What Are The Client's Priorities?

What Are The Client's Priorities?

Any reasonable client wants it all: on time, on budget, and fully functional. Nobody wants to start a project with the attitude that one of these will have to go. But there are times when meeting all of them is impossible, and it is prudent to understand in advance which can be sacrificed.

Some clients will say, "We must have this by September 30, regardless of what it takes." Some may say, "We're not fixated on the date, but we cannot spend one penny more than has been budgeted." Others may offer, "In a pinch, we can trim some of the functions." These are not invitations to ignore the budget, abandon the schedule, or trash the functionality; they are realistic statements of the client's priorities, and they must be respected.

Many clients recognize that system building is difficult and risky. In stating these priorities, they are not giving you permission to slip, they are giving you directions for managing.

If the client does not volunteer the priorities, make sure that you understand them by understanding the background and justification for the project. What are the consequences of missing the schedule? What happens if you exceed the budget? What is the impact if the system is not complete? If you understand these priorities, when the project runs into difficulty, you will be better able to recommend action that the client can accept.

One warning: Do not ask the client directly for these priorities. If you ask, in effect, "Which of these three can we discard if the going gets rough?" you will not imbue your client with confidence and you risk hearing, "Absolutely none of them."

What If?

You Get Different Priorities From Different Client Groups.

You will find it hard to set priorities within the project, even if you are able to meet the plan. Furthermore, this should be a danger signal to you that your project may become an object of contention within the client organization.

Actions

Regard this as an example of a conflict within the client organization over who has ownership of the project. See "What Is the Background to This Project?" earlier in this chapter.

Discuss the contradiction with the client project manager or individual members of the steering committee. You may get insights into the client organization that will help you manage the project.

If the day comes when you must report that, for example, the budget is in danger, discuss the problem privately with those who regard it as fixed. In general, avoid announcing this kind of problem in a meeting where people have not had the chance to assess it (see "Bearing Bad News" in Chapter 6).

Exhibit 2.2 is a checklist that sums up this chapter, "Understanding the Project."

Exhibit 2.2 Checklist for Understanding the Project

Do you understand the project costs and benefits?

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Are the project justifications quantified?

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Does the client accept the project justifications as goals?

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Do you have a clear understanding of the project background?

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Can you classify each of the participants in terms of his or her support for or opposition to the project?

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Have you identified the executive sponsor?

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Is there a steering committee?

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If so, have you established that you will set the agenda for the meetings?

____

Have you written down your understanding of the project justification, background, and people? (If not, do so, if only for your own reference.)

____