A Pm 09 Customer Satisfaction Management

8/11/2019 A Pm 09 Customer Satisfaction Management

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Customer Satisfaction ManagementABB PM Counc il


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Course Objectives & Overview

After this course, the participants

know What is Customer Satisfaction

Management

How to manage ProjectStakeholders

Prerequisite Course

APM7 Project Planning & Scheduling

ABB GroupMarch 9, 2012 | Slide 2

Topics

Engaging the External Stakeholders

Managing Internal Interfaces

Customer Satisfaction Mgmt. in Projects

Title Author The One Minute Manager Builds High Performing Teams Blanchard, K. et al

Raving Fans Blanchard, K. et al

Recommended Resources


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People demonstrating this competency:

Establish, maintain and improve Customer Satisfaction by settingexpectations and providing the expected value in accordance withthe contract.

Have a drive to positively impact project performance and work with

peers, partners and others who may not be in the line of command.


ABB Project Management Competencies


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ABB Quality Policy: letting everyone know what must be done


ABBs Quali ty Policy

OTD, QOD Deliver on-time & on-quality products, sys tems and servicesthat meet or exceed our customer's expectations.

Understand Customers Identify and understand our customer's expectations, measurecustomer perceptions, and implement improvements to

increase customer satisfaction.

Engage All Employees

Enable and engage our people at all l evels in a relentless d rive

to improve operational performance along the value chain from

suppliers t o customers.

Develop & Train Employees Increase the motivation and skills of our people to add value toour customers and our businesses, through continual training

and development.

Leverage Suppliers & Partners Leverage our partners & suppliers strengths to improve ourproducts and our businesses f rom product design through

production, installation and operation.

Social Responsibil ity and Ethics Embed social responsibility & company ethics policies in ourbusiness practices.

Improve H,S & E Continually improve environmental, health and safetyperformance through all products, operations, systems and

services.


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ENGAGING THE EXTERNALSTAKEHOLDERS

Objectives:

Project Stakeholders

Project Stakeholder Needs and Expectations



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Project Stakeholders

Individuals, customers, organizations that have or believe thathave a stake or claim in the project and its outcome.

PM has to

identify the stakeholders and

manage those stakeholders likely to have an influence on the

project outcome.

Customer

Testing Team

Project Manager

Sponsor/ SteCo

Internal Advisers

Contractors

Contractors

ProjectTeam

Finance /

Controller

Quality Assurance

Suppliers

Suppliers


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Project Stakeholder Needs and Expectations

Determine the needs and expectations of the stakeholders.

Stakeholder Expectations and Needs Objective Criteria

(if any)


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Other package

contractors/ OEM

Other package

contractors/ OEM

Sub-contractorsSub-contractorsConsortium

Partners

Consortium

Partners

End-UserEnd-User

Project ManagerSuppliers

Govt.

Agencies

CustomerCustomer

ConsultantsConsultants

Typical Interfaces to Project Management (external)


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External Focus

We must look externally and compare ourselves to the best. A true

reflection of how good we are is how we compare to the external world.

External focus also relates to our processes and innovations are we easyto do business with? Are we focused on what is important to customers?

This also applies to our competitors, suppliers and global markets

PM Shall: Consider the customer impact of actions

Consider the needs of both internal and external customers andstakeholders

Demonstrate knowledge of external benchmarks (customer, supplier, ) andbest practices in own field

Take personal responsibility for customer issues and follows through



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MANAGING INTERNALINTERFACES

Objectives:

Project Team Management

Tuckmans Team Stages



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Project Team Management

The PM is the leader of the project and coach of the projectteam

With authority and responsibility to manage the projectteam, and to delegate tasks

Resource conflicts are resolved, in cooperation with

functional management, without surprises to the PM Assess project personnels strengths and development

needs as input for line managements formalassessment


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Tuckmans team stages

ABBMonth DD, YYYY | Slide 13

Team

Stage

Description

Forming Forming phase in team work is the time when the team membersidentify the boundaries within the tasks but also in the relationshipsbetween the team members. It is the time of excitement andenthusiasm towards the task and new team members

Storming The phase of frustration towards the task and team cohesion.Everything seams a bit fuzzy, people dont know their places and the

leadership is unclear

Norming Cohesion with in the team develops, task become more clear, rolesare adapted in the team

Performing The team cohesion starts serving the task fulfillment, roles becomeflexible and functional. Group energy is aimed towards the task

Adjourning This is the last phase. This is when the team work is done and theteam breaks up. There is celebration of success as well as sadness.Some people call it mourning phase.


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Tuckmans Team Development Stages

Forming Storming Norming Performing Adjourning

Skills and capabilities Ensure overlapping tasks are minimum between the team members /stakeholders

Roles and responsibilities Having in place WBS, RACI and Ground rules Project Binder

Ownership Clarifying organizational and project objectives. Establishing targets

Motivation Ensure that contribution by each individual is important for the overall project.

Participation Ensure active participation.

Keys to successful team work


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Quality,

Health, Safety & Environment

Quality,

Health, Safety & Environment

Service ManagerService Manager

Site MangaerSite Mangaer

EngineeringEngineering

Project Manager

Supply Management ,

Production &

Logistics

Business/

Project

Controller

Marketing ManagerMarketing Manager

Leader/ManagerLeader/Manager

Typical Interfaces to Project Management (internal)


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Managing Project Interfaces

Fostering teamwork and synergy may require PM to devote sometimeand energy to facilitate interaction among team members.

One of the PMs tasks is to create a framework procedures, attitudes,principles that will help team members manage themselves effectivelyin support of the project and the team.

