Client Team Management

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Client Team Management

The client team can either hinder or help a project. One of the key determinants of how effective it will be is its style of organization. There is a continuum that runs between two extremes: centralized and consensus. Centralized teams have a single person, usually a client project manager, who is responsible for decision making, assigning client staff, and approving deliverables. Consensus teams  require that decisions and approvals be accepted by a group of stakeholders. Both styles have advantages and disadvantages.

The centralized style focuses responsibility on one person. If that person has the knowledge and inclination to make reasonable decisions and take firm positions, the project will be smooth. Problems arise when the client leader is indecisive, is easily swayed by others, or lacks either the knowledge or the self-confidence to be effective. In such cases, plan extra time for decision making and for recovering from reversals of decisions.

With a consensus style, responsibility is assigned to a group, which may have strong personalities, but no single authority. If the client team is cohesive and committed to the goals of the project, decisions, once made and documented, are rarely overturned. But consensus management is vulnerable to those who oppose the project or its direction. Determined opponents can grind any project to a halt.

If you face a client team with a consensus style, plan extra time for decision making. At its smoothest, this style is slow. If the project background or sociology indicates that there will be dissent, double or triple the time for reviews, walkthroughs, and decisions.

Regardless of the style of management, identify someone on the client team who is a de facto leader, whether because of seniority, knowledge, or loudness of voice. When the project stalls, consult privately with the leader along the lines of, ''We're hung up. What can we do to get this thing going again? I'm open to suggestions." The leader will have observed the delays, will probably understand the motives of the obstructer, and can probably act quietly to help. Warning: Do not use this technique except in those desperate situations in which everyone, including the client staff, is frustrated. Otherwise, you can expect to hear, "We're not hung up. After all, we have to make sure we're doing the right thing. Why are you trying to rush us?"

What If?

You Do Not Know The Client Team Style at The Start of The Project.

Without this basic information (see Exhibit 3.3), you will have difficulty planning the activities that require client involvement. For example, how  will decisions be considered and made, or how will deliverables be treated? You do not even know how easy or hard it will be to call a client team meeting.

Actions

Define the characteristics of the client team that you want to have, then prepare your estimates based on that profile of client team. Make the assumptions behind your estimates explicit and document them in the project plan (see "Project Assumptions and Constraints" in Chapter 4).

When the client team is being assembled, specify the type of team you want and the characteristics of its leader. The client will usually try to accommodate you.

If the team you get is different from what you requested, review your estimates and their assumptions with the client project manager, asking whether or not they are accurate. Point out, for example, that you have allowed for a weekly one-hour meeting to review issues. If the client project manager objects that the allotted time is not sufficient because the team will need to reach consensus, you now have the ability to revise the estimates upward.

Exhibit 3.3 Checklist for Defining the Project

Is there a written list of all deliverables with a brief description?
____

Have you reviewed the list of deliverables with the client?
____

Have you agreed on the scope with the client?
____

Have you reviewed, and do you understand, the client's methodology?
____

45b385dc2ce46b62cb4c80a951ea9e72

Do you and the client agree on the extent to which the methodology will be followed?

____

Do you have an approved, clearly stated review and approval process?
____

Do all reviewers understand their roles and responsibilities?
____

Do you understand the client team management style?
____

Have you identified a de facto client team leader?
____

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