the art of managing expectations

Slide 1

The Art of Managing ExpectationsLeonard [email protected]

Developed in 2006 for IBM Software University

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#After completing this session, you should be able to:Understand What Managing Expectations IsUnderstand The Principles Of Setting ExpectationsUnderstand How To Capture and Monitor ExpectationsUnderstand How To Influence ExpectationsGain A Few Useful Influencing Techniques that you can then put into action next Monday!Session ObjectivesThis is an interactive session. You will get out what you put in :-)

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Expectations are a primary measure of your success. In your client's mind, satisfaction is how close you have come to their expectations. NOT how close you were to the wording of the contract or the scope of work or even the performance criteria, but to their expectations. It may not even be the actual results of the project but the process with which you arrive there.Expectations drive all of your client's actions and decisions. It's not their everyday duties or their "assigned role" or your very rational explanations that drive them, but their expectations.There are three components to managing expectations: Set - Monitor Influence S - M - IWhat Is Managing Expectations

#3Manage ExpectationsWelcome to the world of mind games: hype, spin, slant, innuendo, etc., and, when used ethically, also known as "managing expectations." When consultants commiserate about their projects with their managers, colleagues, project managers or account managers, the most difficult issues are given the same boilerplate answer, the six words every consultant hates to hear:"You should have managed their expectations."Client won't cooperate? "You should have managed their expectations." Client won't let you do your thing? "You should have managed their expectations." Client is not happy? "You should have ..." And so on.Whoa! What's one to do? Besides watching scope, budgets, deadlines, juggling conflicting requirements, and now managing expectations? Where does one find these demons? And if you find them, how do you manage them? Expectations are deeper and broader than "requirements:" Expectations are your client's vision of a future state or action, usually unstated but which is critical to your success: A client who "wants the project to be quick and dirty," or who "wants to be involved in all the details" or "not involved at all," or who expects that your project will result in "reducing his work force by 80%."Expectation management techniques are very valuable in client service work. It's partly for our client's benefit - to keep their eyes on the ball, to work towards the same goals, etc. We also do it for our own benefit because our project targets are sometimes less precise than we wish they were, our performance criteria are demanding and many activities, such as presentations or deliverables are frequent opportunities for clients to pass judgment on us.Expectations cut two ways:They are a primary measure of your success. In your client's mind, satisfaction is how close you have come to their expectations. NOT how close you were to the wording of the contract or the scope of work or even the performance criteria, but to their expectations. It may not even be the actual results of the project but the process with which you arrive there.Expectations drive all of your client's actions and decisions. It's not their everyday duties or their "assigned role" or your very rational explanations that drive them, but their expectations. My experience has shown that there are three components to managing expectations:S-M-I.Set - Monitor - Influence.Any time I'm asked about an expectations problem, I respond with questions such as: "How was this expectation set? Who set it? When did you find out about it? and: What have you done about it?" The real advice is usually hidden in the answers to those questions.

Setting ExpectationsHow was this expectation set? Who set it? When did you find out about it? What have you done about it?Capturing / Monitoring ExpectationsYou can't know what the expectation setting is unless you actively search for it and continue monitoring it. You might even have to test it, to see how it's set. Influencing ExpectationsOnce you have pinpointed the expectation and you know the source, you can begin to influence it. Set Monitor Influence S-M-IThe M part is on-going throughout the life of the expectation so, you find yourself doing S-M-I-M-M-M or S-M-I-M-S-M etc. Dont get caught up in the order too much!

#4Setting ExpectationsHow was this expectation set? Who set it? When did you find out about it? What have you done about it? Expectations are set by all kinds of events. Something you said or did, or even the way you said it, something somebody else said or did, or something the client picked up from somewhere else. But its important to know that expectations, rational or irrational, valid or invalid, are not developed in a vacuum.Capturing / Monitoring ExpectationsYou can't know what the expectation setting is unless you actively search for it and continue monitoring it. You might even have to test it, to see how it's set. Think of a power switch that doesn't have "on" and "off" labels. You don't know whether it's in the on or off position, unless you switch it on and off a couple of times. You can test expectations by dropping hints and clues of your next steps and watching how they react. The old management adage says: "You cannot manage what you don't measure." Common measurement tools are sales targets, league standings, satisfaction surveys, click-thru rates, and in project work, "percentage complete", "estimate to completion" etc. The same adage can be re-stated for project work: "You cannot manage expectations unless you monitor them." That requires listening to your clients. Better yet, hearing them and understanding them.Influencing ExpectationsOnce you have pinpointed the expectation and you know the source, it's time to play the influence challenge. This is what our managers usually meant when they said "manage their expectations." Often they overlook the setting and monitoring components and expect you to "talk your way" out of anything. But it's so hard to talk your way out of anything unless you address the root causes. On the other hand, sometimes no influence is needed. Their expectations may be well founded, and we may be the one who needs to change our approach and style.Managed expectations drive your success. Everything else is secondary. The S-M-I principles should give you enough to be prepared for your current client and future projects.

