What are you expecting from this chapter? Let me guess—it’s not a sparkly unicorn. I wish I could say you were wrong. But let me tell you what to expect: Some tips and tools to help you to better set and manage expectations on projects with your team and your clients.
See what I did there?
I set expectations with one line. it’s all about delivery and the way you communicate details. Of course, it’s not always that easy on projects, but it’s an art you can hone and master. You are the general directing action on the front lines, and every word of your strategy is critical. So, read on for tips you can use from beginning to end on many types of projects. If you actually wanted the sparkly unicorn, you should skip this chapter.
The best way to set expectations is early and often.
Take it from the top
The best way to set expectations is early and often. As a project manager who sits between an internal team and a client, you have to be very detailed and persistent when it comes to communications and relaying vital parameters to the collective team for what to expect at every turn of a project.. If you’re not laser focused on the details, things like project requirements and tight timelines will become painful issues for everyone to deal with. If a detail is missed or miscommunicated, goals can be derailed, time can be vaporized, budgets compromised, and frustration catalyzed. And the PM will always—always—be blamed for it.
So how do you stay on top of it? From day one on a project, be very clear about what should be expected of you as the PM, your team, your process, and your clients. Every person and aspect is integral to the success of the project, and it’s better to lay it all out; loopholes all too often set the stage for scope creep to manifest.
At the beginning of a project, set up two separate meetings—one with your team and one with your clients—to discuss all of the detailed documents and processes that will make or break your project. Thing like scope, timeline, requirements, and even reviews of conversations that were conducted during the sales process can be very valuable to anyone who is invested in a new project. Review the formal documents using a low-pressure discussion to make those things feel more accessible and understandable. This will help to ensure that everyone on the team is aware of all of the critical pieces of information relating to project formalities.
If you’re not laser focused on the details, things like project requirements and tight timelines will become painful issues for everyone to deal with.
Assign Project Roles
Large projects can be complex: tasks often overlap, are dependent on other tasks, or are so voluminous in scope that more than one team member ends up working on it. If you don’t set expectations on who does what, when, staffing can get confusing all too quickly. Be sure to assign specific project roles and the explicit responsibility for each task, as well as making sure that communication is flowing according to agreed-upon standards. A helpful tool in helping to determine team responsibility is a RACI matrix, which describes the way various roles participate in completing tasks or deliverables for a project or business process. It is especially useful in clarifying roles and responsibilities in cross-functional/departmental projects and processes.
It’s also important to make sure the entire team takes responsibility for documenting meetings. Often, a PM will be responsible for this, but there are tons of meetings and conversations that a busy PM will miss out on. So, don’t always rely on one person for notes; make note-taking and circulation a shared responsibility. For instance, if you’re in a hallway and something interesting or impactful comes up organically in discussion, don’t forget to document it. Taking three to five minutes to share potentially critical info with your team could save you from time and budget worries.
Taking 3-5 minutes to share potentially critical info with your team could save you from time and budget worries.
Using a web based tool to hold all of that information will facilitate good communication and knowledge sharing. Half the battle in the war against poor communications lies in knowing when and where communication should happen and how it will be documented.
Talk about process and how you will work
Every project is unique in some way. Sure, there may be shared approaches and deliverables across projects, but discussing how you’ll use them on each project is critical for each project’s success. Follow the tips outlined in Chapter 3 and you’ll be establishing expectations for process, deliverable reviews, stakeholders, and your timeline--all in one fell swoop. Easy!
There is no better way to set and manage expectations than by just checking in with your team and your clients.
Conduct Status Meetings
There is no better way to set and manage expectations than by just checking in with your team and your clients. Whether you’re a one-man team or on a team of 20, working in an office or remotely, sharing progress is one of the most important things you can do in order to keep communications flowing.
In general, a 15-minute in-person (or via Skype/phone) review of the day’s tasks is a nice way to catch up with your team and can work to your advantage. There are several ways to conduct a status call, so be flexible and work with your team to determine what to do.
Simply go around the room and give everyone a chance to talk about what they’re working on that day. A quick check-in will force everyone to organize project priorities prior to the meeting, adding to a feeling of accountability for tasks. Before wrapping things up, it’s always helpful to ask, “Does anyone need help, or have time to help with tasks if needed?” Doing so helps you to build trust and rapport with your team.
How you approach status meetings will depend on the project you’re working on, your team’s schedules, and maybe even the intensity of the work. At some points in a project, you might feel like you need to check in a few times a day, maybe because you’re handling lot of moving pieces or you need to make sure everyone is on track. Remember: communication is good!
