After establishing the project plan, it is your responsibility to ensure that things are getting done. This includes tasks and activities owned by your firm, third parties you depend upon AND those owned by the customer. Too frequently, project managers fail to extend this principle to the customer.

Simply put, without religious inspection of every aspect of your project, you can’t be sure the project is on track. Make no assumptions here, especially about tasks owned by the end-customer.

When the end-customer isn’t adhering to the timeline, you address this issue with finesse. First, try taking it up with the person who was assigned to the task. If necessary, you will then go “up the food chain” indicating something to the effect of the following: “I know how important this project is to you. Sam is very bright and valuable to this project; it is clear that he is also very busy. He has been assigned a critical task but other priorities on his plate have prevented him from making the necessary progress. Is there anything you can do to adjust his priorities? Would it be possible to assign someone else with his skill-set to ensure the task is completed within the project timeline?”

Did I just “tell on” Sam? No! I acknowledged his aptitude and recognized that he has many competing priorities. This is NOT necessarily Sam’s problem. It is his boss’ problem and therefore, the boss must resolve.

Bad news does not get better with age

If, or when, a project gets behind schedule or a risk emerges, it is important to communicate ASAP to the customer. Recognize that “bad news [unlike cheese or wine] does not get better with age.” The sooner the customer knows of risks, the quicker they can revise business plans and minimize impact.

An “early” communication to the customer could include something to the effect of: “…we hit a speed-bump. Here is how we got here... We have the following options…It is my intention to ensure no delay to launch, or that any impact is minimized. I will report back in 24 hours with status and a revised [or suggested] course of action and impact to the plan (if any).”

Accept blame / Give praise

A project manager’s true mettle is demonstrated when the inevitable occurs: someone is behind schedule, or worse, the project goes off track. As far as the customer is concerned, “everything is YOUR fault.” You are the project manager, the customer’s “single throat to choke.” If you are able to play by this rule, you will receive high levels of respect from your team-members and the end-customer. Not doing this results in alienating your team and lowering your credibility with the customer. So, when the inevitable occurs, simply stand up, be accountable and set a course of action to get things back on track. Note: If someone repeatedly misses the mark, this is an issue you will need to take up “offline”; NEVER in public, or in front of the customer.

Who gets the praise when the team overcomes significant obstacles or achieves key milestones? NOT YOU. The project manager should name specific team-members that contributed to achieving the goal or went the extra mile to get things back on track.

It is not only what you say but how you say it

Whether you are sharing good news, general information, or bad news, if you are not careful in how you communicate, you may be met with an unexpected response. As such, you must always consider your choice of words, tone-of-voice and body language when communicating with others.

What would you think if a project manager walked into your office slouching, and indicating in a down trodden or (worse) uncaring voice “well, it looks like we are not going to make the launch date” followed by an audible sigh?

While the situation may be true, a professional would communicate in a more concrete and proactive way. “Customer, as you know the plan is to launch on July 21. The following aspects of the launch are ready. However, this element is behind schedule. I take full responsibility for where we stand. I know how important this is to you. I am working with the project team to determine the appropriate course of action. We are looking at ways to meet your primary objectives and subsequently follow-through with the remaining elements in a phased approach. Here is what we are presently thinking. What are your thoughts and ideas?”

Keep the monkey on your back

A project manager is a problem solver. A project represents a gap between current and desired state for your customer. You have been engaged to close that gap. A key reality in project management is the uncovering of issues and obstacles. When issues arise, be sure that while informing the customer (as necessary) or even asking for insight or help, that you don’t turn the problem over to the customer. You were engaged to solve the “entire” problem. Retain that burden.

Manage new players

A likely scenario that a project manager will face is the introduction of new players into an engagement. One player that a project manager must pay particular attention to is the project sponsor (typically senior management). Remember, this person, though not necessarily directly involved with the project, is your CUSTOMER. His/her experience must be “managed” by YOU.

I was recently counseling a project manager who had been working with a client for several years. They had accomplished many things together. On a recent engagement, it was observed that the main project contact at the client’s firm wasn’t completing tasks in the agreed upon time-frame to accomplish the project objective. The project was 80% complete, with several tasks remaining.

The unfortunate happens (can you see it coming?)…The client contact informs the project manager “my new boss has decided to use another firm on this project.”

The project manager was likely “thrown under the bus.”

The savvy project manager must be aware of the dynamics of the engagement, inclusive of all players. When a new player emerges, the project manager must reach out to that person - early on - to share the complete context of the project, including goals, objectives, scope, key milestones, status, risks and issues.

Managing the customer experience means always knowing who the customer is, and being sure you are in control of the relationship.

In conclusion

Evolving from managing projects to managing the project customer experience involves mastering a core set of skills, and gracefully handling common challenges and opportunities that arise. The overall benefit is more satisfied and loyal customers, internally and externally, leading to long-term successful relationships.

Note: Customer Centricity’s whitepaper (Managing the Enterprise Customer Relationship) is recommended follow-on reading and is available online at www.customercentricity.biz/resourcesintro.htm (at no charge).