Author: Dr. Flores Page 43 of 44

When determining how to treat our customers, you must begin by doing something simple: ask them what is important to them. While this might seem elementary, it’s surprising how often this advice is ignored.

It’s erroneous to believe that customers are mostly concerned about price. While the cost of the product or service plays an important role during the purchasing process, its influence is less significant that you might think.

#1: Provide unparalleled customer service.

To be a leader in the market, the focus must be on providing top-notch customer service. You must take the time to ask the customer what is most important to him. If he is a buying a car, you can ask the following: How do you plan to use the car? Who’s going to drive the car? Do you travel long distances? What is your budget? Do you need a GPS system? How about the entertainment set? What color do you like? You cannot sell anything to anyone until you have a clear idea regarding the expectations.

The sale does not end your relationship with the customer. You must take the time to follow-up and make sure the customer is happy with the purchase. If you view your customers merely as a transaction, you fail to differentiate yourself from the competition, which means that you have zero competitive advantage.

#2: Ensure the product or service meets the quality requirements.

If you promised that the mobile phone would have excellent connectivity when traveling to Asia, you must ensure that level of performance. Quality means conformance to requirements. You must be proactive and advise the customer what is needed to maximize the use of any product or service that we market. You cannot allow the customer to “figure things out.”

The customer is willing to pay for better quality. Recognize, of course, that quality is subjective. For example, an insurance company might define quality by the speed with which claims are processed. The customer, on the other hand, might be more interested in the different interfaces available to contact customer support. While both of these items measure quality, you must focus on what makes the customer select you over the competition.

#3: The role price plays in the buying decision.

Price is important only to a point. A customer will generally not visit your store if they lack the financial means to make a buying decision. They will either have cash-on-hand or some form of credit to make the purchase.

When proposing a product or service to the customer, focus on the non-price advantages. For example, discuss your reputation in the industry, the 24/7 customer support, and extended warranty. By making the decision to buy non-price-related, you gain a competitive advantage. In addition, you make excellent strides to building customer loyalty.

Make an investment in your customers. There are times when you will barely breakeven on some sales, and the customer will recognize your generosity. Selling is not a game. Instead, it is a process by which you bridge a gap for your customers. You are providing something of value that will make the customer’s life better. By taking this approach, you will soon become a dominant provider in your industry.

The goal for any project manager is to deliver the project on schedule, within budget, and to the customer’s satisfaction. To have a successful project, you must work with the customer throughout the life of the project. Avoid hoping and praying the customer will accept the final deliverable.

#1 Know Your Customer

Every customer is unique. What makes one happy will turn off another one. Take the time to find out more about what makes your customer tick. If your customer is a business owner, rest assured that she is concerned mostly about performance. The entrepreneur cares about how the results of the project will increase the bottom line.

When working with corporate customers, understand the nuances of the layers of management. You will likely work with someone who reports to several other people. From this person, you will likely hear the following: “Let me take this information back to my team.” “We have a meeting this Wednesday to determine if we met the milestones.” In other words, while you might be working with one person, that individual cannot make decisions on his own.

#2 Create a Requirements List

Project success depends on creating a requirements list that is customer-focused. It is critical to know exactly what the customer wants. Ask the questions that will determine what the end-result is supposed to deliver. Avoid thinking that you are building features and functionality for the customer. The mechanics of what you do are largely irrelevant.

The customer is concerned with the output, and not necessarily the process. For example, you create a web-driven database to collect e-commerce transactions. Collecting and storing the information is important, but the customer cares more about the market segmentation reports that are generated, which allows them to make follow-up sales.

#3 Seek Feedback

The project manager is responsible for asking the customer how the project is coming along. Be more specific by seeking answers to these types of questions: “Are the links easily found on this page?” “Is the shopping cart customer-friendly?” “What are we missing?”

The feedback from the customer is sought both formally and informally. You should have scheduled meetings to discuss progress on the project. Absent these meetings, spend time with the customer on the telephone, via email, a webinar here and there, and lunch meetings. You must develop a system wherein communication flows freely between you and the customer.

Getting the customer involved during the project is essential for project success. By making sure that you and the customer are on the same page, you avoid scope creep and improve the odds of developing a long-term working relationship.

