| Topic | Presenter | Summary | Duration |
| -------------------------------------------------------------------- | --------- | ------------------------------------------------------------------------------------------------------------------------------------------------- | -------- |
| Expectation Management and Dealing with Customer Satisfaction Issues | Kevin K. | This is a presentation that was done during a Friday PM Training and covers Expectation Management and Dealing with Customer Satisfaction Issues. | 51:15 |
00:00:07.360 --> 00:00:08.634 We've been doing a lot of review,00:00:08.640 --> 00:00:10.392 kind of internally with the management00:00:10.392 --> 00:00:12.643 team on looking at what is going on00:00:12.643 --> 00:00:14.340 with some of these projects. Uh,00:00:14.340 --> 00:00:17.210 and there's a variety of different things.00:00:17.210 --> 00:00:18.757 We have people who have inherited projects00:00:18.757 --> 00:00:20.170 from people that are no longer here,00:00:20.170 --> 00:00:22.470 and there's some knowledge gaps.00:00:22.470 --> 00:00:24.130 There's tribal knowledge where00:00:24.130 --> 00:00:26.620 people may not know exactly what00:00:26.693 --> 00:00:28.538 to do in certain situations,00:00:28.540 --> 00:00:30.763 but if I kind of take a really close00:00:30.763 --> 00:00:33.069 look at the data and what's happening,00:00:33.070 --> 00:00:34.138 it becomes really,00:00:34.138 --> 00:00:36.630 really clear that we have some issues00:00:36.694 --> 00:00:38.979 with expectation management and dealing00:00:38.979 --> 00:00:41.780 with customer sat and escalation issues.00:00:41.780 --> 00:00:44.327 So today we're going to focus on at least00:00:44.327 --> 00:00:46.950 the client expectation components of it,00:00:46.950 --> 00:00:50.748 so we will dive right in.00:00:50.750 --> 00:00:53.138 To that piece.00:00:53.140 --> 00:00:55.036 So what are the big ones?00:00:55.040 --> 00:00:56.340 How do we address them?00:00:56.340 --> 00:00:58.300 So this is going to apply to00:00:58.300 --> 00:00:59.850 every Member of this team.00:00:59.850 --> 00:01:02.041 You know it is kind of the00:01:02.041 --> 00:01:04.300 the apex of your job right?00:01:04.300 --> 00:01:07.044 You have to be good at kind of00:01:07.044 --> 00:01:09.208 communicating when expectations change,00:01:09.208 --> 00:01:11.632 managing when those expectations00:01:11.632 --> 00:01:14.330 need to be adjusted.00:01:14.330 --> 00:01:15.426 Handling everything from the00:01:15.426 --> 00:01:16.796 tiniest little requests like hey,00:01:16.800 --> 00:01:18.375 could you move this button to the00:01:18.375 --> 00:01:20.184 other side of the page from our00:01:20.184 --> 00:01:21.919 mockups or anything like that?00:01:21.920 --> 00:01:23.054 So we're going to focus on00:01:23.054 --> 00:01:24.359 a couple of big areas here.00:01:24.360 --> 00:01:26.922 It's going to be the estimates versus00:01:26.922 --> 00:01:29.868 RE estimates and how to manage those.00:01:29.868 --> 00:01:31.920 And communicate those.00:01:31.920 --> 00:01:33.652 What timeline adjustments we00:01:33.652 --> 00:01:35.817 need to make from discovery?00:01:35.820 --> 00:01:38.364 How we need a message change request and00:01:38.364 --> 00:01:40.529 some gotcha doesn't change requests.00:01:40.530 --> 00:01:40.880 Uhm,00:01:40.880 --> 00:01:43.330 adjusting the timeline for those as well,00:01:43.330 --> 00:01:45.577 making sure the client has the expectation00:01:45.577 --> 00:01:47.848 that the changes could cause regression.00:01:47.850 --> 00:01:49.704 Addressing items where we have gone00:01:49.704 --> 00:01:51.842 over what we have originally estimated00:01:51.842 --> 00:01:54.374 or where we've exceeded the estimate.00:01:54.380 --> 00:01:55.675 Any other type of budget00:01:55.675 --> 00:01:57.270 adjustments that need to be made,00:01:57.270 --> 00:01:59.770 setting expectations around the Slas00:01:59.770 --> 00:02:02.362 and what I expect for us to standardize00:02:02.362 --> 00:02:05.339 on for a meeting cadence going forward.00:02:05.340 --> 00:02:08.788 So with that, we'll dive right on in.00:02:08.790 --> 00:02:10.370 So.00:02:10.370 --> 00:02:12.680 Estimates versus RE estimates right?00:02:12.680 --> 00:02:13.758 We have.00:02:13.758 --> 00:02:14.297 Really,00:02:14.297 --> 00:02:16.992 three different types of projects00:02:16.992 --> 00:02:18.630 that we have.00:02:18.630 --> 00:02:20.898 Presented to us at any given time,00:02:20.900 --> 00:02:22.598 we have the E commerce projects00:02:22.598 --> 00:02:24.400 which are just pure e-commerce.00:02:24.400 --> 00:02:26.928 We have integrated ecommerce00:02:26.928 --> 00:02:29.222 projects and then we have our CONNECT00:02:29.222 --> 00:02:30.722 projects which could either be00:02:30.722 --> 00:02:32.066 completely custom connect projects00:02:32.066 --> 00:02:33.410 or our package product.00:02:33.410 --> 00:02:35.114 We also have our package theft00:02:35.114 --> 00:02:37.126 products with those are, you know,00:02:37.126 --> 00:02:39.316 kind of still ramping up.00:02:39.320 --> 00:02:41.705 So for everything that's not00:02:41.705 --> 00:02:43.613 a standard base package,00:02:43.620 --> 00:02:45.822 we should be generating a re00:02:45.822 --> 00:02:46.556 estimate document.00:02:46.560 --> 00:02:48.149 What that means is that we've gone00:02:48.149 --> 00:02:49.522 through to the discovery process00:02:49.522 --> 00:02:50.802 Kyles built out documentation00:02:50.802 --> 00:02:52.645 or whoever is filling in for the00:02:52.645 --> 00:02:54.359 BA so it could be Brian as well.00:02:54.359 --> 00:02:55.886 We've gone through.00:02:55.886 --> 00:02:57.922 We've documented everything that00:02:57.922 --> 00:03:00.340 document meets a certain standard,00:03:00.340 --> 00:03:01.672 and then we review it internally00:03:01.672 --> 00:03:03.640 with one or two of our, you know,00:03:03.640 --> 00:03:05.415 senior developers and make sure00:03:05.415 --> 00:03:06.480 we plan out00:03:06.548 --> 00:03:08.432 what everything is going to take00:03:08.432 --> 00:03:10.660 to kind of get it there now.00:03:13.070 --> 00:03:14.266 We go into discovery.00:03:14.266 --> 00:03:16.060 The sales team is already set00:03:16.126 --> 00:03:17.826 expectations many times those are00:03:17.826 --> 00:03:20.240 not going to be complete or correct.00:03:20.240 --> 00:03:22.312 Expectations, but we need to make sure00:03:22.312 --> 00:03:24.140 that we're getting that information.00:03:24.140 --> 00:03:27.020 You know from the sales team so we know.00:03:27.020 --> 00:03:27.875 What is happening?00:03:27.875 --> 00:03:29.870 Make sure we're having that handoff meeting,00:03:29.870 --> 00:03:31.496 which if the sales team isn't00:03:31.496 --> 00:03:32.580 proactively reaching out to00:03:32.628 --> 00:03:33.960 schedule the responsibility,00:03:33.960 --> 00:03:35.328 then kind of falls to the PM to make00:03:35.328 --> 00:03:36.528 sure we're working through that.00:03:38.660 --> 00:03:40.300 Also kind of going through00:03:40.300 --> 00:03:41.962 discovery at one point in time we00:03:41.962 --> 00:03:43.910 just had it as ABA only process.00:03:43.910 --> 00:03:46.620 Now we include the PM.00:03:46.620 --> 00:03:48.174 RBS do our best to go through00:03:48.174 --> 00:03:50.094 and try and make sure they have00:03:50.094 --> 00:03:51.882 everything planned out but they may00:03:51.946 --> 00:03:53.731 miss something here in there so we00:03:53.731 --> 00:03:55.620 want to make sure we're calling that00:03:55.620 --> 00:03:57.520 out if anything is getting changed00:03:57.520 --> 00:03:59.566 in discovery from what we were00:03:59.566 --> 00:04:01.396 expecting from the sales process.00:04:01.400 --> 00:04:03.024 As the project gets going and I'm00:04:03.024 --> 00:04:04.571 sure we have plenty of people00:04:04.571 --> 00:04:05.896 who could attest to this,00:04:05.900 --> 00:04:07.070 the default nature of the client00:04:07.070 --> 00:04:08.642 is to go back to the original00:04:08.642 --> 00:04:09.887 estimates that sales gave them,00:04:09.890 --> 00:04:12.554 not the RE estimates that we sent them.00:04:12.560 --> 00:04:13.391 Because of that,00:04:13.391 --> 00:04:15.748 we want to kind of make sure we're00:04:15.748 --> 00:04:18.177 going through those on a call recorded,00:04:18.180 --> 00:04:20.204 post them and ask for them to approve00:04:20.204 --> 00:04:22.268 the RE estimates for the project.00:04:22.270 --> 00:04:23.872 I don't need it to be a signed document,00:04:23.880 --> 00:04:25.798 they can give the approval in a00:04:25.798 --> 00:04:27.588 basecamp message or send us an email.00:04:27.590 --> 00:04:28.850 But if it's an email approval,00:04:28.850 --> 00:04:30.002 be sure to save it kind of put00:04:30.002 --> 00:04:31.050 it in your teams folder.00:04:31.050 --> 00:04:32.931 So if we ever need to go back and00:04:32.931 --> 00:04:35.940 reference it, we have that information.00:04:35.940 --> 00:04:37.718 One of the big things that will00:04:37.718 --> 00:04:39.279 sometimes hear clients ask is you know,00:04:39.280 --> 00:04:39.874 well hey.00:04:39.874 --> 00:04:40.468 I mean,00:04:40.468 --> 00:04:42.250 will this kind of increase the00:04:42.319 --> 00:04:44.209 cost even the smallest adjustments00:04:44.209 --> 00:04:46.544 across the board can cause things00:04:46.544 --> 00:04:48.830 to escalate from a cost perspective.00:04:48.830 --> 00:04:52.612 So it could be like oh hey,00:04:52.612 --> 00:04:54.894 well, we really need this to go.00:04:54.900 --> 00:04:55.890 Over here,00:04:55.890 --> 00:04:59.355 just slightly the tiniest things add up,00:04:59.360 --> 00:05:01.766 so make sure if it's something00:05:01.766 --> 00:05:02.568 they're adding.00:05:02.570 --> 00:05:04.050 This kind of applies to,00:05:04.050 --> 00:05:04.846 you know,00:05:04.846 --> 00:05:06.836 Arbaaz and RPM's that you're00:05:06.836 --> 00:05:08.802 communicating it clearly because you00:05:08.802 --> 00:05:11.504 want to prevent surprises at the time.00:05:11.510 --> 00:05:14.070 Of that re estimate.00:05:14.070 --> 00:05:15.148 One of the things that we need00:05:15.148 --> 00:05:16.280 to set that expectation with,00:05:16.280 --> 00:05:17.906 especially if there are large features00:05:17.906 --> 00:05:19.390 getting added into the project,00:05:19.390 --> 00:05:20.590 is that PM,00:05:20.590 --> 00:05:22.990 meeting and QA all adjust based00:05:22.990 --> 00:05:24.380 on what that is.00:05:24.380 --> 00:05:26.360 We've seen a couple of instances00:05:26.360 --> 00:05:28.436 just here recently where a client00:05:28.436 --> 00:05:30.380 is coming back and kind of.00:05:30.380 --> 00:05:31.656 Questioning the change request00:05:31.656 --> 00:05:33.570 because the PM meeting in QA00:05:33.632 --> 00:05:35.147 time is also being adjusted.00:05:35.150 --> 00:05:35.926 I've seen comments like,00:05:35.926 --> 00:05:36.318 well, hey,00:05:36.318 --> 00:05:38.100 I thought we already had line items for that.00:05:38.100 --> 00:05:39.666 What we do,00:05:39.666 --> 00:05:42.276 but we're adding timeline development.00:05:42.280 --> 00:05:44.740 And, uh, you know QA,00:05:44.740 --> 00:05:46.702 that are all going to need00:05:46.702 --> 00:05:48.760 to happen on this new item.00:05:48.760 --> 00:05:50.360 Another big gotcha is making00:05:50.360 --> 00:05:52.750 sure that the EP line items get00:05:52.750 --> 00:05:54.545 adjusted after re estimates as00:05:54.545 --> 00:05:56.793 well as sending initial PSR to00:05:56.793 --> 00:05:58.633 realign where everything is at.00:05:58.640 --> 00:06:00.764 This includes kind of letting him00:06:00.764 --> 00:06:03.232 know hey discovery went over or we're00:06:03.232 --> 00:06:05.535 going over discovery before we exit it.00:06:05.540 --> 00:06:07.106 Just kind of making sure everything00:06:07.106 --> 00:06:09.142 is there and that you're not sitting00:06:09.142 --> 00:06:11.014 in PSR that has incorrect information.00:06:11.020 --> 