Critical Aspects of Expectations

If you are going to attempt to influence something, you first need to know what makes up that "something." For expectations, there is one key concept and four critical components that need to be understood for effective management.

Balancing Reality and Perception

The key concept is that expectations are shaped by both reality and perception. In an ideal project, both the reality and perception of project objectives, performance, targeted results, and expected impact are aligned up-front among all stakeholders during project definition and planning, and then remain this way throughout the project. However, this ideal situation generally eludes us. Even when expectations are aligned during planning, there are many influences and factors that can alter expectations during the course of the project. This relationship is depicted in Figure 18.1. As a project manager, your challenge is to guide the actual "real" performance of the project, while simultaneously aligning and balancing the perception of each stakeholder. This work is a dynamic, ongoing venture that is only complete when the project is closed.

Figure 18.1. The expectation balance.

 

Not Just Scope Management

There is more to managing expectations than just managing scope. Now, don't get me wrong; managing scope is a very important part of managing expectations, but it's not everything. There are four critical components of expectations. Each expectation element is important to the success of the project and is subject to the natural push and pull between project reality and stakeholder perceptions. This relationship is portrayed in Figure 18.2.

Figure 18.2. Aspects of expectations management.

Let's review each expectation component in greater detail, explain the specific elements included in each group, and discuss some of the tools and techniques that we can use to help us manage each part.

The expectation component classifications are academic in nature and there to serve our discussion and review. Many expectation elements could be placed in more than of these categories.

A common mistake made in expectation management is to sell or commit to requirements that cannot be met given the project constraints. This is often done in efforts to get business, make the customer happy, or instill confidence in the team's abilities. The "under-promise, over-deliver" principle is one that reminds us that it is much better in regard to expectation management to promise less and deliver more.

While we have broken down expectations into various components (and have summarized in Table 18.1), it's important to remember: Effective expectation management is not complicated. The success formula for each aspect of expectation management is relatively straightforward:

Table 18.1. Summary of Critical Expectation Components

Expectation Area

Elements

Key Tools and Techniques

Notes

Critical Success Factors

Scope statement;

Project budget;

Target dates;

Performance versus cost versus time;

Acceptance criteria;

Agreement on what defines success

Project definition document;

Project plan;

Change control;

Performance reporting;

Realistic schedule;

Kickoff meetings;

Milestone reviews

Be proactive;

No surprises;

Ensure right people are informed of changes;

Forecast missed deadlines

Project Impact

ROI;

Key Performance Indicators (KPIs);

Individual work task changes;

Business process flow changes;

Organizational change impact

Acceptance criteria;

Stakeholder analysis;

Prototypes, simulations;

Future workflow models;

Pilots;

Phased implementations

Often neglected;

May need separate deployment project;

Organizational change management plan needed

Work Products

Requirements;

Deliverables;

Interim deliverables

Requirements management;

Quality management;

Iterative development;

Prototypes, scenarios, simulations;

Pilot implementations;

Product reviews and signoffs

Get something tangible early;

Heavy customer involvement;

Use internal team QA reviews

Project Execution

Decision making process;

Roles and responsibilities;

Work assignments;

Project processes;

Common goals;

Personal credibility;

Avoids issues;

Team interactions with stakeholders;

Leadership confidence

Responsibility matrix;

Realistic schedule;

Resource plan;

Team charter;

Kickoff meetings;

Walkthrough schedule, processes;

Coaching team members;

Internal reviews

Take other perspective;

Don't assume understanding/clarity;

Be aware of "busy" team members;

Use gentle touch to proactively remind team of key tasks, responsibilities, dates;

Always set context to improve understanding;

Educate along the way

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