I work for a relatively small web development company and too frequently I find that failing to meet deadlines is the result of the client's failure to provide necessary assets in a timely manner. Examples of delayed deliveries include:
- creative materials (fonts, logos, images, etc.) - access to data - static data or other content - decisions about implementation details - approvals (budgets, timelines, etc.)
What methods have other PMs found useful in solving this problem? A few broad possibilities are listed below. How effective have they been in your experience?
Share assumptions with the client. Ideally those have already been captured within the contract, but if not, as planning activities take place and assumptions are surfaced regarding dependencies on the client, make them aware of them.
How about a RACI chart that easily highlight their responsibilities?
Yes, usually it works! Saving Changes...
Stephanie GrahamVP of Strategy| BankOnITOklahoma City, Ok, United States
We ramp up conference calls and meetings when we're pushing deadlines and pending information still. Always with a list of needs or 'issues' sent before hand and minutes sent after via email. It's a pain in the rear and it will eat your time up for some clients that just cannot meet deadlines but it keeps their attention on the need and for some, drives them batty having the weekly (or for some towards the near of a deadline; daily) meetings or calls.
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1 reply by Keith Emery
Sep 26, 2017 11:42 AM
Keith Emery
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Thank you, Stephanie.
I hadn't really thought of it but daily calls/meetings could be viewed as a type of financial penalty because they have a definite cost. There is that fine line between being the squeaky wheel that gets the grease and the one that gets replaced.
We ramp up conference calls and meetings when we're pushing deadlines and pending information still. Always with a list of needs or 'issues' sent before hand and minutes sent after via email. It's a pain in the rear and it will eat your time up for some clients that just cannot meet deadlines but it keeps their attention on the need and for some, drives them batty having the weekly (or for some towards the near of a deadline; daily) meetings or calls.
Thank you, Stephanie.
I hadn't really thought of it but daily calls/meetings could be viewed as a type of financial penalty because they have a definite cost. There is that fine line between being the squeaky wheel that gets the grease and the one that gets replaced.
When I am caught in that position, I usually do 2 things, First, I would escalate the situation to our Account Manager after several attempts to get the client deliver on time failed. Second, I would inform the client the implications (e.g. missing the final delivery dateline, missing the resource availability window, breach of contracts terms, etc.etc.). If the project has a high priority or is watched closely by the stakeholders on the Client side, it usually get people moving. Saving Changes...
All projects have Kick-Off meeting but I do not think so will solve the problem, My idea is only incentive base which will be attractive and delay preventive. All companies strategy to threat for penalty but this only help for not more delay but for avoiding the delay need to have incentive policy. You can schedule your project on milestone basis and by milestone monitoring allocate incentive/ penalty baseline. Saving Changes...
If your project follows waterfall framework decide on timelines upfront. As PM you could create timelines for all necessary project assets, set up a meeting with stakeholders so that they decide and agree to stated timelines. Publish the agreed timelines to all stakeholders. This could be captured in project schedule document or gantt chart. Have frequent meetings with stakeholders to report progress and impediments. In case the timeline is approaching communicate/remind client of the consequences of missing timelines. Since the client is a stakeholder all other impacted stakeholders need to be aware of the situation. Communicate to all other impacted stakeholders about the delay and request for a change in schedule - initiate a change request. Involve senior management so that they are aware of project delays which could lead to financial loss or breach of contract. Saving Changes...
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