00:06:12.735 I can think of at least one00:06:12.735 --> 00:06:14.253 example where we had a client00:06:14.253 --> 00:06:15.933 where he was trying to use the00:06:15.989 --> 00:06:18.211 PSR as the contract and we had00:06:18.211 --> 00:06:20.551 to move some time around because00:06:20.551 --> 00:06:22.556 people hadn't logged their time,00:06:22.560 --> 00:06:24.443 so it's an expectation that your clients00:06:24.443 --> 00:06:26.243 will pay really close attention to and00:06:26.243 --> 00:06:28.126 we need to make sure we're managing00:06:28.126 --> 00:06:29.510 that expectation, realigning it,00:06:29.510 --> 00:06:31.435 and kind of keeping it in check.00:06:35.030 --> 00:06:38.573 Alright. The one big thing that we struggle00:06:38.573 --> 00:06:41.318 with is when we need to adjust the timeline.00:06:41.320 --> 00:06:43.686 Everyone that is a project manager or00:06:43.686 --> 00:06:45.739 anyone whose function is a coordinator.00:06:45.740 --> 00:06:47.434 Though you always want to make the00:06:47.434 --> 00:06:49.440 client happy, and that's our default.00:06:49.440 --> 00:06:51.340 Setting as people who are00:06:51.340 --> 00:06:53.328 in the service industry.00:06:53.330 --> 00:06:55.586 So a client comes into discovery.00:06:55.590 --> 00:06:58.684 They likely have a timeline in mind00:06:58.690 --> 00:07:02.260 where we can think through just like.00:07:02.260 --> 00:07:03.674 OK, well when we get in discovery,00:07:03.680 --> 00:07:05.766 what is that actually going to be?00:07:05.770 --> 00:07:08.689 Right, so it's.00:07:08.690 --> 00:07:11.474 You know how many features did we add00:07:11.474 --> 00:07:14.282 calling out impacts to the timeline as00:07:14.282 --> 00:07:16.112 we're going through after discovery,00:07:16.112 --> 00:07:17.617 there definitely needs to be00:07:17.617 --> 00:07:19.499 a reset of that expectation.00:07:19.500 --> 00:07:22.475 If there's going to be an impact.00:07:22.480 --> 00:07:25.130 Things to keep in mind in00:07:25.130 --> 00:07:26.730 regards to the timeline.00:07:26.730 --> 00:07:27.746 In almost every case,00:07:27.746 --> 00:07:29.646 the number of hours needed to complete00:07:29.646 --> 00:07:31.608 a project will increase in discovery.00:07:31.610 --> 00:07:33.338 That is simply due to the fact that the00:07:33.338 --> 00:07:34.728 client probably didn't think of everything00:07:34.728 --> 00:07:36.510 as they were in the sales process.00:07:36.510 --> 00:07:38.340 The sales team didn't have all00:07:38.340 --> 00:07:39.668 the information they needed,00:07:39.668 --> 00:07:41.822 and so you're going to kind00:07:41.822 --> 00:07:43.519 of have that burden.00:07:43.520 --> 00:07:44.568 On the Bay side,00:07:44.568 --> 00:07:46.140 to make sure that we're calling00:07:46.202 --> 00:07:47.452 that out on the PM side,00:07:47.452 --> 00:07:49.398 what we need to make sure we do is00:07:49.398 --> 00:07:50.736 that once the RE estimates have00:07:50.736 --> 00:07:52.506 been sent and approved and even00:07:52.506 --> 00:07:53.996 potentially with the RE estimate.00:07:56.700 --> 00:07:58.470 The timelines are usually set00:07:58.470 --> 00:07:59.886 if they rush timeline,00:07:59.890 --> 00:08:02.277 that discovery is completed in two weeks.00:08:02.280 --> 00:08:04.008 If discovery is not completed in two weeks,00:08:04.010 --> 00:08:05.910 we've already missed the timeline00:08:05.910 --> 00:08:07.390 and we need to message that and kind00:08:07.390 --> 00:08:08.807 of manage that expectation as well.00:08:11.620 --> 00:08:13.822 The contract is a big piece00:08:13.822 --> 00:08:15.828 that we sometimes overlook and00:08:15.828 --> 00:08:17.680 assume everything is standard.00:08:17.680 --> 00:08:18.856 In regards to timeline,00:08:18.856 --> 00:08:21.323 there are some very very rare cases where00:08:21.323 --> 00:08:23.570 we have a contractual obligation for it.00:08:23.570 --> 00:08:24.692 It's never guaranteed,00:08:24.692 --> 00:08:27.310 but we will try to do everything00:08:27.379 --> 00:08:29.419 to hit it where it's possible,00:08:29.420 --> 00:08:30.985 so make sure you're looking00:08:30.985 --> 00:08:32.960 at over and kind of know.00:08:32.960 --> 00:08:35.736 What is set in stone for your project00:08:35.740 --> 00:08:37.620 and always keep that in the back of00:08:37.620 --> 00:08:39.604 your mind like make a00:08:39.604 --> 00:08:41.064 internally where you can see.00:08:41.070 --> 00:08:43.247 Hey, there are timelines this and if00:08:43.247 --> 00:08:46.074 we miss this state then we have to00:08:46.074 --> 00:08:48.780 discount their hours and stuff like that.00:08:48.780 --> 00:08:50.999 Every project should have a Gantt chart.00:08:51.000 --> 00:08:53.368 It is the easiest tool for you to00:08:53.368 --> 00:08:55.655 show them where both we may be00:08:55.655 --> 00:08:57.735 seeing impacts on our side and00:08:57.735 --> 00:08:59.685 impacts that they are causing.00:08:59.690 --> 00:09:00.962 I can think of at least a few00:09:00.962 --> 00:09:01.990 examples that will speak to you.00:09:01.990 --> 00:09:04.080 Kind of after this section.00:09:04.080 --> 00:09:07.005 Where if we had just managed a00:09:07.005 --> 00:09:08.580 timeline for the client and showed them00:09:08.580 --> 00:09:10.312 where they were holding things up or00:09:10.312 --> 00:09:11.720 other teams were holding things up,00:09:11.720 --> 00:09:14.224 we would be in a much better state.00:09:14.230 --> 00:09:16.610 So keep that in mind.00:09:16.610 --> 00:09:18.190 When you're building your timeline,00:09:18.190 --> 00:09:19.625 you need to buffer for bug fixes.00:09:19.630 --> 00:09:21.836 It'll be found during QA, UAT,00:09:21.836 --> 00:09:24.444 those are going to take time to fix,00:09:24.450 --> 00:09:26.346 and the faster we try to fix them,00:09:26.350 --> 00:09:28.478 the more bugs we end up causing.00:09:28.480 --> 00:09:30.976 Speed is not always the solution,00:09:30.980 --> 00:09:33.864 so make sure you have time allocated00:09:33.864 --> 00:09:36.830 for that. So.00:09:36.830 --> 00:09:38.066 As you go through your project,00:09:38.070 --> 00:09:39.786 you should use that Gantt chart00:09:39.786 --> 00:09:40.644 to reset expectations.00:09:40.650 --> 00:09:42.275 We're seeing great success with00:09:42.275 --> 00:09:43.900 this on the Kinect projects.00:09:43.900 --> 00:09:46.077 Using it as a tool to communicate00:09:46.077 --> 00:09:47.784 client blockers and anything else00:09:47.784 --> 00:09:50.798 that could have a vital impact.00:09:50.800 --> 00:09:53.824 And then this one is kind of new.00:09:53.830 --> 00:09:56.430 I've kind of pushed with RBA team to00:09:56.430 --> 00:09:59.195 go through and say we need to have a00:09:59.195 --> 00:10:03.780 risk section in the you know IIW or00:10:03.780 --> 00:10:05.760 RBRD or whatever the client wants to call it.00:10:05.760 --> 00:10:07.840 Make sure we have that section in there00:10:07.840 --> 00:10:09.989 and call it the potential impacts or00:10:09.989 --> 00:10:12.312 other things that could impact it right?00:10:12.312 --> 00:10:16.000 It's once again in 99% of the cases.00:10:16.000 --> 00:10:17.700 Timeline is not a guarantee,00:10:17.700 --> 00:10:21.260 neither is budget so.00:10:21.260 --> 00:10:24.340 Couple of things there.00:10:24.340 --> 00:10:26.335 And I will take a quick pause00:10:26.335 --> 00:10:28.633 there just to kind of talk through00:10:28.633 --> 00:10:30.516 these early discovery slides,00:10:30.516 --> 00:10:33.588 so any questions or comments before00:10:33.588 --> 00:10:36.340 we move on to change request.00:10:36.340 --> 00:10:37.744 I'd probably just say how to00:10:37.744 --> 00:10:39.270 move on from RE estimates.00:10:39.270 --> 00:10:41.534 If you you know kind of kind of00:10:41.534 --> 00:10:44.006 what the protocol is for moving on.00:10:44.010 --> 00:10:45.515 If you don't get everything00:10:45.515 --> 00:10:47.250 from RE estimates and kind of,00:10:47.250 --> 00:10:48.804 you know the procedure for that00:10:48.804 --> 00:10:50.739 like you gotta keep going until you00:10:50.739 --> 00:10:52.419 get everything tast out and you're00:10:52.419 --> 00:10:54.335 able to give the client the full00:10:54.335 --> 00:10:56.054 perspective of what it's going to cost.00:10:56.054 --> 00:10:58.149 If there is any hang ups and kind of00:10:58.149 --> 00:10:59.703 like what the procedure is there,00:10:59.710 --> 00:11:02.584 so could you kind of summarize00:11:02.584 --> 00:11:04.500 specifically what you're like.00:11:04.500 --> 00:11:06.156 Do we not have a process for that?00:11:06.160 --> 00:11:07.007 Is that kind of what renting now?00:11:07.010 --> 00:11:09.110 Do? We need to find one.00:11:09.110 --> 00:11:11.434 Yeah, yeah like need to define kind00:11:11.434 --> 00:11:14.272 of a process for hey we went through00:11:14.272 --> 00:11:16.452 re estimates were trying to get00:11:16.452 --> 00:11:18.825 the timeline and the like the Gantt00:11:18.825 --> 00:11:20.590 chart and the RE estimates built out.00:11:20.590 --> 00:11:23.110 But there was these you know two or00:11:23.110 --> 00:11:25.147 three features that we either need00:11:25.147 --> 00:11:27.151 information from the client or we00:11:27.222 --> 00:11:29.590 need to go to another developer or we00:11:29.590 --> 00:11:31.862 need more internal discussion on it00:11:31.862 --> 00:11:34.873 or you know for whatever reason we00:11:34.873 --> 00:11:37.883 can't get through the RE estimation process.00:11:37.890 --> 00:11:38.967 An actual procedure.00:11:38.967 --> 00:11:41.480 For getting a meeting on the books,00:11:41.480 --> 00:11:43.250 getting the right people involved00:11:43.250 --> 00:11:46.073 in making sure that we get that that00:11:46.073 --> 00:11:48.376 feature hashed out in full even though00:11:48.439 --> 00:11:51.155 it's not during the RE estimations meeting.00:11:51.160 --> 00:11:52.654 Basically follow-ups to00:11:52.654 --> 00:11:55.502 everything that it kind of could.00:11:55.502 --> 00:12:00.168 Hang up in that. In that process.00:12:00.170 --> 00:12:02.417 So to mean that's a pretty straightforward00:12:02.417 --> 00:12:04.889 process on how I would expect it to be00:12:04.889 --> 00:12:06.759 handled if we're in that situation.00:12:06.760 --> 00:12:07.240 I mean,00:12:07.240 --> 00:12:08.920 there are going to be instances and00:12:08.920 --> 00:12:10.361 exceptions to the rule where you're00:12:10.361 --> 00:12:12.106 going to run into something that can't00:12:12.106 --> 00:12:14.003 be solved in the standard discovery process.00:12:14.010 --> 00:12:16.566 That's going to need either some00:12:16.566 --> 00:12:17.844 additional conversations with00:12:17.844 --> 00:12:20.089 the client or things like that.00:12:20.090 --> 00:12:22.421 For that it should just kind of00:12:22.421 --> 00:12:24.010 follow the standard process,00:12:24.010 --> 00:12:25.702 but we should set the expectation00:12:25.702 --> 00:12:27.799 with the client like hey your RE00:12:27.799 --> 00:12:29.737 estimates to date are this we've00:12:29.737 --> 00:12:31.797 plugged in X hours for these items,00:12:31.800 --> 00:12:35.027 but we don't have that finalized now.00:12:35.030 --> 00:12:36.836 That's going to create a risk for00:12:36.836 --> 00:12:38.255 your timeline because we don't know00:12:38.255 --> 00:12:39.634 if this is going to kind of.00:12:39.640 --> 00:12:40.447 Grow or shrink.00:12:40.447 --> 00:12:41.792 It's definitely going to potentially00:12:41.792 --> 00:12:43.757 have an impact to your budget because we00:12:43.757 --> 00:12:45.796 don't know if it's going to grow or shrink.00:12:45.800 --> 00:12:47.578 So we're just kind of making an00:12:47.578 --> 00:12:50.610 assumption at this point that.00:12:50.610 --> 00:12:51.830 There's something that we're going00:12:51.830 --> 00:12:53.520 to need to kind of work out,00:12:53.520 --> 00:12:55.264 and then we'll need to kind of get00:12:55.264 --> 00:12:57.187 your sign off on that individual