Many people fear selling. The thought of rejection is uncomfortable. The fact is that sales is a numbers games. If you have a 10% conversation rate, you will need to present to 10 qualified buyers before someone accepts your offer. To become more successful, you must either make more sales presentations or increase your conversion rate.

Over the past few years, I’ve taken a different perspective to selling. I no longer consider a rejection as “I don’t want to do business with you.” Today, my approach is that the timing is not right. My sales calls are to qualified buyers, so I’m aware they are interested in what I have to offer. However, they might already have a provider, or perhaps the item is not in their budget. My goal is to nurture these prospects, keeping them in the loop until they are ready to buy.

Here are three proven ways to increase business sales:

#1: Have a clear understanding of the value your product or service will provide the customer.

The customer doesn’t buy a copy machine. Instead, they buy a tool that makes fast and high quality copies. In other words, you must put yourself in the shoes of the customer. The First Class passenger is willing to pay more for a flight because she will have a comfortable environment to work, eat, and sleep.

We You can only know the needs of the customer by consistently asking for feedback. Avoid implementing a new approach without the input from the customer. Be aware that your customer often has other customers, and it’s your responsibility to know the needs and wants of those individuals, too.

#2: Providing more depth and width to your product line.

Selling just one version of a particular item is problematic. Imagine a university offering just one degree: Business Administration in Management. That’s it! When you enroll, you are assigned 40 classes required to earn your undergraduate degree. You cannot select any electives (no depth), and you cannot choose a different major (width). You are a 100% Management student.

Variety expands your product line, and makes the organization more marketable. By adding more majors, the university can attract more students, and thereby increase revenue. The cash flow increase improves the ability to make investments in other ventures. This cycle improves the competitive nature of the business.

#3: Develop a sales plan, and stick to it.

The problem facing many organizations is failing to have a sales and marketing plan. In many instances, the sales staff is still following practices from a decade ago. For example, they use only print media to target our customers. I heard recently from a newspaper executive that dailies are dying, replaced by a Sunday only model.

The pre-Baby Boomer age group is married to technology. It’s important to target this group with information they can retrieve on their mobile devices. Technology continues to change, and the marketing team must keep with the pace.

Finally, I must reinforce the importance of metrics. You must know your baseline, or our starting point. Once you know where you are today, you can develop our goals and identify the milestones in between. When the plan is sound, you must stick with it even when obstacles arise. Of course, the role of leadership is to ensure that you keep making measured progress despite the many challenges.

What did you do now? What did you say that got you into hot water? Did you accidentally insult the boss? Did you blame a co-worker for work that went undone? Did you praise the competition too much during the marketing presentation to top management?

You are going to make mistakes, and you must have strategies to identify them quickly, and to implement a recovery plan. It’s essential that you quickly determine when you erred. You must know what to fix.

Incompetent people are sometimes described as those who don’t know that they don’t know. For these individuals, mistakes are common because they are unwilling to accept that they could be wrong.

While you are a professional, you are not a pro athlete. You are not going to miss a last-second shot, throw an interception, or swing-and-miss at strike three. When the clock hits 5:00 p.m., you can keep going. It’s time to put it in overdrive, and not worry about the pressure of overtime.

Here are three strategies to recover from a mistake at work:

#1: Accept responsibility for the mistake, and develop a plan to resolve it.

Your boss will appreciate that you accepted responsibility for the mishap and you went a step further to fix it. Avoid having others remind you of the problem. The sooner you determine what went awry and how it can be corrected, the sooner you can put it behind you.

#2: Convert the mistake into a long-term benefit for the organization.

In many cases, mistakes are made because you are careless. For example, you failed to have a checklist in place, which means that the customers were not informed of the change in venue.

Once you fix the mistake, pull together a team to discuss how you can avoid this problem in the future. In essence, you are creating a quality control measure that will help the organization in the future. In quick order, your mistake has led to process improvement, and your leadership team will recognize the importance of this effort.

#3: Do whatever possible to avoid making the mistake in the future.