Monitoring expectations requires listening to our clients. Listen to what they say and what they don't say. Ask clients to describe their expectations.Ask yourself, "What frame of mind would one have to be in to say that?"Once you understand the expectations, it's time to find out the source. The two most challenging sources are (a) the client's personal or professional background and preferences and (b) expectations set by someone else, in effect committing you to something you're not aware of. Monitoring & Capturing Expectations

#5Monitoring & Capturing ExpectationsMonitoring expectations requires listening to our clients. Better yet, hearing them and understanding them: Whether they're talking to you or to someone else. I'm not suggesting you should eavesdrop on your clients, only that you need not tune them out just because you're not the intended target of the conversation. Sometimes, the way they describe their needs or the project to an outsider can tell you about the real expectations.Put two and two together. Listen to what they say and what they don't say. When they don't say what you wish they'd say, there may be a good reason behind that. Listen to their favorite subjects, and those they try to avoid. The ones they avoid are more likely to haunt you when least expected. Listen to the context in which it is being said. Especially if they bring up certain subjects "out of the blue."You could ask yourself, "What frame of mind would one have to be in to say that?" And another tactic is to ask them to describe their expectations. You will occasionally get a true description and at other times, you'll have to dig deeper. And certainly look at what they do. Actions speak louder than words.Once you understand the expectations, it's time to find out the source. If you are the source, it will be easier to deal with. The two most challenging sources are (a) the client's personal or professional background and preferences and (b) expectations set by someone else, in effect committing you to something you're not aware of. The only way to get the first (personal / professional background) is to spend more time with them. The longer the face time, the better your chances of picking up clues and understanding their motivation.As for others setting expectations for you, it could be a fellow team member, or (a common complaint) your own salespeople or an ad demonstrating the "incredible benefits" to be had from a particular product or service. In this "third party scenario," it would be best to ask the third party if any such promises were made. "Is there anything I should know where our client has had expectations set?" If you suspect that some were set that you cannot satisfy, see if you can get the help of the person who did the "setting."Expectations don't stand still. Take the time to periodically check that the expectations haven't changed. A brief recap of your expectation perception may reveal that either you're on course, or the expectations have changed.

The only way to address item (a) is to spend more time with the client. The longer the face time, the better your chances of picking up clues and understanding their motivation.As for others setting expectations for you:it could be a fellow team member, or your own salespeople (a common complaint), or even an ad demonstrating the "incredible benefits" to be had from a particular product or service. Expectations don't stand still. Take the time to periodically check that the expectations haven't changed. A brief recap of your expectation perception may reveal that either you're on course, or the expectations have changed.