piece.00:12:57.190 --> 00:12:59.108 But we can start working on all00:12:59.108 --> 00:13:01.036 these other things with your approval00:13:01.036 --> 00:13:02.080 on their estimates.00:13:02.080 --> 00:13:03.824 I do not think it's super critical to00:13:03.824 --> 00:13:05.469 make sure you have everything done.00:13:05.470 --> 00:13:08.396 As long as you're managing the expectations.00:13:08.400 --> 00:13:11.736 Where I see us struggling is.00:13:11.740 --> 00:13:13.100 We're getting pressure both internally00:13:13.100 --> 00:13:14.460 to move the project forward.00:13:14.460 --> 00:13:16.140 This is other things coming down00:13:16.140 --> 00:13:18.119 the pipeline and we overlook.00:13:18.119 --> 00:13:20.011 That particular expectation that00:13:20.011 --> 00:13:23.008 needs to be set and then once the00:13:23.008 --> 00:13:24.593 answer has gotten resetting any00:13:24.593 --> 00:13:26.750 of the other expectations right.00:13:28.900 --> 00:13:30.396 And then Stephanie I see your hand up.00:13:30.400 --> 00:13:32.190 So over to you next.00:13:32.190 --> 00:13:35.010 So with the possibility of discovery00:13:35.010 --> 00:13:37.700 going over during the original,00:13:37.700 --> 00:13:40.406 you know sessions that we're dealing00:13:40.406 --> 00:13:42.815 with from a client management00:13:42.815 --> 00:13:46.406 expectation for setting it up from the.00:13:46.410 --> 00:13:48.810 Kickoff that any line items that00:13:48.810 --> 00:13:50.865 exceed estimations will be providing00:13:50.865 --> 00:13:52.765 change requests for that would00:13:52.765 --> 00:13:55.701 it be better to provide a change00:13:55.701 --> 00:13:57.941 request during discovery for that00:13:57.941 --> 00:14:00.500 particular line item or should we00:14:00.500 --> 00:14:02.990 bake that into the RE estimates.00:14:02.990 --> 00:14:04.530 I think it can go either way.00:14:04.530 --> 00:14:06.048 I would typically let the client00:14:06.048 --> 00:14:08.206 know that we would bake it into re00:14:08.206 --> 00:14:09.844 estimates unless it's looking like it's00:14:09.897 --> 00:14:11.828 going to be a prolonged piece, right?00:14:11.828 --> 00:14:15.621 So if I was dealing with a client like well,00:14:15.621 --> 00:14:16.947 you see fit in this example,00:14:16.950 --> 00:14:18.130 their discovery was very long.00:14:18.130 --> 00:14:20.278 We had to invoice multiple times00:14:20.278 --> 00:14:21.710 in their discovery process.00:14:21.710 --> 00:14:24.224 Uhm, if it's something where we're00:14:24.224 --> 00:14:26.415 looking at a relatively small00:14:26.415 --> 00:14:29.178 margin up of ours like we're going00:14:29.178 --> 00:14:31.250 five or ten hours over,00:14:31.250 --> 00:14:33.578 I think we can include that in the00:14:33.578 --> 00:14:35.129 discovery process for other projects00:14:35.129 --> 00:14:38.120 where we have a 40 hour budget and we're,00:14:38.120 --> 00:14:40.710 you know, we're expecting to go 40.00:14:40.710 --> 00:14:42.635 Beyond that, we need to have that00:14:42.635 --> 00:14:44.010 conversation sooner rather than later,00:14:44.010 --> 00:14:45.458 and we need to call out the reason00:14:45.458 --> 00:14:46.606 why it's running long, right?00:14:46.606 --> 00:14:49.288 We need to set. We need to tell the client.00:14:49.290 --> 00:14:49.659 Hey.00:14:49.659 --> 00:14:52.242 We're running into XY and Z challenges00:14:52.242 --> 00:14:54.800 with this portion of the discovery.00:14:54.800 --> 00:14:56.410 Here's how we could kind of mitigate00:14:56.410 --> 00:14:57.959 that or what you could do as00:14:57.959 --> 00:14:59.360 the client to help speed it up.00:14:59.360 --> 00:15:01.285 Here's what we're doing on our side,00:15:01.290 --> 00:15:03.145 but you need to expect that this00:15:03.145 --> 00:15:04.907 is going to be something that's00:15:04.907 --> 00:15:07.014 going to have to be built for.00:15:07.020 --> 00:15:09.420 I don't think anyone's ever had,00:15:09.420 --> 00:15:10.560 at least in the discovery piece,00:15:10.560 --> 00:15:11.808 had to go and say, yeah,00:15:11.808 --> 00:15:12.876 we know what we were doing.00:15:12.880 --> 00:15:14.056 So you know,00:15:14.056 --> 00:15:16.800 we're just gonna write that time off.00:15:16.800 --> 00:15:17.112 I mean,00:15:17.112 --> 00:15:18.360 it's not a way to run a time00:15:18.403 --> 00:15:19.399 and materials business.00:15:19.400 --> 00:15:21.650 So does that answer the question?00:15:21.650 --> 00:15:21.981 Yeah,00:15:21.981 --> 00:15:23.967 so it's kind of client dependent.00:15:23.970 --> 00:15:26.506 If if you know that you're going to00:15:26.506 --> 00:15:28.797 be finalized in discovery in the next00:15:28.800 --> 00:15:32.382 meeting and it's only over by like an hour,00:15:32.390 --> 00:15:34.805 just bake that into the RE estimates.00:15:34.810 --> 00:15:36.594 But if you know.00:15:36.594 --> 00:15:37.486 You know,00:15:37.490 --> 00:15:39.788 at the third or fourth discovery00:15:39.788 --> 00:15:42.530 meeting that you're gonna need 15 more00:15:42.530 --> 00:15:44.430 to finally finalize this project.00:15:44.430 --> 00:15:46.086 Then that's the point where you00:15:46.086 --> 00:15:48.221 call that out to the client and00:15:48.221 --> 00:15:50.153 possibly send out an invoice slash00:15:50.153 --> 00:15:52.008 change request for just discovery00:15:52.008 --> 00:15:53.476 as a consultation piece.00:15:53.480 --> 00:15:53.816 Yeah,00:15:53.816 --> 00:15:56.504 so it it really boils down to every00:15:56.504 --> 00:15:59.158 situation is going to be slightly different.00:15:59.160 --> 00:15:59.823 But you guys.00:15:59.823 --> 00:16:01.370 Will have a good feel and you00:16:01.427 --> 00:16:02.972 could have that conversation with00:16:02.972 --> 00:16:04.208 the client up front.00:16:04.210 --> 00:16:06.166 Yeah, we could set that expectation.00:16:06.170 --> 00:16:06.696 It's like.00:16:06.696 --> 00:16:06.959 Hey,00:16:06.959 --> 00:16:08.800 in the event of discovery starts to00:16:08.856 --> 00:16:10.557 look like it's going to run over.00:16:10.560 --> 00:16:11.883 Will have yellow.00:16:11.883 --> 00:16:14.970 One or two ways of handling it,00:16:14.970 --> 00:16:17.680 if it's within a small like 5 to 10 hours00:16:17.748 --> 00:16:20.460 that we're expecting to need to bill for,00:16:20.460 --> 00:16:22.604 we'll just include that in the RE estimates.00:16:22.610 --> 00:16:23.989 If it looks like for whatever reason00:16:23.989 --> 00:16:25.341 and will discuss these that it's going00:16:25.341 --> 00:16:26.640 to have to run longer than that.00:16:26.640 --> 00:16:28.416 Just be aware that we'll have00:16:28.416 --> 00:16:29.970 to invoice for that time.00:16:29.970 --> 00:16:33.060 It's gonna say that's something we00:16:33.060 --> 00:16:35.612 should probably consider baking into00:16:35.612 --> 00:16:38.454 the the the initial kickoff call with00:16:38.454 --> 00:16:41.666 client as well as conversation with the00:16:41.666 --> 00:16:44.690 sales team to let them know I'm I'm.00:16:44.690 --> 00:16:46.825 I'm assuming they're well aware at this00:16:46.825 --> 00:16:49.331 point that both the BA and the PM are00:16:49.331 --> 00:16:51.189 on those discovery calls at this point,00:16:51.190 --> 00:16:53.629 so we need to at least account for that00:16:53.629 --> 00:16:57.900 in the beginning. In the in the sales.00:16:57.900 --> 00:17:00.900 Yep. I don't disagree.00:17:00.900 --> 00:17:03.147 So are you willing to take that00:17:03.147 --> 00:17:06.460 action 100% perfect?00:17:06.460 --> 00:17:07.504 Any other questions for I move00:17:07.504 --> 00:17:08.759 on to the change request piece?00:17:11.120 --> 00:17:12.660 One other thing that I had and00:17:12.660 --> 00:17:14.289 I I'll try to keep it short,00:17:14.290 --> 00:17:17.251 but when you have the scenario where00:17:17.251 --> 00:17:20.728 you have a very very short timeline and00:17:20.728 --> 00:17:24.674 we get the kind of OK from management00:17:24.674 --> 00:17:27.534 to get development started right now,00:17:27.534 --> 00:17:29.710 even though we're not out of discovery yet,00:17:29.710 --> 00:17:32.650 we gotta move fast on this project.00:17:32.650 --> 00:17:34.996 Some type of procedure or protocol00:17:34.996 --> 00:17:38.204 put in place to where we get sign00:17:38.204 --> 00:17:40.550 off that these features are what00:17:40.629 --> 00:17:42.349 we are going to start.00:17:42.350 --> 00:17:43.850 For you right now,00:17:43.850 --> 00:17:47.769 it's kind of like a a initial just initial00:17:47.769 --> 00:17:50.902 IW sign of these features are OK to00:17:50.902 --> 00:17:53.142 start right now and with signing this,00:17:53.142 --> 00:17:55.301 you agree that all of these other00:17:55.301 --> 00:17:57.125 features that we have not figured00:17:57.125 --> 00:17:59.138 out for you yet because you're00:17:59.138 --> 00:18:01.208 you have a really short timeline.00:18:01.210 --> 00:18:02.610 We will get to those,00:18:02.610 --> 00:18:05.122 but if you sign this with the understanding00:18:05.122 --> 00:18:07.909 that it could in crew more Discovery time,00:18:07.910 --> 00:18:10.751 PM time and development time to00:18:10.751 --> 00:18:12.557 get that stuff figured out like.00:18:12.560 --> 00:18:15.280 Once we're into the full swing of things,00:18:15.280 --> 00:18:17.632 that's but that goes back to just00:18:17.632 --> 00:18:19.002 district expectation with the00:18:19.002 --> 00:18:20.260 client right there doesn't?00:18:20.260 --> 00:18:22.860 I mean, I doubt that the sales team00:18:22.925 --> 00:18:25.200 and the management team will be OK.00:18:25.200 --> 00:18:26.770 Adding another thing that we're00:18:26.770 --> 00:18:28.026 gonna force signature on,00:18:28.030 --> 00:18:29.438 we have the contract.00:18:29.438 --> 00:18:31.550 The contract covers the time and00:18:31.616 --> 00:18:34.286 materials building nature of the company.00:18:34.290 --> 00:18:38.035 What is on us as a team?00:18:38.040 --> 00:18:40.344 To do at that point is to set that00:18:40.344 --> 00:18:41.670 expectation with the customer.00:18:41.670 --> 00:18:44.074 'cause you can say hey it came00:18:44.074 --> 00:18:45.418 down from the sales team that you00:18:45.418 --> 00:18:46.540 guys had a tight timeline.00:18:46.540 --> 00:18:48.367 Here are the risks that are going00:18:48.367 --> 00:18:49.990 to be associated with operating.00:18:49.990 --> 00:18:52.286 This way we have XY and Z that00:18:52.290 --> 00:18:53.202 the team feels comfortable.00:18:53.202 --> 00:18:54.114 We can start on,00:18:54.120 --> 00:18:56.822 but we could have changes and these00:18:56.822 --> 00:18:59.295 other discussions that cause that to not00:18:59.295 --> 00:19:02.039 be viable anymore and you may have rework.00:19:02.040 --> 00:19:05.080 It may actually you know.00:19:05.080 --> 00:19:06.641 Your timeline is still going to be00:19:06.641 --> 00:19:08.219 at risk 'cause there are unknowns,00:19:08.220 --> 00:19:10.332 but we're going ahead and starting work on00:19:10.332 --> 00:19:12.675 this and every effort to hit your timeline.00:19:12.680 --> 00:19:15.335 From that point you know every PM on this00:19:15.335 --> 00:19:17.830 call should know the triple constraint and00:19:17.830 --> 00:19:20.616 what that is and how to talk about that.00:19:20.620 --> 00:19:21.362 You know,00:19:21.362 --> 00:19:23.217 so its scope and budget,00:19:23.220 --> 00:19:24.339 timeline and quality.00:19:24.339 --> 00:19:26.577 If I've got a short timeline,00:19:26.580 --> 00:19:28.724 the quality while we will make every effort00:19:28.724 --> 00:19:30.707 to make sure it's a quality deliverable00:19:30.707 --> 00:19:32.790 is going to suffer to some degree.00:19:32.790 --> 00:19:35.688 The scope will have to suffer to some degree.00:19:35.690 --> 00:19:36.684 The scope will have to go down,00:19:36.690 --> 00:19:37.957 but your cost is going to go00:19:37.957 --> 00:19:38.932 up because people aren't going00:19:38.932 --> 00:19:40.084 to be taking as much