You must ensure that mistakes are not repeated. If you failed to make an important meeting because you forgot to add the item to your calendar, make sure that you have a back-up notification plan for future meetings. You can have your assistant text you 30 minutes before the scheduled meeting. It’s important that you have a plan in place. Making the same mistake continually is a sign that you lack professionalism, and it will eventually lead to bigger problems.
You’re not perfect, and that’s for sure. The fact that you are imperfect makes you human, and provides you with a chance to showcase your wherewithal. You also learn the unpleasant feeling of doing something silly, and its immediate impact on your business operations.

However, once you assume accountability, you can find a solution. The leadership team respects those who identify the problem, implement an immediate fix, and seek a long-term solution. In fact, perseverance is an important trait for successful leaders.

The lesson here is to avoid fretting about mistakes. Unlike pro athletes, you have more wiggle room to get out of a pickle.

As the organizer of a meeting, it’s imperative you ensure everything is prepared. Take the time to coordinate everything from the small stuff to the big items. Have you confirmed the room? Surprisingly, I attend meetings where the coordinator has failed to confirm the location.

Here is a list of 15 items you should also consider:

1. Determine the number of people who will attend the meeting.
2. Make sure to have handouts for all participants. Collate the handouts in advance.
3. Make sure that everyone has your contact information. A business card in each packet will do the trick. However, include one page containing how meeting-goers can reach you with questions or comments.
4. Plan who will receive the color materials. If you are promoting a product or a service, it’s best to have color copies for everyone.
5. Make sure to have an agenda for the meeting. I recommend sending the agenda a few days in advance to make sure everyone is aware of the meeting topics.
6. Call in advance to confirm you will have a projector. If you are using an Apple product (MacBook, iPad, and so on), bring the necessary adapters.
7. Ascertain who are the key players in the meeting.
8. Determine the right place for you to sit. You may want to avoid the head of the table because an influential person generally occupies this position.
9. Are you planning to sit or stand? Sitting might work in some situations, but it’s best to stand up when you are presenting a topic by using a projector.
10. Avoid intruding into one’s personal space. You want to maintain at least 18 inches separation from those in the meeting. Similarly, it’s best not to touch anyone. Keep a professional approach at all times.
11. Let others know when questions can be asked. I have more successful meetings when participants can offer their input throughout the meeting, and not have to wait until the end.
12. As the meeting coordinator, ensure that you stay on track. Avoid letting participants control the pace. If necessary, assign times to each topic. If a particular item requires more discussion, inform others that a new meeting might be necessary to address this issue.
13. Observe the meeting participants to determine the level of interest. If someone is failing to pay attention, it’s probably because that person doesn’t belong in the meeting.
14. When a question or comment is vague, make sure to re-state it, allowing everyone to have a clear understanding of the issue.
15. Assign someone to compose meeting minutes. These minutes should also include action items. Meetings are more effective when issues are resolved, and when new problems or opportunities are assigned to the right individual.

Planning your meeting makes a big difference. Take the time to address all the issues you can control, such as the meeting time, location, notification of attendees, food, beverages, and so on. When the meeting begins, reinforce the importance of covering the agenda items. Once the meeting is over, inform everyone that the minutes are forthcoming. Finally, make sure to follow up with the individuals assigned action items.

So, you want to be a PMP?

Why do you want to earn the Project Management Professional (PMP) credential? Until you are 100% certain why it will make a difference for you and your career, it is nearly impossible to take that first step to submit the application at PMI.Org. One thing is certain; the PMP is a game-changer.

Know the PMI Expectation

Over the past few years, I have taught many project management courses, including PMP certification. From that experience, I know that many students are surprised by the requirements expected from PMI before one can sit for the exam. First, the candidate must have at least 4,500 hours of leading and managing projects during the past 8 years, assuming the applicant has a 4-year degree. Without an undergraduate degree, the hour requirement balloons to 7,500.

Before thinking that it will take you forever to earn the hours, understand there are 2,080 working hours during the year. Therefore, if you are working on projects throughout the year, you can meet the requirement in several years of work. Of course, many of you work more than the standard 40 hours per week, so meeting the requirement is more likely than you might think. If you are not currently working on projects, it is mission critical that you find project work.

When you pay the annual fee of $129 to join PMI, and then decide to apply for the PMP exam, instead of paying $555 to take the PMP exam, you will only pay $405. The annual renewal fee is $119. It is $129 for new members.