More on Monitoring & Capturing Expectations

#6Monitoring & Capturing ExpectationsMonitoring expectations requires listening to our clients. Better yet, hearing them and understanding them: Whether they're talking to you or to someone else. I'm not suggesting you should eavesdrop on your clients, only that you need not tune them out just because you're not the intended target of the conversation. Sometimes, the way they describe their needs or the project to an outsider can tell you about the real expectations.Put two and two together. Listen to what they say and what they don't say. When they don't say what you wish they'd say, there may be a good reason behind that. Listen to their favorite subjects, and those they try to avoid. The ones they avoid are more likely to haunt you when least expected. Listen to the context in which it is being said. Especially if they bring up certain subjects "out of the blue."You could ask yourself, "What frame of mind would one have to be in to say that?" And another tactic is to ask them to describe their expectations. You will occasionally get a true description and at other times, you'll have to dig deeper. And certainly look at what they do. Actions speak louder than words.Once you understand the expectations, it's time to find out the source. If you are the source, it will be easier to deal with. The two most challenging sources are (a) the client's personal or professional background and preferences and (b) expectations set by someone else, in effect committing you to something you're not aware of. The only way to get the first (personal / professional background) is to spend more time with them. The longer the face time, the better your chances of picking up clues and understanding their motivation.As for others setting expectations for you, it could be a fellow team member, or (a common complaint) your own salespeople or an ad demonstrating the "incredible benefits" to be had from a particular product or service. In this "third party scenario," it would be best to ask the third party if any such promises were made. "Is there anything I should know where our client has had expectations set?" If you suspect that some were set that you cannot satisfy, see if you can get the help of the person who did the "setting."Expectations don't stand still. Take the time to periodically check that the expectations haven't changed. A brief recap of your expectation perception may reveal that either you're on course, or the expectations have changed.

Establish trust. People are influenced only by those they trust. And trust is not awarded, acquired, carried over, bought or sold. It is earned. Educate, educate, educate. The more your clients know, the better. Because then they understand the complexity of your work, the dependencies and the impact their expectations have on your work.Explain why. "It worked on my last three projects." (demonstrating experience), or "It would cost less." (demonstrating partnership), etc.Do it in private. It's less confronting. People don't like to change their minds in public or to admit their lack of knowledge.Show them, and then sell them. This is the "free sample" strategy. Let them experience the benefits of what you're suggesting before you go and attempt at selling them on the idea.Balance the give and take. See if you can identify one or two of your client's expectations that you haven't acted on and which are relatively easy to satisfy. And make sure they're satisfied. Then and only then, bring up any expectation that you'd like to change.Sooner is better than later. Expectations get firmed up the longer they are left alone. Work on them as early as possible.Influencing Techniques

#7Influencing TechniquesInfluencing . . . a subject all its own. There are rational, emotional, ethical and less ethical methods. Here are some basic techniques from my experience and research:Establish trust. People are influenced only by those they trust. And trust is not awarded, acquired, carried over, bought or sold. It is earned. (2)Educate, educate, educate. The more your clients know, the better. Because then they understand the complexity of your work, the dependencies and the impact their expectations have on your work.Explain why. "It worked on my last three projects." (demonstrating experience), or "It would cost less." (demonstrating partnership), etc.Do it in private. It's less confronting. People don't like to change their minds in public or to admit their lack of knowledge.Show them, and then sell them. This is the "free sample" strategy. Let them experience the benefits of what you're suggesting before you go and attempt at selling them on the idea.Balance the give and take. See if you can identify one or two of your client's expectations that you haven't acted on and which are relatively easy to satisfy. And make sure they're satisfied. Then and only then, bring up any expectation that you'd like to change.Sooner is better than later. Expectations get firmed up the longer they are left alone. Work on them as early as possible.And one last thought: Turn the tables for a change: See what YOUR expectations are when you start a project, see how they change and see how they influence your actions and behavior during the project. Were they valid expectations? Did you change them based on the realities of the project? How did that come about? Did you stick to your expectations? Why? The answer to these questions will give you clues you can use in your work.

Turn the tables for a change: See what YOUR expectations are when you start a project, see how they change over time and see how they influence your actions and behavior during the project.Try this for fun

#8Try this for funTurn the tables for a change: See what YOUR expectations are when you start a project, see how they change over time and see how they influence your actions and behavior during the project.

ScenarioCustomer says.I want my customers to love using this system

#9ScenarioCustomer says.I want my customers to love using this system

What the CEO made is a subjective statement.Its your job to manage that expectation by translating it into actionable tasks and delivering on them.What does the Scenario mean to you?

#10What does the Scenario mean to you?What the CEO made is a subjective statement.Its your job to manage that expectation by translating it into actionable tasks and delivering on them.

Capture the Expectation on the QuadrantCapture Expectation in a tableSet CriticalityConvert to RequirementsFunctional RequirementsUser Friendly GUINo more than 2 screens per transaction OR as Non-Functional RequirementsLess than 30ms latency between screensLess than 10 seconds from when submit button is pressed to confirmation shown on screen.Set the Expectation

#11Set the ExpectationCapture the Expectation on the QuadrantCapture Expectation in a tableSet CriticalityConvert to RequirementsFunctional RequirementsUser Friendly GUINo more than 2 screens per transaction OR as Non-Functional RequirementsLess than 30ms latency between screensLess than 10 seconds from when submit button is pressed to confirmation shown on screen.

