A Pm 09 Customer Satisfaction Management
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Transcript of 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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Customer Satisfaction Mgmt. in Projects
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 GroupMarch 9, 2012 | Slide 3
ABB Project Management Competencies
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ABB Quality Policy: letting everyone know what must be done
ABB GroupMarch 9, 2012 | Slide 4
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
ABB GroupMarch 9, 2012 | Slide 5
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ABB GroupMarch 9, 2012 | Slide 6
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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ABB GroupMarch 9, 2012 | Slide 7
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ABB GroupMarch 9, 2012 | Slide 8
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
ABB GroupMarch 9, 2012 | Slide 10
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MANAGING INTERNALINTERFACES
Objectives:
Project Team Management
Tuckmans Team Stages
ABB GroupMarch 9, 2012 | Slide 11
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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
ABB GroupMarch 9, 2012 | Slide 16
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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.
ABB GroupMarch 9, 2012 | Slide 19
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.
ABB GroupMarch 9, 2012 | Slide 20
E = MC2
Enthusiasm for person to work =Mission * Cash * Congrats
Source: Ken Blanchard
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CUSTOMER SATISFACTIONMGMT. IN PROJECTS
ABB GroupMarch 9, 2012 | Slide 21
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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.
ABB GroupMarch 9, 2012 | Slide 23
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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ABB GroupMarch 9, 2012 | Slide 24
Customer Satisfaction Mgmt. in Projects
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
ABB GroupMarch 9, 2012 | Slide 25
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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ABB GroupMarch 9, 2012 | Slide 26
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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