What is Project Work?

In the Project Management Essential course that I teach, we make sure to learn the definition of a project:

• It is a temporary endeavor designed to create efficiencies for the organization.
• Projects are initiated to generate revenue for the organization.
• Projects must have a start and end date. They cannot be open-ended.
• When done, the project manager and team members will deliver a unique product, service, or result to the customer.
• The work is unique, and not routine in nature. For example, building a payroll application is a project, but processing payroll is not. I joke with my students that if you are employed by an organization in which making payroll is a project, you might want to consider a different place to earn your keep!
• When the customer receives the deliverable, and the project manager conducts the closing process, the project ceases to exist. At this time, the project team is released.

If you do not have much of an opportunity to work on projects where you work, consider posting on Craig’s List or freelancing to secure project work. You can create presentations, write user’s guides, or manage virtual teams. This effort gives you an opportunity to earn hours and get paid at the same time.

Take Action

In the PMP Certification classes that I teach, I observe that only 20% or so of the students proceed to take the exam. The vast majority will find reasons to procrastinate. Interestingly, many who put off the exam are prepared to do well on it, but inertia sets in, and they are unwilling to make the investment of time and money.

My recommendation is to set deadlines. Once you have a date in mind when you would like to become a PMP, the chances are that you will move in that direction. From my experience, I can tell you that career opportunities abound for those who accept the challenge and become a Project Management Professional (PMP).

 

Congratulations! You have completed the PMP Certification class! What are the next steps?

Whether your cert class was two days, three days, or a whole week, the real work begins now. To pass the PMP exam, you must have a plan. A major benefit of taking the class is that it highlighted the areas on which you need to concentrate. Which of the nine knowledge areas gave you the most trouble? For many students, Quality Management and Procurement Management are a bit tough. However, with practice, you will do well.

 

– Set the Date

Nothing will happen until you have a clear idea when you will sit for the exam. The first step is to register at the Project Management Institute (PMI.org) site. You must begin completing the PMP application, which requires documenting your project management experience. Remember that you need to account for 4,500 hours of leading and managing projects during the last eight years if you have a 4-year education. The hour requirement increases to 7,500 if you lack the degree.

Once PMI approves your application, you have one year to take the exam. The testing center is Prometric (Prometric.com). You can find a testing location near you, and the registration process is managed online. Make sure you review the requirements to changing or canceling the test date

 

– Develop a Plan

For most students, 80-to-120 study hours is recommended. If you attended a 40-hour boot camp, you should plan to commit another 40-to-80 hours of preparation. I advise using no more than three sources to study, and one should include a test bank. The more you practice, the more comfortable you will be with the actual exam. Note the PMP exam is computer-based, and acclimating yourself to that environment will improve your chances of doing well.

 

– Create a Study Group

I recommend that my students create a study group to focus on two areas of the exam: Earned Value Management (EVM) and Network Diagramming. These two sections require a bit more practice, and you can save many hours of study time by sharing knowledge with other test-takers. Some of my students report that team members are sometimes assigned individual knowledge areas and are asked to present the content. When you take the time to teach a topic to others, your grasp of the material skyrockets.

 

– Think Success

When studying for the PMP exam, I experienced anxiety and some self-doubt. However, when the date was set, I knew there was no turning back. I visualized the benefits that a PMP designation would provide to my long-term career plans. I understand that the credential is the “Gold Standard” in the industry, and I wanted those initials after my name. In other words, this hard work was going to yield tremendous results.

It is time for you to become part of the PMP Community. This credential will ensure you provide excellent value to the organization where you work and to the customers you serve.

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 20 Free PMP Questions With Answers & Explanation by Kool Derby.

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– Q#1 Which of the following is NOT true of obtaining project plan approval?

(a)    Before changes are implemented, the change control board (CCB) must review
(b)    Change control process helps reduce scope creep
(c)    Engaging the project team members regarding changes improves buy-in
(d)    The project manager has the sole responsibility to approve changes that are incorporated into the project management plan

Q#1 Explanation:

Answer : D
The project manager provides input to changes, but is NOT the sole authority. Stakeholder input and following the Perform Integrated Change Control process is essential to effective project management.

