How can you balance project requirements with changing customer needs?

A request to change the color scheme for the paint job when the wall is halfway finished won't keep you up at night, If the expectations were established and there was a process in place to address such requests before starting the job. Changes can't be avoided and that's why it's really important to have a stakeholder approved process in place before the project starts to manage those requests during the project cycle.

To understand the change we need to understand why the change is happening. Is the change happening because of missed or unclear requirements, or are they truly enhancements to, let's say, a minimum viable product (MVP) or the baseline capability? In either case, discovering if the changes are required to operate the MVP or if they are simply enhancements or "delighters" can/will have drastic influences on the big three: scope, schedule, and budget. As PMs, we need to put together a package of options/outcomes that show the effects the request has on the big three. This will help inform them if we can truly live with the changes that are being requested or if the current version of the MVP is suitable until the future iteration.

Remember that finding the right balance is an ongoing process. It requires a proactive approach, adaptability, and a commitment to delivering value to your customers while maintaining project feasibility.

Setting the tone upfront when a change comes up is paramount. In many cases we are pressured to respond immediately but our first response should never be yes. Once we receive request and understand the requirements, its our duty to create a package of pro's and con's that take all other project deliverables, timelines, and budget into consideration. Building this clear and concise stakeholder report emphasizes the fact that when anything changes or is added there are 2nd and 3rd order effects. This approach requires the PM and team to have everything in perfect order to provide a timely response, but it will ultimately leave the stakeholder informed and responsible for approving the change.

I always document everyone’s expectations and refer back to what we all expected from the project. It can change but we need to revisit the expectations and rewrite them and all sign off. Expectations are documented in great detail so have the same vision for what we are doing and what is the final product on what date.

Once we have built the package of effects we can present it to the stakeholders. This will help establish new potential baselines for the big three. Once the new baselines are set you can then start to reshape the big three to give the new actuals. Every option needs to be considered at this point, especially when the change requires an improved MVP or a quicker deployment of a feature. In either case, having a priority list of features or deliverables is important for negotiating effectively.

Balancing project requirements with changing customer needs requires agility and a proactive approach. Start with regular communication to understand evolving needs. Adopt an agile methodology to allow for iterative adjustments, making it easier to incorporate changes. Prioritize changes based on their impact, and use a structured change control process for transparency. Conduct impact analysis to assess effects on scope, timeline, and budget. Crucially, embrace each change as a learning opportunity. Regularly review what triggered changes, how they were managed, and identify areas for improvement. This continuous learning cycle enhances adaptability and ensures project success.