time,00:19:40.090 --> 00:19:41.565 and we're putting pressure and00:19:41.565 --> 00:19:43.500 they'll be a sense of urgency00:19:43.500 --> 00:19:45.509 that it just has to get done.00:19:45.510 --> 00:19:47.454 So that's just a conversation that00:19:47.454 --> 00:19:49.650 needs to happen and be documented.00:19:49.650 --> 00:19:51.348 I know many times we have00:19:51.348 --> 00:19:51.914 these conversations,00:19:51.920 --> 00:19:54.110 but we don't document the expectations,00:19:54.110 --> 00:19:56.260 but that's.00:19:56.260 --> 00:19:57.684 Training for another day,00:19:57.684 --> 00:19:59.464 moving on to change request.00:20:01.670 --> 00:20:03.980 I think across the board we are00:20:03.980 --> 00:20:06.220 pretty bad at change requests.00:20:06.220 --> 00:20:07.908 Now I'm not saying we don't send them,00:20:07.910 --> 00:20:10.674 but we send them when things00:20:10.674 --> 00:20:12.890 have already happened or,00:20:12.890 --> 00:20:16.122 you know we have a whole bunch of line items00:20:16.122 --> 00:20:18.168 where the estimates have been exceeded.00:20:18.170 --> 00:20:19.885 By the way guys, my official stance00:20:19.885 --> 00:20:21.622 on where the estimates have exceeded00:20:21.622 --> 00:20:23.524 is that it's time and materials.00:20:23.530 --> 00:20:26.274 If it was kind of planned work,00:20:26.280 --> 00:20:28.152 I don't technically need to change00:20:28.152 --> 00:20:29.730 request to invoice for that.00:20:29.730 --> 00:20:32.403 We just need to send an invoice for SSV.00:20:32.410 --> 00:20:33.358 They're requesting a whole00:20:33.358 --> 00:20:34.306 bunch of other work.00:20:34.310 --> 00:20:35.810 We don't send a change request,00:20:35.810 --> 00:20:37.634 we just invoice them if it00:20:37.634 --> 00:20:39.230 needs to operate like that,00:20:39.230 --> 00:20:40.645 but we've set that expectation00:20:40.645 --> 00:20:42.060 with them and it's working.00:20:42.060 --> 00:20:44.652 One of the things I see happen a ton00:20:44.652 --> 00:20:47.277 of time is we will get the death by00:20:47.277 --> 00:20:49.634 1000 paper cuts scenario where a whole00:20:49.634 --> 00:20:52.520 bunch of small changes are being requested.00:20:52.520 --> 00:20:55.103 And it's in our nature as human beings say,00:20:55.110 --> 00:20:56.559 Yep, that's like a 5 minute thing,00:20:56.560 --> 00:20:57.298 no problem.00:20:57.298 --> 00:20:59.512 Well, 25 minute things and I'm00:20:59.512 --> 00:21:01.867 at an hours worth of time.00:21:01.870 --> 00:21:02.530 And most of the time,00:21:02.530 --> 00:21:04.930 they're not just five minutes.00:21:04.930 --> 00:21:07.256 So we need to figure out and set an00:21:07.256 --> 00:21:08.516 expectation with our clients kind00:21:08.516 --> 00:21:10.654 of in the kickoff or in the first00:21:10.654 --> 00:21:13.798 couple of project status meetings too.00:21:13.800 --> 00:21:15.378 Put in some type of process00:21:15.378 --> 00:21:17.160 with each client to handle that.00:21:17.160 --> 00:21:19.158 The little changes add up quickly.00:21:19.160 --> 00:21:20.340 I think you guys have, probably,00:21:20.340 --> 00:21:22.260 you know, heard the the question.00:21:22.260 --> 00:21:23.765 Would you rather have $1,000,000
00:21:23.765 --> 00:21:25.989 or penny a day doubled for 30 days?00:21:25.990 --> 00:21:27.150 Which should you choose?00:21:27.150 --> 00:21:29.221 A penny can grow into something really00:21:29.221 --> 00:21:31.167 big if you're doubling it every day,00:21:31.170 --> 00:21:32.490 it could be everything from just00:21:32.490 --> 00:21:33.700 like slightly moving a module.00:21:33.700 --> 00:21:35.140 Adding a field on a form,00:21:35.140 --> 00:21:36.788 adding some placeholder text.00:21:36.788 --> 00:21:38.848 They're all things that could00:21:38.848 --> 00:21:41.198 be considered borderline scope.00:21:41.200 --> 00:21:42.448 And when I say borderline scope,00:21:42.450 --> 00:21:43.914 I mean it's it's on the cusp there.00:21:43.920 --> 00:21:45.344 But if we've already done the work and00:21:45.344 --> 00:21:46.757 we're having to go make adjustments to it,00:21:46.760 --> 00:21:48.060 it is a change.00:21:48.060 --> 00:21:50.519 If it wasn't clearly defined in their00:21:50.519 --> 00:21:52.709 mockups or in our documentation,00:21:52.710 --> 00:21:55.730 those still counted changes.00:21:55.730 --> 00:21:58.740 So I would suggest that.00:21:58.740 --> 00:22:01.140 To set expectations with your client.00:22:01.140 --> 00:22:02.757 We put together some type of process00:22:02.757 --> 00:22:04.556 where we have a list where we keep00:22:04.556 --> 00:22:06.002 all the small changes and we put00:22:06.002 --> 00:22:07.938 in a plan that says hey every time00:22:07.938 --> 00:22:09.597 your scheduled invoice comes up00:22:09.597 --> 00:22:11.625 we're going to be compiling these00:22:11.690 --> 00:22:13.706 and doing a quick review of the00:22:13.706 --> 00:22:15.350 little changes that have been00:22:15.350 --> 00:22:17.094 implemented based on your request.00:22:17.094 --> 00:22:18.529 If you're setting that expectation00:22:18.529 --> 00:22:20.157 early and you're following the cadence00:22:20.157 --> 00:22:21.830 and you're staying on top of it,00:22:21.830 --> 00:22:23.680 your life becomes much easier00:22:23.680 --> 00:22:25.990 then you came before it so.00:22:25.990 --> 00:22:29.775 The plan right discuss the plan for00:22:29.775 --> 00:22:32.205 smaller changes in the project kickoff.00:22:32.210 --> 00:22:33.206 In that call,00:22:33.206 --> 00:22:34.866 you should establish an approver00:22:34.866 --> 00:22:36.917 for what's for who can approve00:22:36.917 --> 00:22:38.577 smaller changes and what their00:22:38.577 --> 00:22:39.898 limits of approval are.00:22:39.900 --> 00:22:41.940 Right, so just use an example00:22:41.940 --> 00:22:43.820 of people on the phone.00:22:43.820 --> 00:22:45.482 Santiago can approve any change up00:22:45.482 --> 00:22:47.836 to an hour and a half worth of time.00:22:47.840 --> 00:22:48.540 Anything bigger than that.00:22:48.540 --> 00:22:50.457 We need to have a larger conversation, right?00:22:50.457 --> 00:22:52.719 Once you've set the expectation and00:22:52.719 --> 00:22:55.208 gotten your client to agree to the00:22:55.208 --> 00:22:57.140 plan document it posted on Basecamp,00:22:57.140 --> 00:23:00.830 make sure that they say Yep, this is good.00:23:00.830 --> 00:23:02.321 And I would say always track a00:23:02.321 --> 00:23:03.951 list of the smaller items, right?00:23:03.951 --> 00:23:05.498 You'll need to be able to talk00:23:05.498 --> 00:23:06.830 to your client about him.00:23:06.830 --> 00:23:09.142 I would say if anything's more than eight00:23:09.142 --> 00:23:11.354 hours worth of work that needs to be00:23:11.354 --> 00:23:13.280 addressed with a proper change request.00:23:13.280 --> 00:23:14.248 Clients may have changes,00:23:14.248 --> 00:23:15.458 but have an invoicing schedule00:23:15.458 --> 00:23:16.119 they're paying on,00:23:16.120 --> 00:23:17.734 but if their changes are causing00:23:17.734 --> 00:23:19.350 the account to go negative.00:23:19.350 --> 00:23:21.582 We need to let them know and set00:23:21.582 --> 00:23:23.251 the expectation that that invoicing00:23:23.251 --> 00:23:24.996 schedule can change based on00:23:25.000 --> 00:23:27.244 the speed at which we're moving00:23:27.244 --> 00:23:29.920 and any changes they may have.00:23:29.920 --> 00:23:31.240 And then of course.00:23:31.240 --> 00:23:33.530 To deliver on the expectations you set,00:23:33.530 --> 00:23:35.590 review the changes in your00:23:35.590 --> 00:23:37.650 project meetings with the client.00:23:37.650 --> 00:23:38.340 Pretty straightforward,00:23:38.340 --> 00:23:40.755 but it's it's a good thing to00:23:40.755 --> 00:23:42.614 touch on and make sure that we00:23:42.614 --> 00:23:45.860 have processes and things in place.00:23:45.860 --> 00:23:48.788 On the higher side of things.00:23:48.790 --> 00:23:50.764 You will get clients that have something00:23:50.764 --> 00:23:52.547 crazy that comes out of left field.00:23:52.550 --> 00:23:54.322 We're changing this shipping00:23:54.322 --> 00:23:55.208 provider midstream,00:23:55.210 --> 00:23:58.846 or we're doing something kind of.00:23:58.850 --> 00:24:00.728 Off the wall with the integration00:24:00.728 --> 00:24:01.980 that we weren't expecting.00:24:01.980 --> 00:24:04.516 Those need to be handled a little bit00:24:04.516 --> 00:24:06.741 differently because they may have some00:24:06.741 --> 00:24:08.656 substantial impacts throughout the project.00:24:08.660 --> 00:24:08.937 Right,00:24:08.937 --> 00:24:11.153 we may need to go through and look00:24:11.153 --> 00:24:13.569 at the IW and make some adjustments.00:24:13.570 --> 00:24:15.915 But they all need to follow a00:24:15.915 --> 00:24:17.530 more formal approval process.00:24:17.530 --> 00:24:19.790 So that process should be.00:24:19.790 --> 00:24:22.062 They make the change.00:24:22.062 --> 00:24:22.630 Ideally,00:24:22.630 --> 00:24:23.662 in a perfect world,00:24:23.662 --> 00:24:25.210 we'd have them posted on Basecamp00:24:25.263 --> 00:24:26.893 with the requested changes versus00:24:26.893 --> 00:24:28.523 just having a phone conversation.00:24:28.530 --> 00:24:31.506 But at the very least get the information00:24:31.506 --> 00:24:33.489 put together a change request.00:24:33.490 --> 00:24:35.436 The most important thing here is document,00:24:35.440 --> 00:24:35.795 document,00:24:35.795 --> 00:24:36.150 document.00:24:36.150 --> 00:24:39.411 We've been I I think I can say we00:24:39.411 --> 00:24:42.187 'cause I think every person on this call,00:24:42.190 --> 00:24:44.878 with the exception of.00:24:44.880 --> 00:24:47.309 Of our newbie is going to have00:24:47.309 --> 00:24:49.379 experienced these in some capacity.00:24:49.380 --> 00:24:51.004 Whatever project contact comes00:24:51.004 --> 00:24:53.300 to us gives us the change.00:24:53.300 --> 00:24:56.133 We set their expectation 2 weeks later,00:24:56.133 --> 00:24:58.288 their boss calls wondering why the00:24:58.288 --> 00:25:00.150 cost of the project has gone up.00:25:00.150 --> 00:25:01.902 So sometimes they just never close00:25:01.902 --> 00:25:04.000 the loop with their management team.00:25:04.000 --> 00:25:05.442 And I can promise you in every00:25:05.442 --> 00:25:06.060 situation I've seen,00:25:06.060 --> 00:25:07.716 there were always the first to00:25:07.716 --> 00:25:08.820 be blamed for it,00:25:08.820 --> 00:25:10.332 even though it was approved by00:25:10.332 --> 00:25:11.580 someone on the client's end.00:25:11.580 --> 00:25:15.429 So it's always great to have that there.00:25:15.430 --> 00:25:18.070 So just some things to keep in mind.00:25:18.070 --> 00:25:20.074 Make sure you review the new00:25:20.074 --> 00:25:21.410 requirements or adjustments with00:25:21.470 --> 00:25:23.170 the person who's requesting it.00:25:23.170 --> 00:25:24.618 Create our change requests00:25:24.618 --> 00:25:26.066 and change request template.00:25:26.070 --> 00:25:28.085 Have someone on the development00:25:28.085 --> 00:25:29.697 team estimate the effort.00:25:29.700 --> 00:25:30.906 If you're in a tight spot,00:25:30.910 --> 00:25:33.006 Chris and I will give you an estimate00:25:33.006 --> 00:25:35.009 you should never trust that estimate.00:25:35.010 --> 00:25:37.224 Ideally, you should make sure at00:25:37.224 --> 00:25:39.095 least one development team member00:25:39.095 --> 00:25:41.081 who has adequate knowledge on the00:25:41.081 --> 00:25:43.518 type of work that needs to be done.00:25:43.520 --> 00:25:44.930 At least gives the nod,00:25:44.930 --> 00:25:47.020 or says, Yep, that's good.00:25:47.020 --> 00:25:48.916 Making sure you're applying the PM00:25:48.916 --> 00:25:51.068 meeting in QA line items one call00:25:51.068 --> 00:25:52.856 out here is that when you do this,00:25:52.860 --> 00:25:55.270 you should check the estimates00:25:55.270 --> 00:25:56.952 document