EXPECTATIONS MANAGEMENT

Badr Ndour badr.ndour@accenture.com badr.ndour@gmail.com

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First, let me know you!

How many of you are Program/Project Managers? How many took Program/Project Management Trainings How many of you heard during the course of your PM life: « You should have managed your client expectations? »

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So you have probably seen this

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And this!

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So How about some vacations!

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One of the most beautiful places of the world with gorgeous mountains cliffs and greenery

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With it’s famous, yet very narrow roads, it offers a unique combination of challenge, adventure danger and excitement Became a popular destination for tourists starting 1990 Mountain Bikers, enthusiasts, in particular have made it a favorite destination for exhilarating downhill biking

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Are you still coming with me?

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Most of you would have been satisfied with this

Unless you are more like this!.

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The name of the game is:

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! In your client's mind, satisfaction is how close you have come to their expectations (what they have in their mind). NOT how close you were to the wording of the contract or the scope of work or even the performance criteria, but to their expectations. It may not even be the actual results of the project but the process with which you arrive there. ! Expectations are your client's vision of a future state or action, usually unstated but which are the primary measure of your success

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Have you ever said or felt like? « I delivered all there was on my contract , scope and my client still don’t want to sign project Acceptance/ Pay!. » « No Matter what I do!my client is not satisfied » « My client doesn’t know what he wants! »

« My client is asking for irrealistic things!. »

Why?
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Program Managers and Business Executives are from different worlds!

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Do Program Managers know:
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Do Business Executives know:
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What keeps top management (Stakeholders up at night?) Key political challenges? Major new Business initiatives?

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The complexities of creating a new capability or realize a project? Which systems are most strategic and which features are really being used? What Technology is doing to enable new Service initiatives?

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Too often, the answer is NO! The result of this miscommunication in disconnected organizations is that business executives are dissatisfied and Program organizations are demoralized

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NEW TELECOM OPERATOR LAUNCH
RETURN ON EXPERIENCE

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New to the Organization Never done this type of program before Too Enthusiastic

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Very Experienced Project Manager 15 Years Experience within the Teleco Vendor Too reluctant

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Probability

Value

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Undjustified enthousiasm kills the value V=0

X
Credibility

Too much reluctance kills the probability (Hope) P=0

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Complexity

E=0
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Wrong Value Definition!

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Most important aspect of expectation management in programs is to develop an accurate understanding of what key stakeholders really want: •  Service Delivery Results (Business outcome) •  Personal/Political Agendas

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•  Business Agenda: How to make you more profitable •  Political Agenda: How to make you look great in your D-Day •  Personal Agenda: How to make you beat your rivals

Simplify Prioritize and Focus!
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Some Lessons learned!

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Use Social Proof: People Look to Certain Others to build their expectations (People Respond to Experiences, Stories, and Metaphors) Make the Right Connections: Real Expectations are unstated, informal Establish Credibility—People Want to Work with Trustworthy Experts Give First—People Naturally Reciprocate Genuine Support Follow Up—People Are Comforted by Consistency Show Value—People Quickly Determine Whether Something Is Helpful Simplify Everything—People Deliberate on the General and Act on the Specific

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For your Business Executives There’s only one moment that matters!

Their moment of Glory

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If you manage it well!you get yours too!

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THANK YOU!

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