 

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– Q#2 A consultant was hired by a multinational company to perform a quality audit on an industrial design project. The consultant was asked to identify nonconformities, gaps, and shortcomings.

What process is the consultant performing?

(a)    Plan Quality Management
(b)    Perform Quality Assurance
(c)    Control Quality
(d)    Monitor and Controlling

Q#2 Explanation:

Answer : B
The consultant is performing a quality audit, which takes place in the Perform Quality Assurance process as part of executing the project.

 

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– Q#3 Several team members working on a software design project are concerned about their roles and responsibilities. To provide clarity regarding the respective assignments, the project manager may use the following tool:

(a)    RACI matrix
(b)    Pareto chart
(c)    Resource histogram
(d)    Text chart

Q#3 Explanation:

Answer : A
The RACI (responsible, accountable, consult, and inform) matrix is used to indicate the roles and responsibilities of team members. To avoid confusion, not more than one person should be accountable for a particular activity.

 

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– Q#4 Eighteen months into a 24-month plant closure project, the project team realizes that poor schedule planning will result in a delay of at least four months. As it turns out, additional work effort was needed to get approval from local government officials.

Aware of the situation, the project manager received approval to update the scope statement, which increased the schedule by the noted period.

What step should the project manager take next?

(a)    Keep the doing the work as normal
(b)    Review historical information to determine the root cause of the problem
(c)    Update the scope and schedule baselines to reflect the approved change
(d)    Update the project charter to include the detailed scope

Q#4 Explanation:

Answer : C
The project manager’s change request was approved; therefore, the scope and schedule baselines should be updated. By doing so, future project performance is measured accurately.

 

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– Q#5 The important elements of Delphi Technique are

(a)    Conflict resolution
(b)    Time and performance analysis
(c)    Anonymity and collecting opinion
(d)    Dissemination of information

Q#5 Explanation:

Answer : C
The anonymity and opinion collection of the process are the key factors In Delphi technique.

 

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– Q#6 What should be the primary purpose of project team meetings?

(a)    Analyze existing problems within project and their solutions
(b)    Discuss project risks and risk control
(c)    Resolve conflicts among stakeholders
(d)    To know the latest status on the project

Q#6 Explanation:

Answer : B
95% of the project meetings should be better utilized for communicating Risks.

 

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– Q#7 The Project Plan MUST

(a)    Be followed without deviation
(b)    Approved by all stakeholders
(c)    Formally documented and distributed as per the communication plan
(d)    Be made by the project manager

Q#7 Explanation:

Answer : C
Formally documented and distributed as per the communication plan) The plan can be progressively elaborated.

 

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– Q#8 Project Integration is done by

(a)    Project Sponsor
(b)    Team Leader
(c)    Project Manager
(d)    Stakeholders

Q#8 Explanation:

Answer : C
The PMI emphasizes the project manager’s role as critical in the execution of the project. He is like the the Orchestra leader of the band and is responsible for all the integration related to project delivery.

 

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– Q#9 One of your close associate within the team mentions that the team needs to discuss issues with a part of the project raising to possible delays in schedule. 

As a project manager, what is the BEST thing to do next?

(a)    Discuss issue with entire team and uncover any other hidden problems
(b)    Find out the root cause with the concerned team members and determine the impact on the project
(c)    Inform the HR and project sponsor about possible delays
(d)    Delegate the issue to the project leader to resolve and give feedback when required

Q#9 Explanation:

Answer : B
As a first step, need to figure out the root cause of the issue and its impact on the project before communicating with stakeholders.

 

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– Q#10 What is the next step after approval of project scope

(a)    Hold project kick off meeting
(b)    Create product description
(c)    Create project control document
(d)    Create WBS ( Work Breakdown Structure)

Q#10 Explanation:

Answer : D
Creation of WBS follows the project scope approval as the actual work needs to start

 

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– Q#11  A project charter need not always include

(a)    Project scope
(b)    Business need of the project
(c)    Scope management plan
(d)    Project sponsor

Q#11 Explanation:

Answer : C
A project charter at minimum should give high level depiction of the project scope, business need and also have somebody who is sponsoring it

 

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– Q#12  You are recently hired as the project manager for a large construction project, as the previous manager had left the organization. You go through the project and are not able to understand the description of  a work package. Where would you find this information?