from the sales.00:25:56.952 --> 00:25:59.088 Handoff some clients and some projects00:25:59.088 --> 00:26:02.211 have a higher PM percentage that may not00:26:02.211 --> 00:26:04.353 meet the standard change request template.00:26:04.360 --> 00:26:06.712 So that could be an area where00:26:06.712 --> 00:26:07.720 you're potentially missing00:26:07.788 --> 00:26:11.420 something that you need to catch.00:26:11.420 --> 00:26:11.838 From there,00:26:11.838 --> 00:26:13.510 send the change request to the client and00:26:13.557 --> 00:26:14.907 to our internal operations team members00:26:14.907 --> 00:26:16.443 so they can start prepping the invoice00:26:16.443 --> 00:26:19.380 and the client can give a yay or nay.00:26:19.380 --> 00:26:20.388 Once it's approved,00:26:20.388 --> 00:26:22.618 will send the invoice over and then00:26:22.618 --> 00:26:24.262 upon payment of that invoice where00:26:24.262 --> 00:26:26.459 it can be scheduled into the Sprint.00:26:26.460 --> 00:26:28.847 One of the things we are doing00:26:28.847 --> 00:26:31.234 that's causing some poor expectation00:26:31.234 --> 00:26:36.418 management internally is someone confirms on.00:26:36.420 --> 00:26:38.460 A change request and we start00:26:38.460 --> 00:26:39.480 to work immediately.00:26:39.480 --> 00:26:41.470 That's not how our model00:26:41.470 --> 00:26:43.460 works for pay in advance.00:26:43.460 --> 00:26:44.489 So if they want us to start00:26:44.489 --> 00:26:45.440 work on it immediately,00:26:45.440 --> 00:26:47.786 they'll need to agree to the00:26:47.786 --> 00:26:49.350 pay upon completion rates.00:26:49.350 --> 00:26:50.981 And we need to start thinking about00:26:50.981 --> 00:26:52.489 this a little bit differently.00:26:52.490 --> 00:26:54.902 Because someone may have it 10 hours on hand,00:26:54.910 --> 00:26:57.170 but then.00:26:57.170 --> 00:26:57.680 I mean,00:26:57.680 --> 00:26:59.720 I'm going to use PJ as an example.00:26:59.720 --> 00:27:01.586 We've had change requests that have00:27:01.586 --> 00:27:03.633 gone out and then someone wants to00:27:03.633 --> 00:27:06.069 drop that as a scope as a scope item.00:27:06.070 --> 00:27:07.350 And in their minds,00:27:07.350 --> 00:27:09.596 they've set their expectation that all of00:27:09.596 --> 00:27:11.708 that time is coming back to the project.00:27:11.710 --> 00:27:13.500 Well, not so much because00:27:13.500 --> 00:27:14.932 works already been completed.00:27:14.940 --> 00:27:17.616 So it's one of those things.00:27:17.620 --> 00:27:17.888 Ideally,00:27:17.888 --> 00:27:19.496 in an ideal state of mind,00:27:19.500 --> 00:27:20.700 there will be exceptions to00:27:20.700 --> 00:27:21.900 everything I've talked about today,00:27:21.900 --> 00:27:24.468 so I'm aware of those guys.00:27:24.470 --> 00:27:26.808 We shouldn't start the work on a00:27:26.808 --> 00:27:28.988 change request until they have in been00:27:28.988 --> 00:27:31.478 invoiced for it for it and paid for it.00:27:31.480 --> 00:27:34.004 That way we're covered.00:27:34.004 --> 00:27:36.950 They're covered if their boss gets angry.00:27:36.950 --> 00:27:37.846 We're covered,00:27:37.846 --> 00:27:40.982 so some gotchas to watch out for.00:27:40.990 --> 00:27:41.870 The first one there.00:27:41.870 --> 00:27:42.750 I've already talked about.00:27:42.750 --> 00:27:44.490 The client will create their own00:27:44.490 --> 00:27:46.300 expectations on a feature change that00:27:46.300 --> 00:27:48.253 the original hours haven't been consumed.00:27:48.253 --> 00:27:50.359 Make sure they're addressed this were00:27:50.359 --> 00:27:52.630 possible, so if you have a feature,00:27:52.630 --> 00:27:54.434 let's say it's the.00:27:54.434 --> 00:27:55.787 The product details,00:27:55.790 --> 00:27:57.314 design and they decide they want00:27:57.314 --> 00:27:59.159 to do a complete redesign of it.00:27:59.160 --> 00:27:59.419 Well,00:27:59.419 --> 00:28:00.714 any work that's already happened00:28:00.714 --> 00:28:02.330 up until that point is consumed.00:28:02.330 --> 00:28:04.310 There's no getting it back.00:28:04.310 --> 00:28:05.892 So we just need to make sure00:28:05.892 --> 00:28:07.305 that they're aware of that and00:28:07.305 --> 00:28:08.445 they're signing off on it.00:28:08.450 --> 00:28:10.850 And once again we document it.00:28:10.850 --> 00:28:12.895 One expectation we failed to00:28:12.895 --> 00:28:14.940 set pretty frequently is the00:28:15.013 --> 00:28:17.309 expectation that certain changes00:28:17.310 --> 00:28:19.878 may have a higher likelihood to00:28:19.878 --> 00:28:22.040 cause regression in other areas00:28:22.040 --> 00:28:24.116 that will need to be addressed.00:28:24.120 --> 00:28:27.072 So we may include QA on all of our00:28:27.072 --> 00:28:29.277 changes that QA is intended to.00:28:29.280 --> 00:28:30.845 QA, that particular change or00:28:30.845 --> 00:28:32.812 any item in that change request00:28:32.812 --> 00:28:34.840 what it doesn't cover and where.00:28:34.840 --> 00:28:37.186 We frequently set ourselves up for00:28:37.186 --> 00:28:40.440 failure is what it might touch.00:28:40.440 --> 00:28:42.470 If someone is adjusting the way their00:28:42.470 --> 00:28:44.181 entire product data is being pulled00:28:44.181 --> 00:28:46.502 into the system or something like that,00:28:46.502 --> 00:28:48.417 that's one of those expectations.00:28:48.420 --> 00:28:50.030 It's easy to miss 'cause we're just00:28:50.030 --> 00:28:51.649 trying to take care of the client.00:28:51.650 --> 00:28:53.198 But it could cause a cascading00:28:53.198 --> 00:28:55.136 effect all the way through checkout00:28:55.136 --> 00:28:56.222 through inventory management,00:28:56.222 --> 00:28:59.470 and these are just a couple of the examples.00:28:59.470 --> 00:29:01.384 I'm sure there are plenty of00:29:01.384 --> 00:29:03.269 impacts across the board that can.00:29:03.270 --> 00:29:04.974 That I'm missing here.00:29:04.974 --> 00:29:07.104 The last second last thing.00:29:07.110 --> 00:29:10.310 A change request is still only an estimate.00:29:10.310 --> 00:29:11.560 So make sure you're transparent00:29:11.560 --> 00:29:12.810 about any of the risk.00:29:12.810 --> 00:29:14.532 We have a risk section in the00:29:14.532 --> 00:29:15.024 change requests.00:29:15.030 --> 00:29:16.278 It's frequently left blank00:29:16.278 --> 00:29:18.150 'cause people are in a hurry.00:29:18.150 --> 00:29:19.902 But if there is a risk to their00:29:19.902 --> 00:29:22.018 timeline to their budget or to that one00:29:22.018 --> 00:29:23.720 going over 'cause there's an unknown.00:29:25.910 --> 00:29:27.344 Just make sure we're calling that00:29:27.344 --> 00:29:28.880 out and setting that expectation.00:29:28.880 --> 00:29:30.440 Any items that are changes00:29:30.440 --> 00:29:31.688 that have happened recently.00:29:31.690 --> 00:29:33.758 Make sure you touch in with00:29:33.758 --> 00:29:34.998 the client and their project.00:29:35.000 --> 00:29:37.510 Meeting a quick summary document00:29:37.510 --> 00:29:39.518 the reviewing your00:29:39.520 --> 00:29:40.950 Once again, their management team00:29:40.950 --> 00:29:43.079 comes in and doesn't see a documented.00:29:43.080 --> 00:29:44.390 They will assume their teams00:29:44.390 --> 00:29:45.700 correct even if they're not.00:29:45.700 --> 00:29:47.513 Then you're stuck with having to go00:29:47.513 --> 00:29:48.880 through recordings and all of that.00:29:48.880 --> 00:29:50.266 And for those of you who have done it,00:29:50.270 --> 00:29:51.506 it's not a very fun process.00:29:55.060 --> 00:29:58.020 So budget is one thing,00:29:58.020 --> 00:30:00.120 but the timeline is another00:30:00.120 --> 00:30:03.000 big piece of a change request.00:30:03.000 --> 00:30:04.824 It's all great to say we can try00:30:04.824 --> 00:30:06.944 and pull it in, but where we are00:30:06.944 --> 00:30:08.840 running into problems right now and00:30:08.908 --> 00:30:11.036 we're all feeling the pain of this.00:30:11.040 --> 00:30:12.832 And we've all felt the pain of it00:30:12.832 --> 00:30:14.681 before and will continue to feel it in00:30:14.681 --> 00:30:16.666 the future if we don't start updating00:30:16.666 --> 00:30:18.386 the expectations with the client.00:30:18.390 --> 00:30:19.530 When a change comes in,00:30:19.530 --> 00:30:20.722 they're affecting their timeline.00:30:20.722 --> 00:30:23.247 We do our best to kind of plan things00:30:23.247 --> 00:30:25.489 out as they come in from the sales team,00:30:25.490 --> 00:30:28.500 and if we're not managing that expectation00:30:28.500 --> 00:30:31.297 and giving ourselves that room to breathe,00:30:31.300 --> 00:30:33.547 then I'm going over and stealing from00:30:33.547 --> 00:30:36.089 this project to get time for this client.00:30:36.090 --> 00:30:38.026 I'm going over to get time from this.00:30:38.030 --> 00:30:40.242 This project and all that it's really00:30:40.242 --> 00:30:42.185 doing is then creating a project00:30:42.185 --> 00:30:44.355 that's going to be in a similar00:30:44.417 --> 00:30:46.647 timeline constraint that's going to.00:30:46.650 --> 00:30:49.457 Have the same impact across the board.00:30:49.460 --> 00:30:53.126 So. Once that timeline slips officially,00:30:53.130 --> 00:30:55.353 even if we've had our hair on fire and00:30:55.353 --> 00:30:57.658 are running around trying to solve it,00:30:57.660 --> 00:30:59.067 your clients more likely going to be00:30:59.067 --> 00:31:00.626 upset because it was a delay in delivery.00:31:02.720 --> 00:31:04.520 Every person who's working on the00:31:04.520 --> 00:31:06.220 client side for their project,00:31:06.220 --> 00:31:08.327 in most cases will have someone to00:31:08.327 --> 00:31:10.829 answer to that includes people up to the00:31:10.829 --> 00:31:13.028 CEO of the business as you guys know,00:31:13.028 --> 00:31:14.820 Chris role has to report up to00:31:14.820 --> 00:31:16.780 our board to kind of talk through00:31:16.780 --> 00:31:18.258 anything that's this week there.00:31:18.260 --> 00:31:21.179 So just a ton of different things00:31:21.180 --> 00:31:23.358 to keep in mind. Once again,00:31:23.360 --> 00:31:24.548 set the expectation with the client.00:31:24.550 --> 00:31:26.272 This is going to push the00:31:26.272 --> 00:31:27.772 timeline document that as well.00:31:27.772 --> 00:31:29.590 Make sure updating the Gantt chart00:31:29.650 --> 00:31:31.276 if there are any action items00:31:31.276 --> 00:31:33.059 that the client needs to complete.00:31:33.060 --> 00:31:33.972 Before we can start,00:31:33.972 --> 00:31:35.760 that will also be a big impact.00:31:35.760 --> 00:31:38.287 Make sure it documenting the impact like00:31:38.287 --> 00:31:41.450 in your Gantt chart call out you know.00:31:41.450 --> 00:31:44.125 Timeline or new change requests00:31:44.125 --> 00:31:47.049 and then update the timeline.00:31:47.050 --> 00:31:50.160 Under promise and overdeliver if you00:31:50.160 --> 00:31:53.224 can feel the team, can you pull in?00:31:53.224 --> 00:31:54.376 That work?00:31:54.380 --> 00:31:56.927 I would love to be in a position where.00:31:56.930 --> 00:31:58.589 We had people who didn't have work00:31:58.589 --> 00:32:00.133 and there were things that weren't00:32:00.133 --> 00:32:01.699 a high priority that we could00:32:01.699 --> 00:32:03.541 pull in and then really exceed00:32:03.541 --> 00:32:06.040 expectations versus having to cause an00:32:06.040 --> 00:32:08.230 expectations hit on another project.00:32:08.230 --> 00:32:09.730 Because the other project00:32:09.730 --> 00:32:10.855 wasn't set correctly.00:32:13.290 --> 00:32:14.538 When changes are made,00:32:14.538 --> 00:32:16.410 we may not have resources available00:32:16.471 --> 00:32:17.979 for that change immediately.00:32:17.980 --> 00:32:19.926 We work with more than one client.00:32:19.930 --> 00:32:22.876 We make commitments to those clients.00:32:22.880 --> 00:32:26.615 And so. If a company like Becker00:32:26.615 --> 00:32:28.362 