Equip Project team members to use their time wisely: Make meetings a priority

Encourage interactions as needed for the success of the project

Set team communication guidelines



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Carry out theagenda

Ensure allresources

contribute

Bring to c losurewi th next steps,accountabilities,and benefits andconcerns

Debriefimmediately

Publish minutes

Follow-up on nextsteps

Incorporatebenefits andconcerns in nextmeeting plan

Determineobjectives andagenda

Plan content and

process

Determineappropriateplayers

Define roles andresponsibilities

Pre-position keycontributors

Arrange logistics

Send outinvitations

Effective Meeting Management

Plan

Meeting Preparation

Do

Conduct Meeting

Review

Meeting Follow-Up


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Burnout


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Team Recovery Strategies

Team recovery st rategies

Provide your team with non working time(breaks and/or lunch)

Sleep loss and fatigue can lead to stress.

Book a meeting room where your team canwork without noise and distractions.

Motivate team with pep talks to lift spirits.Team members need to know they arecapable and worthy.

Make sure that team members take one or

two long week-ends away from project work. Measure on work-packages completed on

critical path rather than hours spent in office.


You may need projectteam recovery strategy,

if your project team is

having following issues.

Sleep loss Fatigue

Lack of exercise

Poor diet

Stress induced by family or

social commitments


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Engaging the Project Stakeholders

Communicating the Vision or Project Objectives:

Communicate the direction and aims of the Projectin a clear way

Demonstrate strong personal commitment to theProject Plan

Explain the basis and thinking behind the ProjectPlan to obtain the support of stakeholders.

Relates the Project Plan to the day-to-day activitiesof stakeholders

Communicate a future desired state as a tangiblereality that the project stakeholders can relate to.


E = MC2

Enthusiasm for person to work =Mission * Cash * Congrats

Source: Ken Blanchard


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CUSTOMER SATISFACTIONMGMT. IN PROJECTS



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Customer/Stakeholders Satisfaction Management

The PM should always know what the customers/stakeholders currentperception of ABB and the project status is

Customer complaints are used to facilitate improvements

Customers engagement can include:

Periodic project review meetings

Periodic project reports

Respond in a timely manner

Meet the schedule

All communication is conducted in a business correct, dedicated, andpositive professional manner


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Involvement of multiple ABB Units

Promote Internal Consortium Directive(incl. SteCo) for complex contractsinvolving several ABB Units, starting withGroup or Strategic Accounts.

Enforce RACI for all cross-BU contracts

Nominate single, authorized Project

Manager assigned for overall ABBscope

Nominate single, authorized TechnicalLeader assigned for overall ABB scope

Nominate single, authorized SiteManager assigned for overall ABB

scope

Define and document overall testing andintegration strategy.


Chiyoda & Technip JV

Chiyoda

End User: Exxon Mobil Qatar Gas

ABB Factories

MY

LV Switchgear

NO/IN

Power Management

Solutions

TH,VN, FI, KR, ITTransformers

Direct lines of technical commu nicationContractual flowdown

KRMV Switchgear

FI

Motors

SGAnalyzers

ABB JapanTechnip

Direct lines of commercial communication


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People demonstrating this competency:

Establish, maintain and improve Customer

Satisfaction by setting expectations and

providing the expected value in accordance

with the contract.

Have a drive to positively impact project

performance and work wi th peers, partners

and others who may not be in the line of

command

ABB Project Manager shall:

Assure ABB commitments to customer aremet, in accordance with contract.

Assure and seek to improve customersatisfaction and feedback through consistentcustomer interaction, e.g. Communication,(phone, e-mail, etc.) and Customer

meetings, kick off, review, etc. Work proactively to set customer

expectation to assure a smooth projectincluding acceptance of project deliveriesand timely payment even under challengingcircumstances.

Encourage openness & respect, and buildtrust, confidence & loyalty with customersand partners.

Promote healthy work-life balance within theproject team.


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Development Plan

Research has demonstrated that most learning comes from work and life experiences.Consider the following model while developing your own Personal LeadershipDevelopment Plan to develop this competency.

It is important to ensure that there is an appropriate balance of development actions inthe development plan


Self-directed learning Training & other off-the-job events

Off-the-Job (10%)

Mentoring & support from others Coaching Assessment

Along-the-Job (20%)

On-the-job activities Short-term assignments Expanding/ modifying job Outside own workplace

On-the-Job (70%)

Are most effective, if the required behavior isalready (partially) shown, but needs to beapplied more often

Are most effective, if the required behavior isnot yet shown in an effective way and skillsand knowledge has to be built up.


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Developing Customer Satisfaction Mgmt. in ProjectsCompetency

Type of Learning Suggested Learning Activities

On-the- Job (70%) On-the-job activities Short-term assignments Expanding/ modifying job Outside own workplace

Perform Stakeholder analysis Learn about Customers Customer; document their priorities

& expectations with ABB project delivery Learn about Customer organization & decision making

process; document sphere of influence for individuals onorganization chart

Along- the- Job (20%) Mentoring & support from others Coaching Assessment

Work with OPEX on Customer Satisfaction/Net PromoterScore(NPS) issues.

Identify the areas where you need coaching or mentoring. Undergo the self-Assessment of ABB Leadership

Competencies for PMs (ABB PM1 course by elearning)

Off-the-Job (10%) Self-directed learning Training & other off-the-job events

Study The One Minute Manager Builds High PerformingTeams by Ken Blanchard

Study Raving Fans by Ken Blanchard

ABB APM6: Project Management Video by eLearning(TrainingPartner) ABB 4Q Awareness for PMs


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A Pm 09 Customer Satisfaction Management

Documents

Transcript of A Pm 09 Customer Satisfaction Management