(a)    Project charter
(b)    PMO documents
(c)    Dictionary of the Work Break down Structure
(d)    Work Breakdown Structure list and its description

Q#12 Explanation:

Answer : C
All the descriptions of the work package are present in the WBS (Work Break down Structure) dictionary

 

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– Q#13 In which process would you review and accept project deliverables

(a)    Validate Scope
(b)    Quality assurance
(c)    Project initiation
(d)    Control scope

Q#13 Explanation:

Answer : A
Validate scope is the process where customer is involved in the acceptance of the deliverables by the development team.

 

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– Q#14 You are the project manager for a large construction project and you need to procure some materials for the construction. Your brother-in-law works as a sales manager of one of the leading suppliers in the country. he comes to know of this particular requirement and intends to bid for this project. What is the BEST thing for you to do.

(a)    Follow the normal bidding process and do not unnecessarily disclose the personal relationship of your relative with your senior management
(b)    Inform the senior management and request them to appoint any other project manager for this project
(c)    Resign from the project as it may harm your reputation
(d)    Inform senior management about the situation and follow their instructions

Q#14 Explanation:

Answer : D
You need to disclose the inform accurately to the senior management and follow their instructions on the next steps

 

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– Q#15 You are the project manager for a large construction company and you wanted to update the senior management on the performance metrics which is being used to evaluate the suppliers of material. 

Where would you look to collect this information

(a)    Project management plan
(b)    Procurement management plan
(c)    Quality management plan
(d)    Contract documentation

Q#15 Explanation:

Answer : B
The procurement management plan is used to provide information related to purchase of good, services, and plan for the most efficient management of procurements.

 

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– Q#16 The project’s final product which was developed should get the acceptance nod from which stakeholder

(a)    The project manager
(b)    The customer
(c)    The Quality manager
(d)    The sponsor

Q#16 Explanation:

Answer : B
The customer, who specifies the product requirements must ultimately be satisfied with the project deliverables. It is at this stage the project is formally completed.

 

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– Q#17 You are the project manager for a large construction company and in the middle of the project you feel the need to outsource some part of the project. Which part of management does this scenario fall into?

(a)    Contract management
(b)    Outsourcing management
(c)    Bidding management
(d)    Procurement management

Q#17 Explanation:

Answer : D
Procurement management governs all activities relating to outsourcing.

 

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– Q#18 What is most important activity of a project manager

(a)    Motivating the team
(b)    Interacting with the customers
(c)    Team building
(d)    Communication

Q#18 Explanation:

Answer : D
The good project manager spends 90% of his time on communication.

 

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– Q#19 The leadership team of a reputed software development firm needs to promote a good project manager from its resource pool. They identified Sam  for the role. Sam is with the company for more than 5 years and is an excellent technical resource and most of his contributions as an individual are exemplary. He outshines every other employee in the programming domain however he is not that comfortable working as a part of a team as he feels he can deliver more when working independently as that helps him focus more on the tasks. If the leadership team promotes Sam as the project manager, what term best describes this situation

(a)    Maslow theory
(b)    Halo effect
(c)    Juran principle
(d)    Ouchi’s theory

Q#19 Explanation:

Answer : B
Project management requires specialized skills in addition to basic technical skills. However just being a technical expert does not guarantee to be a good project manager.

 

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– Q#20 Who has the primary responsibility of resolving competing goals of various stakeholders in the project
(a) Project Sponsor
(b) Project Manager
(c) Contract Manager
(d) Quality Manger

Q#20 Explanation:

Answer : B
The project manager owns the project and is accountable for the success of the project. Hence he is the primary contact for all issues relating to the project.

 

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For PMP Certification and Online PMP Training, Register Now at Kool Derby

At the beginning of the project, project team members are usually excited about the work. The team is getting to know each other, and they are becoming more comfortable with their respective roles. For the most part, the project is being defined, which means that the hardcore work has yet to begin.

However, after the planning phase, the work is assigned and due dates are established. In other words, the pressure is now on. Team members now have a clear idea regarding the complexity of the work, and the time it will take to get it done.

