "real" understand sponsor opinion about how the project(s) did, prove i'm aligned with their expectations.
Many thanks for the inputs
thanks for your comments
The difficulty on the approach, collecting at start and at end, is that on some projects from the start to the end goes 9 till 12 months (and even more).
Implementation stage typically takes 4 to 6 months, lots of good and not so good situations. Along all this time, is common to "relax" a bit, sometimes. It takes a lot of effort and energy to follow actions, issues, risks, etc. at the same level every day/week.
The barriers at the end on new product/Service development is that for the sponsor it's day zero. Is when the product will go to shelves and starts the customers onboarding. Sponsor is concerned about daily operations he/she doesn't (yet) has a solid opinion about product/Service "traction". Of course, along the project they have an opinion about project management but they "see" actions being concluded, issues being solved and risks being managed. At the end the project troubles have passed, the product is ready, they are enthusiastic and expectative about how it will run.
To wrap on, customer satisfaction survey should have topics regarding the management of: 1)Expectations; 2)Communications; 3)Engagement; 4)Lessons learned; 5)Improvements
thanks, best regards
Client satisfaction needs to be a component of your quality control process and should be defined in the Quality Management Plan.
In my opinion the client satisfaction survey carried out on completion of the project is a useless exercise - can't help this project and has limited, if any, value on the next project. Plus, I would questions its honesty.
Start by establishing what satisfaction/quality means - what, how and when are we measuring? What are we going to do with the results?
Also, satisfaction/quality measurement should be a two-way street. We need an opportunity to measure the client's performance as well. How many times have we heard: "Why didn.t you tell me response was slow and/or inadequate"?
As I indicated above, plan the process. NOT "by-the-way, lets ask the client what he thinks of us".
It is one of required steps into our process. Key here is to clear understand that you are accountable for the process to create the solution not for the solution itself. Before the questionnaire in our process we have steps to check customer satisfaction so the questioner is not the point where I will receive news. The questionnaire has 10 questions 5 closed questions and 5 open questions in order to check the process in terms of the approach we used (agile, lean, etc)
Please login or join to reply