suddenly decides they want to do00:32:28.362 --> 00:32:29.868 a redesign of their home page.00:32:29.870 --> 00:32:31.112 We have to assess how long00:32:31.112 --> 00:32:31.940 that's going to take.00:32:31.940 --> 00:32:34.740 The client is saying we needed ASAP.00:32:34.740 --> 00:32:36.195 ASAP is not.00:32:36.195 --> 00:32:38.006 A viable timeline, right?00:32:38.006 --> 00:32:40.142 So we'll need to analyze work00:32:40.142 --> 00:32:41.954 with our management team and00:32:41.954 --> 00:32:43.634 assess what the impacts are.00:32:43.640 --> 00:32:47.198 So potential regression from change request.00:32:47.200 --> 00:32:48.598 This is one I don't think00:32:48.598 --> 00:32:49.910 we're doing at all today.00:32:49.910 --> 00:32:51.890 It's one that's you know.00:32:51.890 --> 00:32:53.420 If I get pulled into a call and I hear00:32:53.463 --> 00:32:56.810 them say something, I try to catch.00:32:56.810 --> 00:32:59.060 And we kind of talked about it a little bit.00:32:59.060 --> 00:33:02.147 But when there is a change request.00:33:02.150 --> 00:33:03.438 If it's a change to a feature00:33:03.438 --> 00:33:04.530 that signed off and working,00:33:04.530 --> 00:33:06.740 we need to kind of.00:33:06.740 --> 00:33:08.570 Be aware of that and communicate00:33:08.570 --> 00:33:09.790 that to your client.00:33:09.790 --> 00:33:11.550 Even minor CSS tweaks and00:33:11.550 --> 00:33:12.958 things of that nature.00:33:12.960 --> 00:33:14.290 I want you to change this button.00:33:14.290 --> 00:33:15.830 We assign a ticket to a developer.00:33:15.830 --> 00:33:17.534 They changed the class.00:33:17.534 --> 00:33:19.238 The customer didn't specify.00:33:19.240 --> 00:33:20.871 You know they only wanted that button00:33:20.871 --> 00:33:22.768 to have its own specific appearance,00:33:22.770 --> 00:33:24.245 so everybody on the sites00:33:24.245 --> 00:33:25.720 now red instead of green.00:33:25.720 --> 00:33:27.496 So the the chart here on the side00:33:27.496 --> 00:33:28.978 is kind of an example of what00:33:28.978 --> 00:33:30.718 I see on a day to day basis.00:33:30.720 --> 00:33:32.178 There's a feature that was working.00:33:32.180 --> 00:33:33.518 It's been tested,00:33:33.518 --> 00:33:35.748 some changes made to schema00:33:35.748 --> 00:33:37.350 for another feature.00:33:37.350 --> 00:33:38.253 The regression occurs,00:33:38.253 --> 00:33:40.059 but it's unnoticed 'cause we're not00:33:40.059 --> 00:33:41.630 actively testing that other feature.00:33:41.630 --> 00:33:43.205 We push everything up to the UAT00:33:43.205 --> 00:33:44.751 site and the customer sees that00:33:44.751 --> 00:33:46.716 what was working is not broken and00:33:46.716 --> 00:33:48.672 that causes an escalation and they00:33:48.672 --> 00:33:50.817 think it's because we're not QA in00:33:50.817 --> 00:33:52.467 our work or something like that,00:33:52.470 --> 00:33:52.820 so.00:33:52.820 --> 00:33:54.570 Just another component to kind00:33:54.570 --> 00:33:56.915 of keep your eye on and I will.00:33:56.915 --> 00:33:59.054 I will breathe and let you guys ask00:33:59.054 --> 00:34:01.208 questions on the change request section.00:34:01.210 --> 00:34:03.352 The only thing I would have to add is00:34:03.352 --> 00:34:05.100 whenever a change request does go in.00:34:05.100 --> 00:34:07.625 Potentially I guess after discovery00:34:07.625 --> 00:34:10.580 always just definitely informed DBA team.00:34:10.580 --> 00:34:13.023 If you guys don't update the IW00:34:13.023 --> 00:34:15.319 yourselves or put it in the addendum00:34:15.319 --> 00:34:17.650 section of the IW as a change.00:34:17.650 --> 00:34:19.318 Just communicate that back to us.00:34:19.320 --> 00:34:21.273 We can get it in there as a change00:34:21.273 --> 00:34:22.393 request but just definitely00:34:22.393 --> 00:34:23.517 want to make sure.00:34:23.520 --> 00:34:25.950 Like Kevin said it's documented.00:34:25.950 --> 00:34:26.168 Yep,00:34:26.168 --> 00:34:28.130 and on that front call we need to figure00:34:28.186 --> 00:34:30.130 out how to post that back to the client.00:34:30.130 --> 00:34:33.316 That's something that's not happening today.00:34:33.320 --> 00:34:34.922 So later we'll need to define00:34:34.922 --> 00:34:36.499 that process and do a breakout00:34:36.499 --> 00:34:37.849 on it at a later time.00:34:37.850 --> 00:34:39.852 The only thing I have is asking00:34:39.852 --> 00:34:41.862 what might be a blanket statement00:34:41.862 --> 00:34:44.034 when I typically use is resetting00:34:44.034 --> 00:34:46.275 the expectations on what our Sprint00:34:46.275 --> 00:34:48.426 cycle is and letting them know that00:34:48.426 --> 00:34:49.770 work won't be able to get in 'cause00:34:49.815 --> 00:34:51.264 we're in the middle of a Sprint so we00:34:51.264 --> 00:34:52.625 won't be able to actually incorporate00:34:52.625 --> 00:34:54.152 this until the change requests approved00:34:54.152 --> 00:34:56.686 paid for into the next Sprint cycle,00:34:56.690 --> 00:34:58.762 but I don't know if there's a good00:34:58.762 --> 00:35:00.335 general blanket statement for addressing00:35:00.335 --> 00:35:04.058 this on client calls will get to it.00:35:04.060 --> 00:35:06.448 Awesome, let's talk about the big00:35:06.448 --> 00:35:09.548 elephant in the room items where we have00:35:09.548 --> 00:35:12.230 exceeded what we estimated half the time.00:35:12.230 --> 00:35:13.490 We don't have this conversation00:35:13.490 --> 00:35:15.282 with our client, so we're well00:35:15.282 --> 00:35:17.346 beyond an estimate on line item.00:35:17.350 --> 00:35:19.771 We've all heard me talk about how I banned00:35:19.771 --> 00:35:22.090 the word overage from your vocabulary.00:35:22.090 --> 00:35:24.505 But that doesn't set the proper tone.00:35:24.510 --> 00:35:26.337 If I was on a fixed bid project and00:35:26.337 --> 00:35:28.635 I needed a bill for an overage for00:35:28.635 --> 00:35:30.280 something that would be one thing,00:35:30.280 --> 00:35:32.686 but I'm not a fixed bid.00:35:32.690 --> 00:35:34.926 Company at the moment.00:35:34.926 --> 00:35:38.280 I'm a time and materials company.00:35:38.280 --> 00:35:40.512 So for these types of things to go smoothly,00:35:40.520 --> 00:35:42.210 the communication has to be00:35:42.210 --> 00:35:43.562 consistent across the project,00:35:43.570 --> 00:35:45.035 and we're paying attention to00:35:45.035 --> 00:35:46.903 what's going on in our projects00:35:46.903 --> 00:35:48.979 and catching things ahead of time.00:35:48.980 --> 00:35:50.948 We won't dive deep into the00:35:50.948 --> 00:35:52.184 fixed cost pieces today,00:35:52.184 --> 00:35:53.892 'cause we're still kind of figuring out00:35:53.892 --> 00:35:55.698 how those are gonna going to shake out.00:35:55.700 --> 00:35:57.060 But if there are any items at risk,00:35:57.060 --> 00:35:59.652 make sure you're bringing those up in every00:35:59.652 --> 00:36:01.848 project meeting you have with your clients.00:36:01.850 --> 00:36:04.379 One of the reasons we want00:36:04.379 --> 00:36:06.737 because we frequently address address those,00:36:06.740 --> 00:36:08.756 but the clients forget about it.00:36:08.760 --> 00:36:09.980 It's not the biggest thing.00:36:09.980 --> 00:36:11.546 It may be fine one time,00:36:11.550 --> 00:36:12.934 but then when they hear about it later,00:36:12.940 --> 00:36:15.936 they've forgotten and it's a huge deal.00:36:15.940 --> 00:36:16.568 This one,00:36:16.568 --> 00:36:18.452 the third bullet I find interesting00:36:18.452 --> 00:36:20.880 that we struggle with it to some00:36:20.880 --> 00:36:22.855 degree because everyone of you00:36:22.855 --> 00:36:24.568 passed your interview questionnaire00:36:24.568 --> 00:36:26.680 with me to get here with that.00:36:26.680 --> 00:36:30.960 So how do we handle if an item has gone over?00:36:30.960 --> 00:36:32.967 It's Get the facts from the team know why00:36:32.967 --> 00:36:35.077 was it something that the client gave us?00:36:35.080 --> 00:36:36.091 It was incorrect.00:36:36.091 --> 00:36:38.450 Do we have to do something crazy00:36:38.524 --> 00:36:40.820 because something wasn't expected?00:36:40.820 --> 00:36:41.652 Is a third party.00:36:41.652 --> 00:36:43.160 They ask us to talk to you.00:36:43.160 --> 00:36:45.348 Just impossible to deal with all of00:36:45.348 --> 00:36:47.266 those things. Kind of play into it.00:36:47.270 --> 00:36:50.750 What we should not do is not apologize.00:36:50.750 --> 00:36:53.696 Most of our e-commerce or integrated00:36:53.696 --> 00:36:55.660 ecommerce projects are customized00:36:55.734 --> 00:36:58.018 specifically for the client and00:36:58.018 --> 00:37:01.040 its timing materials business now.00:37:01.040 --> 00:37:03.768 That doesn't mean I'm saying we will never00:37:03.768 --> 00:37:06.126 cave because we had something go wrong.00:37:06.130 --> 00:37:08.948 Internally, Chris and I are00:37:08.948 --> 00:37:10.458 always relatively fair with that,00:37:10.460 --> 00:37:12.660 sometimes to a detriment.00:37:12.660 --> 00:37:13.210 Financially,00:37:13.210 --> 00:37:15.343 I'm not obligated to do it in our contract.00:37:15.350 --> 00:37:16.398 We call that out,00:37:16.398 --> 00:37:17.708 but we will credit time,00:37:17.710 --> 00:37:19.796 but we shouldn't be apologizing for it.00:37:19.800 --> 00:37:22.704 We could say something along the lines of.00:37:22.710 --> 00:37:25.198 Hey, just wanted to let you know we00:37:25.198 --> 00:37:27.867 had a newer guy on your project.00:37:27.870 --> 00:37:29.774 It took him a little bit longer00:37:29.774 --> 00:37:31.570 to do some of the things.00:37:31.570 --> 00:37:33.289 We don't want to hold that cost against you,00:37:33.290 --> 00:37:35.110 so as a goodwill gesture,00:37:35.110 --> 00:37:37.210 we're crediting it off.00:37:37.210 --> 00:37:38.354 Never did I have to use the word.00:37:38.360 --> 00:37:41.464 I'm sorry in there. Let's say.00:37:41.464 --> 00:37:45.166 I'll use American dollars an example.00:37:45.170 --> 00:37:47.030 I needed to kind of.00:37:47.030 --> 00:37:48.626 Press the gas on getting them00:37:48.626 --> 00:37:50.680 to pay one of their invoices.00:37:50.680 --> 00:37:51.982 A lot of people would kind of00:37:51.982 --> 00:37:52.760 start the conversation with.00:37:52.760 --> 00:37:54.200 I'm really sorry to have to bring this up,00:37:54.200 --> 00:37:56.960 but. You know?00:37:56.960 --> 00:37:58.500 I'm going to have to stop if we're not soon.00:37:58.500 --> 00:38:00.068 There's no reason I should be sorry00:38:00.068 --> 00:38:01.458 that they haven't paid their bill,00:38:01.460 --> 00:38:02.948 and it's something we just need00:38:02.948 --> 00:38:04.720 to get out of that mindset.00:38:04.720 --> 00:38:06.079 Now, I may say, hey, unfortunately.00:38:06.079 --> 00:38:07.276 I'm going to.00:38:07.276 --> 00:38:10.094 I'm going to be forced to pause00:38:10.094 --> 00:38:12.579 due to lack of payment at the time,00:38:12.579 --> 00:38:14.966 or I have no more hours on hand or00:38:14.966 --> 00:38:17.150 I've gone as negative as I can go.00:38:17.150 --> 00:38:19.257 But we should never apologize for that.00:38:19.260 --> 00:38:21.070 Same for things going over.00:38:21.070 --> 00:38:22.400 I'm gonna use Ubi as an example.00:38:22.400 --> 00:38:22.550 Stephanie,00:38:22.550 --> 00:38:24.060 I'm going to pick on you just a little bit,00:38:24.060 --> 00:38:26.388 so right now Ubi is really00:38:26.388 --> 00:38:27.940 pushing for a timeline.00:38:27.940 --> 00:38:30.492 But they made a commitment and set an00:38:30.492 --> 00:38:32.399 expectation with us that they would00:38:32.399 --> 00:38:34.510 pay a balloon payment on October 1st.00:38:34.510 --> 00:38:37.648 Now I know we're currently apologizing or00:38:37.648 --> 00:38:39.076 I think we've apologized to Stephanie.00:38:39.080 --> 00:38:40.050 You're you're free to interrupt00:38:40.050 --> 00:38:40.826 me if I'm wrong,00:38:40.830 --> 00:38:42.485 but I think we've apologized00:38:42.485 --> 00:38:44.140 that we've missed the timeline.00:38:44.140 --> 00:38:45.660 No, actually we have not.00:38:45.660 --> 00:38:48.100 Oh we have not OK.00:38:48.100 --> 00:38:49.756 I'm thinking of something else then.00:38:49.760 --> 00:38:52.938 Most of the only apology I have00:38:52.938 --> 00:38:56.026 given was based on their expectation00:38:56.026 --> 00:38:59.272 that the they were not expecting00:38:59.272 --> 00:39:02.569 or wanting or requesting the00:39:02.569 --> 00:39:04.558 vendor portals Blazer.00:39:04.560 --> 00:39:06.933 We had told them originally it would00:39:06.933 --> 00:39:09.340 be something that was close to out of00:39:09.340 --> 00:39:11.479 the box based on other client work.00:39:11.480 --> 00:39:12.950 So even then I wouldn't have apologized.00:39:12.950 --> 00:39:14.430 So thanks for the example.00:39:14.430 --> 00:39:16.315 I would have handled that00:39:16.315 --> 00:39:17.636 a little bit differently.00:39:17.636 --> 00:39:19.617 I would probably have said something like.00:39:19.620 --> 00:39:23.130 Hey, upon review of what?00:39:23.130 --> 00:39:24.733 We need to do to satisfy the00:39:24.733 --> 00:39:25.920 needs of your project.00:39:25.920 --> 00:39:27.136 What we originally forecasted00:39:27.136 --> 00:39:28.960 isn't going to be a solution,00:39:28.960 --> 00:39:31.876 so this is the proposed route we can take.00:39:31.880 --> 00:39:33.740 Will this work for you or do you want us00:39:33.795 --> 00:39:35.568 to go back to the drawing board on it?00:39:35.570 --> 00:39:35.882 Right?00:39:35.882 --> 00:39:36.506 Do you,00:39:36.506 --> 00:39:39.489 do you see the difference in the tone there?00:39:39.490 --> 00:39:43.486 Oh 100% got it so thanks for the example.00:39:43.490 --> 00:39:44.165 It's really helpful,00:39:44.165 --> 00:39:45.515 but there's always a way to00:39:45.515 --> 00:39:46.940 word it without using the words.00:39:46.940 --> 00:39:47.566 I'm sorry.00:39:47.566 --> 00:39:49.444 If I'm sorry for something that00:39:49.444 --> 00:39:51.120 means I'm acknowledging I've00:39:51.120 --> 00:39:53.088 done something terribly wrong.00:39:53.090 --> 00:39:54.665 Like if I yell at one of you on00:39:54.665 --> 00:39:56.069 accident because I've had a bad day,00:39:56.070 --> 00:39:58.709 I will apologize that I've done so.00:39:58.710 --> 00:40:00.094 Most of the time.00:40:00.094 --> 00:40:02.870 Things like that it just changes the tone.00:40:02.870 --> 00:40:04.742 And kind of put some of the ownership00:40:04.742 --> 00:40:06.729 back on them or on the requirements.00:40:06.730 --> 00:40:07.318 Like hey,00:40:07.318 --> 00:40:07.906 we just.00:40:07.906 --> 00:40:10.116 We assumed based on what you described00:40:10.116 --> 00:40:12.748 and what we were hearing in discovery.00:40:12.750 --> 00:40:13.828 The sound of life is gonna be00:40:13.828 --> 00:40:14.989 right out of the box we got in.00:40:14.990 --> 00:40:17.190 We looked at these things.00:40:17.190 --> 00:40:18.288 Didn't quite live up to it,00:40:18.290 --> 00:40:20.299 so we're gonna have to change course.00:40:20.300 --> 00:40:23.180 Here is an option that's been proposed here.00:40:23.180 --> 00:40:24.380 The benefits of that option here.00:40:24.380 --> 00:40:26.060 The risk to that option.00:40:26.060 --> 00:40:27.680 Does this option work?00:40:27.680 --> 00:40:29.300 Go with something else.00:40:29.300 --> 00:40:32.270 Now I will always say.00:40:32.270 --> 00:40:34.052 That if you feel that something's00:40:34.052 --> 00:40:35.870 been done internally to the client,00:40:35.870 --> 00:40:37.538 shouldn't be held accountable00:40:37.538 --> 00:40:39.623 to let's have that conversation.00:40:39.630 --> 00:40:42.717 I'm going to use another Stephanie example.00:40:42.720 --> 00:40:44.855 Aside source control got really messed up.00:40:44.860 --> 00:40:46.110 Not everyone knew the proper00:40:46.110 --> 00:40:47.895 channels to go through to get it00:40:47.895 --> 00:40:49.115 kind of restored from backups.00:40:49.120 --> 00:40:51.220 Stephanie did what she had to do00:40:51.220 --> 00:40:53.080 to get everything pulled back up.00:40:53.080 --> 00:40:56.970 But it came at a cost of like 30 or 40 hours.00:40:56.970 --> 00:40:58.740 And we credited that off.00:40:58.740 --> 00:40:59.284 Once again.00:40:59.284 --> 00:41:00.916 I wouldn't apologize if I was00:41:00.916 --> 00:41:02.697 letting the client know about that.00:41:02.700 --> 00:41:03.967 I would say something along the lines00:41:03.967 --> 00:41:05.509 of hey just wanted to keep you posted.00:41:05.510 --> 00:41:06.885 There was an incident with00:41:06.885 --> 00:41:07.710 the source control.00:41:07.710 --> 00:41:10.104 No code was lost but there were00:41:10.104 --> 00:41:12.630 there was time used to resolve it.00:41:12.630 --> 00:41:14.436 I've already talked to our management00:41:14.436 --> 00:41:16.129 team and we're crediting that off.00:41:16.130 --> 00:41:17.930 Be aware of did have a slight impact to00:41:17.930 --> 00:41:19.714 the Sprint and what we were expecting to00:41:19.714 --> 00:41:21.817 be able to complete today or this Sprint.00:41:21.817 --> 00:41:23.901 But we wanted to make sure you knew00:41:23.901 --> 00:41:25.847 we were covering the costs for that,00:41:25.850 --> 00:41:27.740 and we're working to kind of00:41:27.740 --> 00:41:29.000 get back on track.00:41:29.000 --> 00:41:31.208 The last verbatim how that conversation00:41:31.208 --> 00:41:33.103 went with some unintended benefits00:41:33.103 --> 00:41:34.898 that actually came from that,00:41:34.900 --> 00:41:37.500 so that one was OK.00:41:37.500 --> 00:41:37.912 Yeah, yeah,00:41:37.912 --> 00:41:39.560 I didn't say it was a bad example.00:41:39.560 --> 00:41:42.156 I just knew what happened and how00:41:42.156 --> 00:41:44.060 I would communicate it.00:41:44.060 --> 00:41:45.740 And then, of course,00:41:45.740 --> 00:41:47.282 anytime my client asks00:41:47.282 --> 00:41:49.037 for a credit or discount.00:41:49.040 --> 00:41:50.258 Let them know that you will00:41:50.258 --> 00:41:51.580 raise the concern to management.00:41:51.580 --> 00:41:53.920 Never say you know we'll look00:41:53.920 --> 00:41:56.324 into it or anything like that00:41:56.324 --> 00:41:58.984 until we have a chance to review.00:41:58.990 --> 00:42:01.137 Unless you've been told ahead of time, right?00:42:01.137 --> 00:42:05.456 Hate I mean the budget adjustment section.00:42:05.460 --> 00:42:07.937 That kind of. Ties into everything.00:42:07.937 --> 00:42:10.030 I will let you guys read it.00:42:10.030 --> 00:42:11.438 There are other things to be aware of,00:42:11.440 --> 00:42:12.274 like just.00:42:12.274 --> 00:42:14.359 Having a timeline get pushed00:42:14.359 --> 00:42:15.610 for whatever reason,00:42:15.610 --> 00:42:17.524 whether it's there is a delay00:42:17.524 --> 00:42:19.230 or things like that inherently00:42:19.230 --> 00:42:21.020 will increase the budget because00:42:21.020 --> 00:42:23.829 you as a PM at the bare minimum,00:42:23.830 --> 00:42:26.790 is having to spend more time on it.00:42:26.790 --> 00:42:28.365 We're having to talk through the team.00:42:28.370 --> 00:42:30.305 There's people lose context if00:42:30.305 --> 00:42:32.490 they're not actively working on it,00:42:32.490 --> 00:42:35.160 and it says additional ramp time.00:42:35.160 --> 00:42:35.444 Yeah.00:42:35.444 --> 00:42:37.148 There's clients that want to have00:42:37.148 --> 00:42:39.625 a dev on a meeting here and there00:42:39.625 --> 00:42:41.573 that's going to be something that00:42:41.573 --> 00:42:43.799 increases budget that we just need to.00:42:43.800 --> 00:42:45.416 Set and revisit constantly.00:42:45.416 --> 00:42:48.157 Just some things to lookout for, right?00:42:48.157 --> 00:42:49.742 Review things with your client00:42:49.742 --> 00:42:51.010 on a regular basis.00:42:51.010 --> 00:42:54.240 Be transparent if it's going to00:42:54.240 --> 00:42:55.260 potentially increase the risk,00:42:55.260 --> 00:42:57.598 increase the timeline or increase the cost.00:42:57.600 --> 00:42:59.120 Be transparent, they can make00:42:59.120 --> 00:43:01.268 decisions not to do some of those00:43:01.268 --> 00:43:04.040 things that is within their right.00:43:04.040 --> 00:43:06.661 What is not? Their given right,00:43:06.661 --> 00:43:07.689 especially with our contract,00:43:07.690 --> 00:43:09.642 is that we will go and do work00:43:09.642 --> 00:43:11.615 for free because they have an00:43:11.615 --> 00:43:13.390 expectation set in their head.00:43:13.390 --> 00:43:14.875 Always document the conversations you're00:43:14.875 --> 00:43:17.050 going to hear me harping on that a lot.00:43:17.050 --> 00:43:19.690 We are not very consistent in00:43:23.450 --> 00:43:25.249 And then one of the biggest things00:43:25.249 --> 00:43:27.230 is when you're held up by the client.00:43:27.230 --> 00:43:28.833 There's no limit on the number of00:43:28.833 --> 00:43:30.029 Basecamp projects we could have,00:43:30.030 --> 00:43:31.926 so every client should have a base camp,00:43:31.930 --> 00:43:33.736 even if they're not using it00:43:33.740 --> 00:43:35.370 with the clients on them.00:43:35.370 --> 00:43:36.545 One of the good features00:43:36.545 --> 00:43:37.980 there is that you can put.00:43:37.980 --> 00:43:39.798 Action items in Basecamp with due00:43:39.798 --> 00:43:42.259 dates and it will send them reminders.00:43:42.260 --> 00:43:45.280 If they missed that date.00:43:45.280 --> 00:43:47.184 They need to understand that we're going00:43:47.184 --> 00:43:49.710 to imply a penalty to the timeline, right?00:43:49.710 --> 00:43:51.560 It's a delay of game.00:43:51.560 --> 00:43:53.870 You're going back 10 yards.00:43:53.870 --> 00:43:55.858 And I apologize that Chris has been00:43:55.858 --> 00:43:57.273 using football analogies have been00:43:57.273 --> 00:43:59.072 hanging out with him too much recently.00:43:59.080 --> 00:44:01.075 And then once you resolve the risk,00:44:01.080 --> 00:44:03.232 summarize the impact with them just so00:44:03.232 --> 00:44:05.684 they understand, like hey, this came up.00:44:05.684 --> 00:44:06.908 We missed this.00:44:06.910 --> 00:44:08.800 Here's the impact to your timeline.00:44:08.800 --> 00:44:10.256 You need to go reset on your side,00:44:10.260 --> 00:44:12.438 but because you didn't get XY and Z done,00:44:12.440 --> 00:44:15.581 there's going to be a delay of a Sprint00:44:15.581 --> 00:44:18.517 or two sprints or whatever it is.00:44:18.520 --> 00:44:21.480 You even use one of one of the examples of.00:44:21.480 --> 00:44:24.315 I'm going to use the mic as this one,00:44:24.315 --> 00:44:26.380 so they came in with a really00:44:26.380 --> 00:44:28.740 ambitious timeline.00:44:28.740 --> 00:44:31.596 But then couldn't get meetings scheduled00:44:31.596 --> 00:44:35.290 with us when we were available like.00:44:35.290 --> 00:44:37.306 We said we tried to hit it but they00:44:37.306 --> 00:44:39.030 didn't communicate clearly enough.00:44:39.030 --> 00:44:42.025 So I would say something like, hey,00:44:42.025 --> 00:44:43.425 we're going to still try and hit this,00:44:43.430 --> 00:44:45.842 but there were resources that had00:44:45.842 --> 00:44:48.126 already been allocated for things we00:44:48.126 --> 00:44:50.116 had this period of time that we could00:44:50.116 --> 00:44:52.048 have utilized where we had some excess00:44:52.048 --> 00:44:53.638 availability that's no longer available.00:44:53.640 --> 00:44:55.440 That could have a cascading00:44:55.440 --> 00:44:56.880 impact on your timeline.00:44:56.880 --> 00:44:57.380 Right?00:44:57.380 --> 00:45:01.380 No need to say I'm sorry about it.00:45:01.380 --> 00:45:03.460 Or anything like that.00:45:03.460 --> 00:45:05.385 Silly agreements you guys have00:45:05.385 --> 00:45:07.670 heard me harping on this one.00:45:07.670 --> 00:45:09.080 We have to put Tesla agreements00:45:09.080 --> 00:45:10.020 in place for clients.00:45:10.020 --> 00:45:11.900 