Calories For 6 Foot Man

The unpleasant project ....

... constantly brings bad news. A typical customer statement, o).

performance ... It is having problems. We are looking for a Solution.
... According to the offer that is unfortunately not in the scope. We could open for a change request.
... The date can not be held because of xyz, unless we cancel some functionality.
...

Yes, the task of the project manager is to, together with everything else also bad news. In most cases, such messages move in a triangle dates, cost performance. That the customer is not happy, is clear, but there are a few ways that the project is therefore not just escalated:


first principle is the honesty:
The project manager should never build the customer with a castle in the air and expressing himself with vague excuses to customers. If a problem occurs, it must immediately on the table and it must be said about it: pack

• Bad news is not in a status report or a mail, view special person with the client and clarify.
• It helps to prepare already possible solution scenarios to design and show the client so that you already have a solution to the problem.

honesty also creates confidence!

As a second basic principle of the role clarification:
As the project leader also from the daily work is to monitor the scope to inform and communicate, it's just the way that it often remains hanging on the project to communicate bad news. We know this as a project and there is hardly a project where there are no "bad news". Here, it helps if the project manager at the start of the project, the client makes a concrete point out that this is his role and that it thus can happen sometimes that something unpleasant must be said. But as already mentioned, air locks have lost nothing in the project. It's better to be informed in advance of a problem than at the end to get a nasty surprise.
If we manage the project to build a cooperative relationship, it's easier to communicate such messages. With more customers icy conditions should the project be simple and genuine compassion show, try yourself in the position of the customer to enable. In an emergency you can call upon a person arbitration.

The third is the asking price Grungprinzip:
The project manager must be straight when problems occur over the asking price in mind. That is, he must know exactly what had been agreed, where the project stands, and what factors may impact the problem. This can help the following:

• At the beginning of the project the Tade-Off define
• intermediate inspections carried out
• the contract and the general conditions know
• The WEEKLY status reports and meeting minutes know
• first case of problems or obstacles to get to Recognizing that everything should be documented clean. The documentation of the project should never be neglected, even if everything runs smoothly.
• Advantageously, when the project manager has a wild symbol is: That is, the project has been before the problem occurred, and precautions. Risk analysis and appropriate action can in this case . Help