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Activities might help your team. However, they are not real progress. Focus on what the user needs and deliver that. Then do that again and again. That’s how you de-risk projects and make real progress.
Project managers need a lot of diverse skills to succeed. Is customer service one of them? If we apply customer service principles to the idea of stakeholder management, it’s fairly easy to identify ways in which the PM can contribute to success.
Twenty years after their first encounter, a project management trainer (aka “the vendor”) and a consumer of that content (aka “the client”) take time to reflect on vendor/client alliances and their own relationship. (Spoiler alert: It’s all about the people!)
It can be tough to keep customers’ attention—and ultimately keep them happy. True and meaningful relationships are built on shared experiences and interactions. You need to put in the work—and these pointers can help.
Question: I just got my next project, and my boss wants me to meet regularly with the people from the marketing department. To be honest, I don’t understand why. That’s something that happens after my team and I finish our job and release the project to the other parts of the company, who work with it later. My time is precious. Should I waste it in extra meetings with other parts of the organization?
Question: I know that as project managers we are supposed to try to provide what the customer or company asks us to do, but what about when they request silly things? I would think we had some responsibility to protect them from spending time and money creating things that have no actual value. At what point do we step in and slightly adjust the technical and functional requirements to be more realistic, and help them see that they are spending money on features and functions that aren’t really necessary?
What does it mean when service was “good” or overall customer experience was “somewhat satisfied”? Adjective-based and numeric-scale assessments are ineffective. So why are they so broadly used? And what can we do about it?
To successfully manage a project, your team often needs help from another team or department—and that’s not always an easy ask. Use these 12 tips to help get what you need from colleagues who may not be so quick to say "yes."
There has been increasing recognition that meeting the needs of a customer is important. But there are limits when it comes to PMOs—which shouldn’t be allowing customers to set their priorities any more than they should be setting those priorities themselves.
The adaptation and implementation of new technologies and business strategies has become a major organizational challenge. Here we look at how proper utilization of a wide skill set within the project management discipline can help.
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"Laughter is the shortest distance between two people." - Victor Borge |
