Date post: | 28-Apr-2017 |
Category: |
Documents |
Upload: | engrmisbahullah |
View: | 216 times |
Download: | 0 times |
©2012 International Institute for Learning, Inc., All rights reserved. Intelligence, Integrity and Innovation ©2012 International Institute for Learning, Inc., All rights reserved.
Manage Expectations Before They Manage YouSteve Blais
©2012 International Institute for Learning, Inc., All rights reserved. Intelligence, Integrity and Innovation
“Expectations are your client's vision of a future state or action, usually unstated but which is critical to your success.” [David Alev]
The product What the product will do for the organizationHis / her involvement in the project How the project will be executed
Satisfaction is how close you come to meeting their expectations.
Expectations
©2012 International Institute for Learning, Inc., All rights reserved. Intelligence, Integrity and Innovation
The problem statementExpectation that the problem will be solved
The visionCritical Success FactorsPolitical Success FactorsAcceptance Criteria
Expectations Come From…
©2012 International Institute for Learning, Inc., All rights reserved. Intelligence, Integrity and Innovation
Expectations are temporalExpectations are learnedExpectations are assumedExpectations can be contagiousExpectations can be stated or perceived (unstated)
Considerations about Expectations
©2012 International Institute for Learning, Inc., All rights reserved. Intelligence, Integrity and Innovation
Expectations are more easily managed when statedWhen stated in a timely manner – as in early in the project When stated as expectations and not directives or orders
Many expectations go unstatedAssumed to be understoodTaken for granted“Unwritten” part of contract or negotiation
Stated and Unstated (Perceived) Expectations
©2012 International Institute for Learning, Inc., All rights reserved. Intelligence, Integrity and Innovation ©2012 International Institute for Learning, Inc., All rights reserved.
Identifying Expectations:The Expectation of Change
Topic
©2012 International Institute for Learning, Inc., All rights reserved. Intelligence, Integrity and Innovation
Each change is part of an overall continuum that improves the business processes
Increases revenues or decreases cost
Change as Seen by the Business
Continual improvement to ongoing process
ChangeChange
Change
Change
©2012 International Institute for Learning, Inc., All rights reserved. Intelligence, Integrity and Innovation
Changes to the project are:Interruptions or diversions in the project Demonstrations that business does not know what it wantsBetter done as a separate projectThreats to on-time, within budget delivery
Change as Seen by the Solution TeamThe project is the changeThe change is the project
©2012 International Institute for Learning, Inc., All rights reserved. Intelligence, Integrity and Innovation
Give team a broader and longer picture of the business process and activities Start with a compelling problem and assure a safe haven when the change is doneUse more agile practices: iterative development and incremental delivery
May capture only change and not expectations
Managing Expectations of Change
©2012 International Institute for Learning, Inc., All rights reserved. Intelligence, Integrity and Innovation ©2012 International Institute for Learning, Inc., All rights reserved.
Identifying Expectations:Questions
Topic
©2012 International Institute for Learning, Inc., All rights reserved. Intelligence, Integrity and Innovation
1. How was this expectation set?2. Who set it?3. When did I find out about it?4. What am I doing about it?
Four Questions to Ask about Expectations
©2012 International Institute for Learning, Inc., All rights reserved. Intelligence, Integrity and Innovation
Held during early stages of project Informal meeting with Problem (product) ownerThree questions:
Is this the problem you want solved?What is your vision of the solution?How are you going to know that we have solved your problem? ‒ What do you need to see that will prove to you the problem is
solved?
The Value of Checkpoint Alpha
Source: Blais, Business Analysis: Best Practices for Success, John Wiley, 011
©2012 International Institute for Learning, Inc., All rights reserved. Intelligence, Integrity and Innovation ©2012 International Institute for Learning, Inc., All rights reserved.
Identifying Expectations:Critical Thinking
Topic
©2012 International Institute for Learning, Inc., All rights reserved. Intelligence, Integrity and Innovation
Their expectations of the situationTheir expectations of what will or should happenTheir expectations of you and your role in the situation
Your expectations of the situationYour expectations of what will or should happenYour expectations of the relationship Your expectations of them and their role in the situation
You need to understand and know your own expectations first.
Two Expectations
©2012 International Institute for Learning, Inc., All rights reserved. Intelligence, Integrity and Innovation
The elements of the solution that must be done if the solution is to be considered a success
Generate a return on investmentBeat the competition to the marketBe compliant with regulation
Critical Success Factors
©2012 International Institute for Learning, Inc., All rights reserved. Intelligence, Integrity and Innovation
Political Success FactorsStrategic expectations are about what will be done.Tactical expectations are about how it will be done.Derived from those with management clout who have an interest in how the problem is solved
As opposed to just wanting the problem solvedA political success factor may be ignored
Depends on impact on solution and political position of the requestor
Source: Blais, Business Analysis: Best Practices for Success, John Wiley, 2011
©2012 International Institute for Learning, Inc., All rights reserved. Intelligence, Integrity and Innovation ©2012 International Institute for Learning, Inc., All rights reserved.
Setting and Monitoring Expectations
Topic
©2012 International Institute for Learning, Inc., All rights reserved. Intelligence, Integrity and Innovation
Expectations are set by all kinds of events or actionsSomething you said or did, or even the way you said it Something somebody else said or didSomething the client picked up from somewhere else
Expectations, rational or irrational, valid or invalid, are not developed in a vacuum.
Setting Expectations
©2012 International Institute for Learning, Inc., All rights reserved. Intelligence, Integrity and Innovation
Set expectations earlyHonest appraisal of what will or might happen
Must be able to say “no” without damaging relationship Client relationship Personal relationship
Managing expectations does not always mean saying “no”Expectation may be correct or valid
Setting the Customer’s Expectations
©2012 International Institute for Learning, Inc., All rights reserved. Intelligence, Integrity and Innovation
Must manage expectationsContinuously monitor expectationsFacts are not necessarily expectations
People deal with the facts at the surface levelExpectations are deeper
Monitoring and Managing
©2012 International Institute for Learning, Inc., All rights reserved. Intelligence, Integrity and Innovation
Watch the campaign promises.When you meet expectations through super-human efforts, the same efforts will be expected in the future.Keep the problem statement in front at all times.Capture expectations as they arise and deal with them immediately (a held expectation becomes a demand).Try to define measurements for all expectations.Ask questions to illuminate the expectation.
Guidelines
Source: Blais, Business Analysis: Best Practices for Success, John Wiley, 2011
©2012 International Institute for Learning, Inc., All rights reserved. Intelligence, Integrity and Innovation
Listen to what they say and what they do not sayWhen they do not say what you expect, they may be expecting something elseWatch for segues
Look from their perspectiveCommunicate oftenComplaints mask expectations
When facing complaints, focus on expectations rather than deliveries
Guidelines
©2012 International Institute for Learning, Inc., All rights reserved. Intelligence, Integrity and Innovation
We invite you to take a closer look at what we can accomplish together. Please visit iil.com or contact [email protected] to learn more about our training, consulting, coaching, customized courses and other pathways for professional development.
Intelligence – Integrity – Innovation
Connect with Us:facebook.com/IIL.Inc bit.ly/IILgoogle
@IILGlobal youtube.com/IILGlobal
bit.ly/IILlinkedin allpm.com