The project manager must ensure the team members stay motivated. The team members might need funding, removal of obstacles, or just a pat on the back. By being engaged, the project manager is more likely to step in and help the team stay on track.

Here are three strategies to keeping the team energized:

#1: Make sure the goals are clearly defined.
When setting project goals, the SMART approach is recommended. That is, goals must be specific, measurable, achievable, relevant, and time-bound. Without goals, we can expect the team to lack motivation. We can establish goals for an individual and for the entire team. The team members should be a part of the SMART goal setting process. Their input will lead to buy-in.

#2: Reinforce the reason for the project.
I’ve been a part of projects that succeeded and some that failed. While projects fail for many reasons, one major cause is lack of vision. The project manager must serve the role of a leader, which means that the vision is communicated to the team members.

How do we share the vision? We need to focus on the end result. In other words, it’s our job as project managers to paint the picture. If our project consists of building a new fuel-efficient car, we make sure to have a picture of the shiny environmentally safe car on the wall. A big picture and on several walls! Knowing what the final product looks like keeps the team focused on getting the work done.

#3: Show that care.
As silly as it sounds, we need to act like we care about the people and the project. A project is unique, which means that we are often creating something that did not exist before. The work we’re doing is different from day-to-day operational work. Thus, we’re constantly facing and overcoming challenges. We need to recognize the commitment made by the team members.
Motivation is fragile. It’s true that some people will stay focused on the project work without requiring motivation; however, this is the exception and not the norm. I find that my projects do much better when I’m involved with the day-to-day activities. The presence of the project manager makes a notable difference.

By having a plan, we can identify the milestones. In other words, we confirm that we’re heading in the right direction, and we know when it’s right to celebrate. If a roadblock presents itself, the project manager works to remove it. Finally, and perhaps most important, the team is more likely to believe in the project if the project leadership team is visible.

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The customer is always, right? If you ask Herb Kelleher, ex-CEO of Southwest Airlines, he will vehemently disagree with you. Kelleher was criticized in the 1980s when he put his employees first. In an interview, he described a situation where a customer slapped an agent who was working a flight. He said [paraphrasing], “I’m sure we can’t be happy with the customer, and thank him for beating up our agent.”

Learning how to work with customers takes many years of experience. About 90% of the customers cause no problems. However, 10% are the toughies. These are the ones that are never happy, regardless of how well you do your work. They’re looking to find fault whenever possible.

#1: Make sure to stay calm.

Back in 2005, I was working with an executive-type customer. He was upset because the project work was behind schedule a couple days, even though we informed him in advance that we lacked the information needed to meet the deadline.

ROY:I don’t give a damn why it’s late. The fact is that it’s late, and I will not tolerate it!

 

ME:I understand, Roy. I will work with the IT team to make sure the work gets done by COB today.

ROY:I really hope so! I’m not happy with the level of service.
ME:I understand what you’re saying. Let me get this work done for now, and we can review the situation in a day or two.

ROY:Ok. Make sure I have an update by today.

ME:Sure, Roy.

#2: Avoid Trying to Prove Yourself Right

I noticed that Roy was upset, so I took the path of least resistance. I was aware that the problem rested with both of us, but this is not the time to find fault. As a project manager, my job was to solve the problem, and not to escalate the issue.

As we agreed, Roy and I talked a couple days after the issue was resolved, and he apologized for his unprofessional approach. He mentioned that the CEO was concerned about the missed deadline, and he was under tremendous pressure to get the work done. He admitted that failure to provide the content to us was the reason we were late.

#3: Don’t be Afraid to Fire Unruly Customers

While building customer accounts is important to any business, we must be prepared to fire those individuals (or companies) that are unbearable. Once we deliver the product or service we promised, we can politely let them know that our plate is full.

I’ve learned that customers who haggle too much about price during the proposal discussion will be difficult to manage. Therefore, I terminate the discussion in a professional way, and our company is better off because of it.

A business friend told me that he identified the 20% of clients that generated 80% of his annual profit. By doing so, he recommended the other 80% of his clients to companies who could service them better. He now has fewer problem clients, and has the time to provide a higher level of service to the 20% who are happy about the services he provides.