They're going to come and jump to Q.00:45:11.900 --> 00:45:13.780 That's what those funds support,00:45:13.780 --> 00:45:14.107 right?00:45:14.107 --> 00:45:16.396 They help make sure we can staff00:45:16.396 --> 00:45:18.935 at a higher level and right now00:45:18.935 --> 00:45:20.765 it's not a very common practice.00:45:20.770 --> 00:45:22.709 So just to kind of cover the00:45:22.709 --> 00:45:24.430 scenarios that are available now.00:45:24.430 --> 00:45:26.509 A client with a zero or negative00:45:26.509 --> 00:45:28.140 hours balance and no slave00:45:28.140 --> 00:45:29.488 will receive best effort.00:45:29.490 --> 00:45:30.390 As we are able.00:45:30.390 --> 00:45:32.272 And they will need to agree to pay00:45:32.272 --> 00:45:33.924 for all of these support hours used00:45:33.924 --> 00:45:35.525 at the pay upon completion rates00:45:35.525 --> 00:45:37.338 at the time of issue resolution.00:45:37.338 --> 00:45:39.828 This means if Stephanie has00:45:39.828 --> 00:45:41.820 a huge deadline for00:45:41.905 --> 00:45:44.689 a client that's positive on ours.00:45:44.690 --> 00:45:46.174 I'm not going to pull that time00:45:46.174 --> 00:45:47.860 out of the Sprint for this client00:45:47.860 --> 00:45:49.348 that doesn't have an S LA.00:45:49.350 --> 00:45:50.498 Will respond to them.00:45:50.498 --> 00:45:52.937 Will look into it and will make our00:45:52.937 --> 00:45:55.219 best effort if we have the availability.00:45:55.220 --> 00:45:57.428 But if they do not have the Tesla00:45:57.428 --> 00:45:59.261 Agreement and no hours on hand and00:45:59.261 --> 00:46:00.887 no commitment to pay for hours,00:46:00.890 --> 00:46:04.679 I am at 0 obligation to provide any support.00:46:04.680 --> 00:46:07.344 Now, that's not the way we like to operate.00:46:07.350 --> 00:46:10.995 So we will always try to make it work.00:46:11.000 --> 00:46:12.946 But if you have a negative claim, no SLA.00:46:12.946 --> 00:46:15.968 Kind of going forward. It will be Nope.00:46:15.968 --> 00:46:17.990 You cannot have support hours in00:46:18.065 --> 00:46:20.270 the Sprint without planned work.00:46:20.270 --> 00:46:21.488 Even if they have hours on hand,00:46:21.490 --> 00:46:23.680 Nope, you can't have hours blocked00:46:23.680 --> 00:46:25.330 in the Sprint for that.00:46:25.330 --> 00:46:27.770 And if they have a request that comes up.00:46:27.770 --> 00:46:28.802 If we have something that has00:46:28.802 --> 00:46:29.790 fallen out of the Sprint,00:46:29.790 --> 00:46:31.407 we will try to squeeze it in,00:46:31.410 --> 00:46:33.993 but it needs to stop being a oh this00:46:33.993 --> 00:46:36.705 client of mine has made a request and I00:46:36.705 --> 00:46:39.365 really want to get it knocked out for him.00:46:39.370 --> 00:46:41.680 So give me some some time that's00:46:41.680 --> 00:46:43.710 going to affect your timeline.00:46:43.710 --> 00:46:45.646 That's got to come to a stop, right?00:46:45.646 --> 00:46:47.376 If they have an escalator,00:46:47.380 --> 00:46:48.736 no hours balance, that's all fine.00:46:48.740 --> 00:46:50.402 They just have to agree they're00:46:50.402 --> 00:46:52.540 going to pay upon completion rates.00:46:52.540 --> 00:46:54.871 We have a client with a positive00:46:54.871 --> 00:46:56.280 hours balance in NOLA.00:46:56.280 --> 00:46:57.811 Will give them best effort, support.00:46:57.811 --> 00:47:00.637 I can't commit to jumping in.00:47:00.640 --> 00:47:01.990 And pulling another dev team00:47:01.990 --> 00:47:03.560 member off to look at it.00:47:03.560 --> 00:47:06.507 And we shouldn't be making that commitment.00:47:06.510 --> 00:47:07.488 But we will let them know.00:47:07.490 --> 00:47:08.993 We'll get to it as soon as we can,00:47:09.000 --> 00:47:10.548 and then we'll just pull the00:47:10.548 --> 00:47:12.020 hours from their balance on hand.00:47:12.020 --> 00:47:12.944 And then of course,00:47:12.944 --> 00:47:14.612 if they have a positive hours balance00:47:14.612 --> 00:47:16.157 in an essay, there's no problem.00:47:16.157 --> 00:47:17.831 And then we seem to assess00:47:17.831 --> 00:47:19.509 the level of the esla right,00:47:19.510 --> 00:47:22.457 which is will get him a response.00:47:22.460 --> 00:47:24.938 In X hours based on their SLA00:47:24.938 --> 00:47:26.950 and then resolution accordingly.00:47:26.950 --> 00:47:28.558 Having a standard Tesla is different00:47:28.558 --> 00:47:30.060 from a premium Tesla premium.00:47:30.060 --> 00:47:31.600 Tesla gets 24 hours support and the00:47:31.600 --> 00:47:32.926 ability to call mine and Chris's00:47:32.926 --> 00:47:34.375 cell phone in the middle of the00:47:34.420 --> 00:47:35.370 night if they need to.00:47:35.370 --> 00:47:36.927 There's going to be one new one added here,00:47:36.930 --> 00:47:38.274 potentially with SSV,00:47:38.274 --> 00:47:41.410 and that is a priority development retainer,00:47:41.410 --> 00:47:43.630 which is very specific to them.00:47:43.630 --> 00:47:45.662 Which would give them access to pull in00:47:45.662 --> 00:47:47.427 an additional 30 hours into the Sprint.00:47:47.430 --> 00:47:47.688 Yeah,00:47:47.688 --> 00:47:48.978 that we can preallocate for,00:47:48.980 --> 00:47:51.472 but they pay a premium for it00:47:51.472 --> 00:47:52.184 meeting cadences.00:47:52.190 --> 00:47:54.890 I'd like everyone to read the00:47:54.890 --> 00:47:57.470 sentence right under meeting cadences.00:47:57.470 --> 00:47:59.255 And I'll read it out loud too.00:47:59.260 --> 00:48:00.772 Did you know that we call out00:48:00.772 --> 00:48:02.107 that project meetings or every two00:48:02.107 --> 00:48:02.955 weeks in the contract?00:48:05.430 --> 00:48:07.476 We kind of set that standard.00:48:07.480 --> 00:48:09.496 But will either want to meet with00:48:09.496 --> 00:48:11.477 the client more or they will want.00:48:11.480 --> 00:48:13.216 More meetings, but this can be a00:48:13.216 --> 00:48:14.939 bad thing for their experience,00:48:14.940 --> 00:48:16.740 their expectations if you have a client that00:48:16.740 --> 00:48:18.560 wants to meet more frequently than that,00:48:18.560 --> 00:48:20.390 or you feel it's necessary to00:48:20.390 --> 00:48:22.360 meet with them more frequently.00:48:22.360 --> 00:48:23.823 You need to have that conversation with00:48:23.823 --> 00:48:25.203 them 'cause their meeting times going to00:48:25.203 --> 00:48:26.980 drive up or their PM times going to drive up.00:48:26.980 --> 00:48:30.095 Depending on who was attending the meeting.00:48:30.100 --> 00:48:31.468 During discovery, it makes sense to00:48:31.468 --> 00:48:32.770 have those more frequent meetings,00:48:32.770 --> 00:48:34.318 but sometimes they set that expectation.00:48:34.320 --> 00:48:36.198 That's how it's going to be00:48:36.198 --> 00:48:37.137 through project development.00:48:37.140 --> 00:48:39.804 So if a client wants to meet weekly,00:48:39.810 --> 00:48:41.184 then they need to approve any00:48:41.184 --> 00:48:42.753 additional costs ahead of that change00:48:42.753 --> 00:48:44.263 being implemented before you set00:48:44.263 --> 00:48:45.768 up the recurring recurring meeting,00:48:45.770 --> 00:48:48.129 they need to have sent an email00:48:48.129 --> 00:48:50.110 or something that proving that.00:48:50.110 --> 00:48:51.166 If they want to meet weekly,00:48:51.170 --> 00:48:51.798 that's fine.00:48:51.798 --> 00:48:53.682 The expectation needs to be set00:48:53.682 --> 00:48:56.034 with them that we will not be00:48:56.034 --> 00:48:57.362 demonstrating items completed in00:48:57.362 --> 00:48:59.894 each meeting just by a show of hands00:48:59.894 --> 00:49:01.871 in the teams meeting would everyone00:49:01.871 --> 00:49:04.533 raise their hand if they've had to00:49:04.533 --> 00:49:06.891 pull people from other projects to00:49:06.891 --> 00:49:09.170 show something in the meeting that00:49:09.170 --> 00:49:11.250 it really should have been shown in.00:49:11.250 --> 00:49:11.368 Yeah,00:49:11.368 --> 00:49:12.430 I was like I was like I should see00:49:12.469 --> 00:49:13.386 the rest of the hands light up.00:49:13.390 --> 00:49:14.668 It's just got a little delay.00:49:14.670 --> 00:49:16.470 Adding meetings will also increase PM00:49:16.470 --> 00:49:18.505 time 'cause you guys have to prepare00:49:18.505 --> 00:49:20.318 for those you have to prep agenda.00:49:20.320 --> 00:49:22.417 You have to put us00:49:22.417 --> 00:49:24.211 And just make sure your meetings00:49:24.211 --> 00:49:25.070 are valuable.00:49:25.070 --> 00:49:26.375 This is something that the00:49:26.375 --> 00:49:27.680 management team is pushing for.00:49:27.680 --> 00:49:29.903 If it's not going to be a valuable meeting,00:49:29.910 --> 00:49:31.142 try to cancel it.00:49:31.142 --> 00:49:31.758 Say hey,00:49:31.760 --> 00:49:33.392 I've got these two or three00:49:33.392 --> 00:49:34.480 things I needed answer.00:49:34.480 --> 00:49:35.754 That's all I had for the meeting.00:49:35.760 --> 00:49:36.872 If you give me answers these and you00:49:36.872 --> 00:49:38.036 don't have anything you need to discuss,00:49:38.040 --> 00:49:39.680 we can cancel the meeting.00:49:39.680 --> 00:49:41.241 There's no point in meeting with the00:49:41.241 --> 00:49:42.879 client just to meet with them right?00:49:42.880 --> 00:49:43.376 In summary,00:49:43.376 --> 00:49:45.360 and then we'll open it up for questions.00:49:45.360 --> 00:49:46.656 So as a project manager clarity,00:49:46.660 --> 00:49:48.286 you are the person who interacts00:49:48.286 --> 00:49:50.224 with and sets resets and adjust00:49:50.224 --> 00:49:51.018 client expectations.00:49:51.020 --> 00:49:52.760 They will always lookout for00:49:52.760 --> 00:49:54.500 only their own best interest.00:49:54.500 --> 00:49:55.808 And we should look out for00:49:55.808 --> 00:49:56.950 their best interests as well,00:49:56.950 --> 00:49:58.726 as long as it's within reason.00:49:58.730 --> 00:50:01.467 While there will be exceptions to everything,00:50:01.470 --> 00:50:03.410 every project needs to have00:50:03.410 --> 00:50:04.962 their expectations managed in00:50:04.962 --> 00:50:07.140 the same way as other projects.00:50:07.140 --> 00:50:09.396 That comment mainly drives towards the00:50:09.396 --> 00:50:11.612 slate pieces and making sure that just00:50:11.612 --> 00:50:13.220 because we have a client that we like,00:50:13.220 --> 00:50:15.938 we're not giving them special treatment.00:50:15.940 --> 00:50:18.052 And that kind of goes into the next00:50:18.052 --> 00:50:19.990 line exceptions to our process should be00:50:19.990 --> 00:50:22.212 exceptions and not the norm right now.00:50:22.212 --> 00:50:23.956 Are standard processes exceptions,00:50:23.960 --> 00:50:27.130 and I think we all feel the pain from him.00:50:27.130 --> 00:50:28.081 And most importantly,00:50:28.081 --> 00:50:30.300 you guys are the ones that are00:50:30.362 --> 00:50:32.152 going to be able to set these00:50:32.152 --> 00:50:33.732 expectations and keep things in00:50:33.732 --> 00:50:35.720 line and make them go smoothly.00:50:35.720 --> 00:50:37.185 Always lead to help with00:50:37.185 --> 00:50:38.357 how to message something.00:50:38.360 --> 00:50:39.774 I know I'm not the most responsive.00:50:39.780 --> 00:50:41.649 I know Chris is the most responsive00:50:41.649 --> 00:50:43.681 but feel free to reach out to your00:50:43.681 --> 00:50:45.548 peers and just kind of also get00:50:45.548 --> 00:50:47.940 some help there or put it in the00:50:47.940 --> 00:50:49.300 project management channel and tag00:50:49.355 --> 00:50:51.083 everybody like hey I need some00:50:51.083 --> 00:50:52.563 help wording this email because00:50:52.563 --> 00:50:54.207 my client has made me angry.00:50:54.210 --> 00:50:56.738 There are plenty of resources out there and.00:50:56.740 --> 00:50:58.596 As a team, we all like each other,00:50:58.600 --> 00:51:00.651 so let's just make sure we're we're00:51:00.651 --> 00:51:02.650 reaching out and working with one another.