It’s a good practice to keep an open, consistent line of communication with your clients. Ensure that you’re staying current on all project issues by providing a weekly status report in the form of a written notification or phone call, and check in regarding alignment with project objectives.
Status reports not only help you and your clients stay on track, they also help keep you honest about your work, process, budgets, and issues. Making the time to sit down and discuss these things pays off in terms of your relationship with the client and with helping your team see it through to completion. When you conduct regular status meetings, you’re ensuring that the expectations you established in the beginning are consistently reviewed and reaffirmed as you go through the project.
Are you going to go over budget on a project? From a client’s perspective, there is nothing worse than finding out about a project issue that could have been avoided until it’s too late. Use the status report and meeting as a way to communicate and discuss the issue. So pull that report together, hop on the phone and keep an open dialogue going.
Foster Good Communications
For project managers, it always comes back to being a good communicator and facilitator. If you’ve done your job, a communication plan lets your team know that over-communication is welcomed--your project will feel open. The team will always know what is happening, will set their own expectations, and will likely meet timeline and budget expectations without question. If your clients’ expectations are outlined and discussed, they’ll be happy that they’ve helped you to meet or exceed them, and will be reassured because they most likely know what to expect from the final product.
When you conduct regular status meetings, you’re ensuring that the expectations you established in the beginning are consistently reviewed and reaffirmed as you go through the project.
Quick Tips To Keep Expectations In Check:
1. Create shared to-do lists. Lists always help to track tasks, milestones, and related deliverables. When your whole team has access, there’s never a question about who is doing what and when to expect task completion.
TeamGantt tip: You can track sub-tasks as a team and keep each other in the loop on progress and dependencies with the list view in TeamGantt. With this feature, people who are responsible for getting work done on projects can simply click on the list view and filter down to the tasks they want to see and get a very simple list of tasks to work on. Try it risk and hassle free, build your first project plan for free. We promise there's no strings attached.
Once you’ve got your list documented, make sure you’ve clearly assigned responsibilities and check in on them. If you’re seeing that a team member is behind, be proactive and comment on it through the shared to-do list. The point of an open list is to make sure that you’re all up to date on the status of work at all times. A list like this will foster real-time communication, whether that be through in-person discussion, instant message, a TeamGantt post, or email. The idea is to work in the open and share progress to build team support. This is the type of activity that helps teams build trust and gain project efficiencies.
2. Don’t worry about delivering bad news. If you think something might go wrong, talk about it. There is no use in keeping worrisome news hidden. Be sure to always keep a “Risks” section in your Status Report, because the last thing you want to do is surprise a client with news that something is going over budget or past your timeline. At the end of the day, this is business and if you have the project’s best interest in mind, you’ll look for and be honest about those risks without question. With this in mind, it's always best to estimate project risks ahead of time, with tools like gantt chart software.
Keeping an eye on those risks can also help you to anticipate the needs of your team or your client before they even realize they exist. When you do that, you feel like you’ve won.
Don’t be bashful about figuring out what you may not know or understand.
3. Ask questions and listen to responses. Don’t be bashful about figuring out what you may not know or understand. Chances are, asking questions will help you and your team sort out expectations related to project requirements, feedback, processes, and even the client’s happiness levels. When you hear an answer, don’t take it at face value. Think about how it may impact your project--and follow-up with more questions (if needed, of course).
Did You See That Unicorn?
By now, you’ve realized that setting and managing project expectations is not as difficult and scary as it may seem. What it comes down to is that you must communicate early and often, document conversations, and continuously follow-up with the collective project team in order to keep things straight. If you passively let things work out on their own, you’ll not only kill your project, you’ll lose the trust and respect of your team. So be proactive in setting expectations and keep an open line of communication, and you’ll find that sparkly unicorn. (Okay, maybe not… )
What to read next:
MANAGING PROJECTS, HELPING CLIENTS
It’s your job to balance the line between defending your team and the project, and making your clients happy.
Complete list of Chapters
- Chapter 1:
The Good Project Manager
- Chapter 2:
What is Project Management?
- Chapter 3:
Project Management Methodologies
- Chapter 4:
The Dark Art Of Project Estimation
- Chapter 5:
Writing and Selling a Masterful Project Plan
- Chapter 6:
Taming The Scope Creep
- Chapter 7:
If They Expect A Unicorn, It’s Your Fault
- Chapter 8:
Managing Project, Helping Clients
- Chapter 9:
How To Put ‘Me’ In Team
- Chapter 10:
Master The Art And Science Of Meetings
- Chapter 11:
Beyond 40 Hours: Continuous PM Learning
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