The first of the Discipline Agile fundamental principles talked about delighting customer, through not only meeting their expectations but surpassing customers' expectations. Is this not we term Gold plating which could lead to scope creep in the traditional project management waterfall methodology? Saving Changes...
If it means creating unintended impacts, then yes, but surpassing expectations might be:
- How we work with them (compared to what they expected)
- How quickly we deliver value to them (compared to what they expected)
- How much better the quality is of what we delivered (compared to what they expected)
Also, remember that with adaptive delivery, the focus shifts from fixing scope rigidly to delivering greatest value within defined constraints, and if the team has flexibility in terms of the "how", then they might come up with a solution which meets the "what" in a way which delights customers.
Kiron Saving Changes...
Peter RapinSubject Matter Expect; Project Delivery| Independent ConsultantOntario, Canada
I have concerns with the concept of "delivering more than expectation". Does this not mean that we know better than the client their needs and expectations. "The client orders a Volkswagen, we deliver a RR" in the belief they would be happier with the RR (it may be thought by you to be better value but may not be in the client's best interest).
I suggest we listen carefully and help the client define their needs and expectation and deliver exactly what they expect - no more, no less.
The client defines value, not the supplier of the service.
It becomes too easy to stretch constraints in the pursuit of what we think is better value. Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
This a principle taken from quality theory. It does not mean you will not setup expectatives and control requirements. Saving Changes...
Thomas WalentaGlobal Project Economy ExpertHackenheim, Germany
Bamidele,
agree that delighting customers may sound like gold plating.
For me, delighting customers is about making the humans that are customers feeling really good, love you (that is what I experienced), trust, be nice, supportive, listen, etc. It is building the relationship.
In contrast, I see gold plating as scope creep based on emotions on the project team side (could be passion, or procrastination starting the next item, or just self fulfilling prophecy from estimation). Maybe the customer likes the gold plating, but I have seen that they do NOT appreciate it.
So, customer delight is emotion on customer side, gold plating on project team side.
I had the same concern the first ten times I heard the expression. It reminded me of the many times I've been told to "do more with less," without any clear definition (sounds good to some people, but doesn't mean the same thing to all people).
I've heard speakers use the expression in relation to the product being delivered. I'm not sure I've worked with a "customer" who was so passionate about what was being delivered that they would have experienced joy or delight when we delivered the finished product. Personally, I would get annoyed if there was someone trying to make me feel joy or delight with every interaction.
"We delight our customers when our products and services surpass their needs and expectations."
The real value and utility of a product is usually not realized until AFTER it has been delivered. This is why I agree with Thomas' description - it's more about the relationship and the experience, during the project. You can deliver exactly what someone asked for, but that doesn't guarantee it will be successful or that they will get value out of it once (and if) they are fully utilizing what was delivered. Saving Changes...
Thomas WalentaGlobal Project Economy ExpertHackenheim, Germany
Aaron,
to add to my example of a delighted customer, it was not the project product what delighted them, but how it was delivered.
Actually, we as PMs, try to provide safety to the stakeholders and in particular to customers. Sometimes it is not so easy and unexpected events happen, plans go awry, which can hurt their safety feelings and they either stop the project (run), sue you (attack) or keep calm.
Then they rely on 'trust' in you (that is why you have to show integrity), still believe you (that is why you have to be honest and open), even if you cannot show a path forward. It creates a big tension in them and then, when we finish and succeed, these tensions are relieved in feelings of community (we made it), care (we suffered), and fairness (we are all in the same boat).
Then customers are delighted.
That kind of experience is why I decided to become a project manager, in 1988.
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