How can you effectively manage client expectations in Product Management consulting?

Begin by thoroughly understanding the client's problem and needs, ensuring clarity in expectations. Define the project scope and success criteria collaboratively, aligning on measurable outcomes. Throughout the process, actively manage changes and feedback, communicating transparently and adjusting expectations as necessary. Deliver consistent value and results, showcasing progress aligned with the agreed-upon criteria. Building strong relationships and trust through open communication and reliability is crucial. Finally, continuously learn from each project, gathering insights to improve processes, refine expectations, and enhance client satisfaction in future engagements.

Usually a prospective client has already started solutioning before they reach out to a consultant. They are looking for someone to temporarily join the team, to help grow the team's capabilities, to change product ops, or to help change the design of the organization. Prospects are anchored on their description of the solution and the problem presented in a way which makes their solution approach make sense. The solution is commonly pointed to the proximate problem, something where the client anticipates a modest investment to improve things quickly - I call this the urgent need. You need to also build an understanding of the underlying important needs (competitive pressures, cultural failings, capability shortcomings).

Understanding what they really need is the key here. You should consider your client's ability to clarify, what outcome they are talking about exactly, and asking appropriate questions to put them in the right direction of their challenges.

To understand a client's problems better, focus on specific user stories. Dig into the details to find exactly where challenges exist, rather than just relying on summaries. Also, look at data and map out the customer journey to identify bottlenecks. This way, you get a clearer picture of the user problems.

In Product Management consulting, effective client expectation management is achieved through clear communication, defining project scope, and understanding client goals. Collaboratively set measurable goals, provide regular progress updates, and anticipate and manage risks. Establish feedback loops for continuous input, educate clients on the product management process, and document key agreements. Manage scope changes transparently, set realistic timelines, and provide post-implementation support. By following these strategies, consultants can build trust, align expectations, and ensure successful consulting engagements.

In my fintech experience, being crystal clear on what the product would and wouldn't do was fundamental. In the financial-tech world, I learned that simplifying complex financial jargon is gold. Imagine creating a user-friendly investment app: we focused on explaining financial terms like we would to a friend, not a banker. That made our product accessible to everyone, not just finance buffs. Transforming complexity into simplicity was the magic that brought our B2C product to life.

If you haven't already defined what success looks like, you haven't actually understood the problem yet. Often when people hire consultants, they are inspired by outcomes (make us better, get us to a better spot), but they want to structure contracts in terms of outputs (spend X hours, facilitate Y workshops, deliver Z roadmaps, requirements, or journey maps, etc). Every good player-coach engagement I've had started with alignment on both urgent deliverables and important improvements. Getting near term results which fund the engagement, while also contributing to long term benefits for the companies. Teaching people to fish while hauling in nets full of fish.

Now we know what the client's request exactly is but that might not be the real objective we put in our project!!! Analyzing the expectations to form it and find the best solution fits our product and client's needs is really substantial.

Define project goals, scope, and deliverables from the beginning. Ensure alignment between client expectations and what the team can realistically achieve.

Changes to purpose and outcomes are infrequent, even when changes to approaches and ideas are common. The client's expectation when you're driving a product should be anchored in the structure of good product development - you are building a plan, identifying what you don't know but need to know, experiment and research to learn, and update the plan accordingly. Even though the plan my change every day, the purpose never did. Like a duck who looks calm on the surface (stable purpose) with their legs paddling madly (changing approaches). Anchor client expectations on the purpose and approach.

Managing changes and feedback can make or break client expectations. While working on our product, we rolled with constant changes, turning feedback into fuel for improvement. Rather than resisting, we set up regular chats and demos to align with clients. Embracing change didn't just keep things smooth; it made our teamwork tighter and our product better :)

In managing changes and feedback during a project, my approach is centered on maintaining clarity, transparency, and responsiveness. I recognize that effective handling of changes and feedback is crucial for ensuring the quality and timeliness of the work. Here's how I would address this: 1. Clear and Transparent Process 2. Evaluation and Approval 3. Documentation and Communication 4. Scope and Timeline Adjustments 5. Change Management Plan and Feedback Loop 6. Tools for Management By implementing these strategies and tools, I aim to prevent scope creep, maintain client trust, and ensure that the project remains on track, even when facing changes and feedback.

Effectively managing client expectations, especially in Delivering value and results, revolves around maintaining clear and honest communication channels, ensuring a deep understanding of the client's business objectives, and setting realistic expectations. These are mostly important. I don't think there is a more important "foundation" than these.

In delivering value and results to the client at the end of a project, I emphasize a comprehensive approach that involves showcasing tangible solutions, clear documentation, and effective communication. BTW : - Before the project's conclusion, it's crucial to revisit the initial goals and objectives set by the client. Understanding their expectations ensures that the final deliverables align closely with their desired outcomes. - Interactive demonstrations allow the client to experience the solutions firsthand, providing a more engaging and insightful perspective on the project's outcomes. - To ensure a smooth transition post-project, providing support and training is vital.

Most of my engagements started as 3-month contracts which lasted from 10 mo. to over 5 years. Immediate results are delivered in terms of visible changes (outputs). Other results are delivered over time (outcomes), where what can be observed within the timespan of an engagement are leading indicators of value. Feedback from collaborators, students, and peers of the client are signals of being a positive force for change. All of the ongoing dialogs about extending an engagement are built entirely on the development of trust and forming of relationships, limited only by constraints placed on the client. Product management consulting is not transactional, like hiring someone to shovel your driveway or move some furniture.

I’d argue that you need to show and deliver value not just at the end of the project but as you are progressing through the project as well. At the start of the project you need to define the success metrics or measures for success and make sure you have interim targets as well. If you take that approach you get the client excited as you’re going along since they can see and feel the momentum building. Partial prototypes or demos, early deliverable iterations all help to align expectations and make sure the final result is a WOW.

All of the ongoing dialogs about extending an engagement are built entirely on the development of trust and forming of relationships, limited only by constraints placed on the client. Product management consulting is not transactional, like hiring someone to shovel your driveway or move some furniture.

Your relationship with the client (and their vision) is what drives you to do work for them. As long as the trust is intact your work ethics will pave the right way forward

There are two learning loops which matter in consulting. The first is the super-tight near-immediate learning loop of rapidly understanding the context in a new domain (starting with a new client), adapting your approach and refining your understanding of client needs. This is what helps consultants to succeed with the current client. The second loop is a broader across-engagements learning loop for the consultant which helps them to be even better for the next client.

Relationships with clients aren't just about the work. They're about: - Being responsive - Helping the client get an ROI on your spend - Giving the individuals who hired you career cover Never burn the people who hired you.

A client relationship is one built on proving that we actually understand their pain points. It's a delicate balance in handling their expectations on what must be the solution (based on their legacy system experience) and delivering a solution that you know meets the requirements and provides actual value. Coming to a mutual understanding on prioritization is also very important and must be backed facts provided by actual user feedback to ensure that both you and the client are on the same page.

As a product manager, you are both a bridge and a plaza. Your job is to help people get from one place to another, but also to find ways to create mutual understanding, alignment, and interaction between various stakeholders, users, developers, and others. Sometimes this means translating complex ideas across teams with different subject matter expertises. Sometimes it means finding ways to connect stakeholder needs to technical solutions. Sometimes it means figuring out how to get the right people to have the right conversations with one another. In all these cases, the aim is to be inclusive and connective.

Clearly document project scope, timelines, and any changes in a formal agreement. This helps prevent misunderstandings and provides a reference point for discussions.