Managing client expectations: Ensuring clients understand the scope of work and deliverables while managing their expectations regarding timelines and

One of the biggest challenges I faced, and face today, is managing client expectations. I find that most clients tend to latch on to the first things they're told and take that as the gospel. It will always come back and haunt you if you quote a number in a phone conversation, or a timeline.

Here are some of the simple steps that I use to help mitigate this challenge.

1. Everything must be in writing. If you have a meeting summarize the results of that meeting and send it to the client and ask for them to clarify anything you may have misunderstood.
2. If you have a substantive phone call do the same. I will typically send an e-mail saying, "I just want to summarize what we talked about and make sure that I'm on point."
3. There is no substitute for a weekly status memo that simply and clearly states what was accomplished this week, what are the goals for next week, and any blockers that currently exist. Make sure that you specify which blockers the client owns and follow up on those items religiously.
4. Although 95% of my work is done remotely these days, there is nothing more impactful than a site visit with all the players to go over progress, issues, and planning. I have flown to England for just 2 days to be face to face with a client in crisis.
5. I like to send memos focused primarily on expectation management. I will usually say something like, "Nothing is more important to me than making sure your expectations are met and that you are up to date on any technical issues delays or blockers. I've listed below what I see as our current project status in relation to my understanding of your expectations. Please let me know if this is on track." This type of memo enforces the word "expectations" and helps the client understand how important it is that they communicate clearly: both the good and the bad.
6. Maintaining a dashboard of tasks and status. This is a tough one as I have stated in many of my posts. I find it almost impossible to get clients, both big and small, to consistently use any type of project tracking dashboard. Even something as simple as Teams with Planner. In every case they revert to emails. But keep trying. The more you can drive the client to stick to using one method of communication for tracking project tasks and such the easier it is for everyone to stay on the same page.
7. Keep an audit trail. Save every e-mail, every document, every phone conversation record, and all meeting notes. The ability to say, "But Joe, I don't understand. In our meeting of June 27th you stated that you did not want to include XYZ but now you're saying what's the status of XYZ. Can you help me understand the disconnect on deliverables?"

These are just a few tips that I have found effective. There are obviously many more and I welcome your feedback.

If you need SharePoint consulting help or are looking for a contractor to assist your company with a SharePoint project you are doing for a client please reach out and we can chat.

Another tip coming tommorrow.