How do you handle customer demands in custom projects?

It is the nature of the beast that a lot of customers don't really know what they want. When asked what would be a successful product, I generally got the response "I'll know it when I see it." I found customers did not like being pinned down with a bunch of granular questions. Rather than quibble with them about what the "final" product would look like. I asked them what they would like to see first. That way, I could get out in front of the project by giving the customer a nice shiny object to see and hold. They would beam "you read my mind." I then would then proceed to tell them what the next deliverable would look like, etc. And hence I would let my creativity take over the process till completion.

This happens most of the time, the "Scope Creep" and in my view, it happens due to the lack of proper assessment, documentation, and communication. Assessing the new scope, against its impact on budget, timeline or quality is highly critical. Sometimes this gets ignored amidst our project deadline but this can really make or break the situation. The scope creep also occurs when proper assessment and documentation are done, and that happens due to a lack of proper communication. I have often found that the clients are really supportive when the new scope's impact is "timely" communicated and discussed. At times the additional work could be absorbed while on other occasions, it can not be and that's exactly when communication is key!

In my 5 years of experience in custom project marketing, I've learned that managing your GREED and Technical Complexity knowledge is essential. As a Business Development Engineer, you may strongly desire a project to boost your numbers, prioritizing customer happiness over technical debates. You'll agree to vague requirements and aim to lock in the project quickly. However, this can lead to issues during project execution, causing disputes and losses for both sides. Conversely, the technical side tends to focus on detailed project scopes till the minute details, often requiring multiple sessions. This approach can backfire as customers prefer flexibility. In simple terms, effective communication is key to balancing these approaches.

First, be transparent about what can and cannot be achieved within the initial request. Explain potential limitations, dependencies, and risks. Second, maintain open and regular communication with the customer throughout the project. Provide updates on progress, address any concerns, and make sure that the customer is aware of any deviations from the original plan. Third, when the customer requests changes or additional features, assess the impact on the project's scope, timeline, and budget. Communicate the potential consequences of these changes.

Try to focus on the business perspectives. Why is the client’s management willing to devote money to this process? What forms of strategic goals and hopes does the client have? At the same time, try to be sensitive to your own company’s strategic vision. Is it really something that the company wants to do? Sometimes, although not acknowledged, waiting till the death of a project may be the wisest move to save millions of dollars for both the client and your company.

The best project managers predict the business needs of the customers before the customers are aware of these needs. In the same updates, the project manager has prepared various solutions for the client to approve, with tentative timelines and budget ready on hand. This is a standard that few can deliver, but when I’m on the client side, it excites me beyond words to work with my counterpart.

I have noticed that the best way to plan a project/business is being transparent for managing customer expectations effectively. Your business might not always be able to give consumers what they want in real-time. However, being honest about your shortcomings strengthens your relationship with clients and their confidence in your organization.

It is common to see the project teams working on their tasks separately to then come together weekly/monthly and check the results across functions/projects. The pace of business today does not allow for such delays in communication. Clear and regular communication builds stronger team bond, keeps the project progress vector and in the end let's you deliver higher quality product faster.

By communicating regularly and effectively with the project stakeholders, you can gain the information you need to understand the scope and specifications of the project. This will help you to make informed decisions about how to plan, execute, and control the project. Be transparent in case you have to communicate any bad news or discuss any errors. Listen to the feedback carefully and prepare action plan accordingly.

Parkinson's law describes how a task will expand to fill the time allotted for it. How does this apply to meetings? Say you've scheduled 30 minute update meetings once a day. Are those meetings going to be productive or comprised of filler? Instead try setting 30 minute meetings bi-weekly. You'll be more efficient with updates and communicate the most important information.

I dislike the primary notion of negotiation. Negotiation is required, for sure, but how about solution focused discussions or discussions to bring an even better state for the client and own company? This is hard, but I’ve seen it done.

Change management, especially in the large projects is vital. And it is more than common that any change would be a compromise between several internal/external stakeholders. Make sure to have a neutral third party in the negotiations of change in order to keep the balance and ensure that the change benefits the project

Once you've received the change request, take some time to assess its impact on the project. This will help you to determine how much work will be required to implement the changes, and whether they will delay the project or increase costs. Communicate with the client. It's important to communicate with the client about the impact of their changes. This will help them to understand the implications of their requests, and it will give you an opportunity to negotiate a solution that works for both parties. Make a plan. Once you've assessed the impact of the changes and communicated with the client, it's time to make a plan for how to implement them. This plan should include a timeline, a budget, and a list of resources that will be needed.

Unplanned changes are a predictable part of modern-day business. Changes can be sudden and transformative, or they can be gradual and subtle, but they all add up to important changes to your business over time. By implementing a flexible but process-driven approach to managing scope changes, you can ensure unexpected changes don't derail projects. Instead, the ability to pivot effectively will help you build better goodwill and keep the business agile.

