2. Have the successful completion criteria clearly documented, measurable and signed off. We always know this is important to do on any project, however, it will be critical when working with this type of customer. This holds the team and the customer accountable for the goal. In other words, they simply can’t “change their mind” and then say you did not meet their expectations. If they do change their mind, the successful completion criteria should be updated via a change control process and then other triple constraint factors evaluated (i.e.: impacts to scope, costs and schedule) to ensure the revised project goals are achievable

3. Have scope clearly documented and approved (ie: the boundaries need to be clear). Similar to successful completion criteria, this is something we really should do on any project; however, it will be critical to success with a “perpetually unhappy” stakeholder. A customer who does not want to be happy will squeeze in scope creep without you realizing it and then will beat you up when schedules are missed and/or costs increase. This is their way of justifying their displeasure with the team’s performance. To ensure scope is clearly defined have examples of what is in and out of scope and describe them in business terms that everyone can understand. Frequently, scope creep occurs because we do not record what is out of scope – and people assume their scope item is in scope by default. Going through a detailed and rigorous requirements identification & analysis process will help refine and solidify the scope boundaries.

4. Demonstrate what you have done to satisfy their requests. For example, if there was something your team did “above and beyond” the call of duty – bring that to their attention (in writing). If you increased scope and still achieved the agreed to dates, create the change control record to demonstrate you have made a “concession” to them. You will need to take extra care to document what has been completed in weekly status reports – ensuring these reports are being distributed to the management above the stakeholder who doesn’t want to be happy.

5. Let them know you believe they don’t want to be happy – but that you are very pleased with the results of the team. This is a “tough conversation” but could be fruitful. You need to be comfortable approaching this stakeholder and being prepared for a confrontational situation as the stakeholder will likely deny their behaviors and/or accuse you of trying to make the team look better than they really are. Be prepared to give them specific examples that make your point. If you want their behavior to change, tell them that and make specific suggestions of things they could do differently and the positive impacts this could have on the project team. Describe to them the negative impacts their behavior is having on team member attitudes and morale (assuming this is occurring).

continue>>

<<back