Steve Blais Manage Expectations 1153632

©2012 International Institute for Learning, Inc., All rights reserved. Intelligence, Integrity and Innovation ©2012 International Institute for Learning, Inc., All rights reserved.

Manage Expectations Before They Manage YouSteve Blais

©2012 International Institute for Learning, Inc., All rights reserved. Intelligence, Integrity and Innovation

“Expectations are your client's vision of a future state or action, usually unstated but which is critical to your success.” [David Alev]

The product What the product will do for the organizationHis / her involvement in the project How the project will be executed

Satisfaction is how close you come to meeting their expectations.

Expectations


The problem statementExpectation that the problem will be solved

The visionCritical Success FactorsPolitical Success FactorsAcceptance Criteria

Expectations Come From…


Expectations are temporalExpectations are learnedExpectations are assumedExpectations can be contagiousExpectations can be stated or perceived (unstated)

Considerations about Expectations


Expectations are more easily managed when statedWhen stated in a timely manner – as in early in the project When stated as expectations and not directives or orders

Many expectations go unstatedAssumed to be understoodTaken for granted“Unwritten” part of contract or negotiation

Stated and Unstated (Perceived) Expectations


Identifying Expectations:The Expectation of Change

Topic


Each change is part of an overall continuum that improves the business processes

Increases revenues or decreases cost

Change as Seen by the Business

Continual improvement to ongoing process

ChangeChange

Change

Change


Changes to the project are:Interruptions or diversions in the project Demonstrations that business does not know what it wantsBetter done as a separate projectThreats to on-time, within budget delivery

Change as Seen by the Solution TeamThe project is the changeThe change is the project


Give team a broader and longer picture of the business process and activities Start with a compelling problem and assure a safe haven when the change is doneUse more agile practices: iterative development and incremental delivery

May capture only change and not expectations

Managing Expectations of Change


Identifying Expectations:Questions

Topic


1. How was this expectation set?2. Who set it?3. When did I find out about it?4. What am I doing about it?

Four Questions to Ask about Expectations


Held during early stages of project Informal meeting with Problem (product) ownerThree questions:

Is this the problem you want solved?What is your vision of the solution?How are you going to know that we have solved your problem? ‒ What do you need to see that will prove to you the problem is

solved?

The Value of Checkpoint Alpha

Source: Blais, Business Analysis: Best Practices for Success, John Wiley, 011


Identifying Expectations:Critical Thinking

Topic


Their expectations of the situationTheir expectations of what will or should happenTheir expectations of you and your role in the situation

Your expectations of the situationYour expectations of what will or should happenYour expectations of the relationship Your expectations of them and their role in the situation

You need to understand and know your own expectations first.

Two Expectations


The elements of the solution that must be done if the solution is to be considered a success

Generate a return on investmentBeat the competition to the marketBe compliant with regulation

Critical Success Factors


Political Success FactorsStrategic expectations are about what will be done.Tactical expectations are about how it will be done.Derived from those with management clout who have an interest in how the problem is solved

As opposed to just wanting the problem solvedA political success factor may be ignored

Depends on impact on solution and political position of the requestor



Setting and Monitoring Expectations

Topic


Expectations are set by all kinds of events or actionsSomething you said or did, or even the way you said it Something somebody else said or didSomething the client picked up from somewhere else

Expectations, rational or irrational, valid or invalid, are not developed in a vacuum.

Setting Expectations


Set expectations earlyHonest appraisal of what will or might happen

Must be able to say “no” without damaging relationship Client relationship Personal relationship

Managing expectations does not always mean saying “no”Expectation may be correct or valid

Setting the Customer’s Expectations


Must manage expectationsContinuously monitor expectationsFacts are not necessarily expectations

People deal with the facts at the surface levelExpectations are deeper

Monitoring and Managing


Watch the campaign promises.When you meet expectations through super-human efforts, the same efforts will be expected in the future.Keep the problem statement in front at all times.Capture expectations as they arise and deal with them immediately (a held expectation becomes a demand).Try to define measurements for all expectations.Ask questions to illuminate the expectation.

Guidelines



Listen to what they say and what they do not sayWhen they do not say what you expect, they may be expecting something elseWatch for segues

Look from their perspectiveCommunicate oftenComplaints mask expectations

When facing complaints, focus on expectations rather than deliveries

Guidelines


We invite you to take a closer look at what we can accomplish together. Please visit iil.com or contact [email protected] to learn more about our training, consulting, coaching, customized courses and other pathways for professional development.

Intelligence – Integrity – Innovation

Connect with Us:facebook.com/IIL.Inc bit.ly/IILgoogle

@IILGlobal youtube.com/IILGlobal

bit.ly/IILlinkedin allpm.com

mailto:[email protected]

Steve Blais Manage Expectations 1153632

Documents

Transcript of Steve Blais Manage Expectations 1153632