Within my current role, I no longer manage start to finish projects per say. However, project management is in line with my type of consulting. For my clients, I make sure to paint a picture of what they can expect during the process and communicate the various scenarios which could unfold. The good and the bad. The risk and the reward. And ultimately the benefit because of your experience. There is no reward in making the process sound simple. For most, they will not believe you. Be real with timing and scope. Most importantl, your client should feel confident with your ability to get them where they need to be. Be the expert.

When you first start working with a client, it's important to take the time to set clear expectations about the project. Communicate regularly. Keep the client updated on your progress throughout the project. This will help to ensure that they are aware of any changes or challenges that may arise. Be responsive to feedback. If the client has any feedback or questions, be sure to address them promptly. This will help to build trust and rapport with the client. Be flexible. Things don't always go according to plan, so it's important to be flexible when managing client expectations. Be prepared to adjust your plans as needed, and don't be afraid to ask for help from the client.

Managing expectations early on in the process helps customers eliminates the element of surprise, knows exactly what to expect throughout the process, and is key to getting ahead of the curve in minimizing potential escalations once the result is complete. A crucial step to include should things not your way is to promptly communicate the obstacles with the customer and proactively include steps you've taken or plan to take in an attempt to solve the issue at hand.

One thing I can boldly say is that, clarity on client 's requirements,? expectations and likely objectives are primary and must be set in place from the very beginning. I ensure there is an open channel of communication and transparency throughout the project 's life cycle. Because I am a stickler to Agile Methodologies, adaptability and flexibility are core must haves for me. In all of these, my emotional intelligence will be at work to ensure there is trust, trust must be earned.Trust is a principal factor to make the project journey easy.

Life as a recruiter contains frequent projects with different clients. Client's can have an unrealistic sense of the time required for a search. Clear expectations of the likely timeline to hire are paramount. Frequent updates are helpful if the expectations or goals of the project change. Start with the end result in mind and work with your client on how you are going to get there. Happy clients/customers are your best marketing asset.

The first step to delivering value to a client is to understand their needs. Once you understand their needs, you can start to develop a solution that will meet those needs. Don't just focus on delivering a product or service. Build relationships with your clients. Get to know them on a personal level and understand their business. This will help you to better understand their needs and deliver value to them. Follow up with clients after the project is complete. Don't just disappear after the project is complete. Follow up with the client to see how they are doing and if there is anything else you can do for them. This will help to show the client that you are committed to their success and that you value their business.

Understand what is the value for your client and deliver it. I have witnessed numerous cases where lengthy reports of the big 4 consultancy companies weren't well-received at all by those who should've used them. Just because these documents focused on the reports themselves rather than the contribution that these reports and their recommendations would have for the project teams. Make sure that whatever you do has the sole focus of supporting the ultimate goal of your project

Customers normally have a general overview. It's up to you to 1. Actively listen and solve certain hidden knots: by suggesting new solutions/opportunities alternatives based on industry growth, competition, upcoming regulations or simply market trends. 2. Have a clear timeline, on who stears what and when: setting expectations is brutally important, it helps managing outcomes. 3. Creating eod (end of day) internal loop of feedback to track advancement, and external (with the client) steering comitee meetings maintain transparency, and build trust all along. Custom projects are like maintaining a good reputation: you want to be recommended to the next client and well advocated for. To recreate a successful recipe, build trust and competence.

A classic example: Since I am a coffee-lover, I would want the value-capturing organization offer value-based pricing and promotions, such as discounts for bulk purchases or loyalty rewards. This could create customer relationships by offering excellent customer service, engaging with customers through social media, and building a sense of community around their coffee brand. To conclude, the value delivery process is a fundamental aspect of marketing that involves creating, delivering, and improving value for customers. By using the value delivery process, organizations can create value for their customers and build strong, long-lasting relationships with their target audience.

It is true that customers often do not know what they want. But that is precisely why professional service providers have a huge area for value add. The proactiveness of the professional service provider can do wonders to a good working relationship with the client. This is a very hard standard to meet, but definitely possible with the right team supporting the right project manager.

Building Strong Customer Relationships Establishing meaningful relationships with customers, both on a personal and professional level, is a critical factor in effectively managing custom projects. This connection provides valuable insights into the reasons behind customer requests for mid-project changes, enabling project managers to better understand their perspective and respond appropriately. Whether it involves persuading customers to consider alternative approaches or adjusting project agreements, the foundation of a strong relationship can make all the difference.

In handling customer demands in custom projects, the key is not just to manage but to anticipate. While a well-defined scope and regular communication are crucial, what really sets you apart is your ability to foresee client needs before they become "demands." By doing this, you preemptively address issues, making the client feel understood and well taken care of. This proactive approach not only minimizes last-minute changes but also solidifies your credibility, turning what could be demands into a collaborative dialogue.

I find practicing Transparent Communication, transparency is paramount. Keeping customers informed about project milestones, potential challenges, and any adjustments to the initial plan fosters trust. This open line of communication ensures that I’m able to address concerns promptly and maintain a positive client relationship. Flexibility and Adaptability can help as well , in the dynamic landscape of custom projects, being flexible and adaptable during unforeseen circumstances is key.