The Four Quadrant Management ProcessSource: The Rational Edge, 15 May 2005, Kirti Vaidya

#12The four quadrant management process categorizes expectations between stated and perceived, and between internal and external.


#13As you will note, the project team represents internal expectations, such as overtime, skills and technology. The users, sponsors and other stakeholders are the external expectations like stated requirements and business goals.

Applying four quadrant expectation management You can practice four quadrant expectation management at various levels of rigor, based on your needs. The following steps are useful for a typical software development project.


#14The Four Quadrant Management Process.Applying four quadrant expectation management You can practice four quadrant expectation management at various levels of rigor, based on your needs. The following steps are useful for a typical software development project.

It is helpful to start with defining an objective for your management strategy, so that you will understand what the domain is and who the subjects are.For example, your objective for a software project might be "to manage expectations of the customer, CEO, business, and IT teams in relation to scope, budget, and schedule for project X. Or, if you're holding a meeting to convince a CEO to release budget for a project, the objective might be to capture expectations of the CEO and his / her direct reports with respect to budget allocations. You might also want to capture their expectations regarding major application projects, including the project for which you're seeking a budget.Define an objectiveSource: The Rational Edge, 15 May 2005, Kirti Vaidya

#15Define an objective.It is helpful to start with defining an objective for your management strategy, so that you will understand what the domain is and who the subjects are.For example, your objective for a software project might be "to manage expectations of the customer, CEO, business, and IT teams in relation to scope, budget, and schedule for project X. Or, if you're holding a meeting to convince a CEO to release budget for a project, the objective might be to capture expectations of the CEO and his / her direct reports with respect to budget allocations. You might also want to capture their expectations regarding major application projects, including the project for which you're seeking a budget.

Once you've defined an objective, you can define domain boundaries. Defining the domain will enable you to better understand the project scope -- and whether an expectation is external or internal. Any people who work outside of the domain boundaries should be considered external. Next, you need to identify those who will play key roles in satisfying your objective, both within and outside the domain. These are the persons whose expectations you want to manage.

Define domain boundariesSource: The Rational Edge, 15 May 2005, Kirti Vaidya

#16Define domain boundaries.Once you've defined an objective, you can define domain boundaries. Defining the domain will enable you to better understand the project scope -- and whether an expectation is external or internal. Any people who work outside of the domain boundaries should be considered external. Next, you need to identify those who will play key roles in satisfying your objective, both within and outside the domain. These are the persons whose expectations you want to manage.

#TitleWhoCriticalityE01Users love systemCEOH

Expectations TableIt is helpful to keep track of expectations... Just like youd do with issues, risks etc.This is primarily for you but it helps when you brief someone like a new Exec or your replacement PM

#17Expectations Table.It is helpful to keep track of expectations... Just like youd do with issues, risks etc.This is primarily for you but it helps when you brief someone like a new Exec or your replacement PM

Now REALLY set the ExpectationMs. CEO, to achieve this, we need at least 5 mirrored servers worldwide. Are you willing to pay for that kind of responsiveness or would a 30 second latency in 90% of transactions be sufficient?Convert to WBS taskWBS 2.3.1: Focus groups on usabilityWBS 2.3.2: Integration test simulate user from Australia submitting transaction to a server in IndiaRisk Assessment & MitigationWBS 5.1.6: Demonstrate prototype to CEOWBS 5.1.7: Rework based on CEO feedbackInfluence the Expectation

#18Influence the Expectation.Now REALLY set the ExpectationMs CEO, to achieve this, we need at least 5 mirrored servers worldwide. Are you willing to pay for that kind of responsiveness or would a 30 second latency in 90% of transactions be sufficient?Convert to WBS taskWBS 2.3.1: Focus groups on usabilityWBS 2.3.2: Integration test simulate user from Australia submitting transaction to a server in IndiaRisk Assessment & MitigationWBS 5.1.6: Demonstrate prototype to CEOWBS 5.1.7: Rework based on CEO feedback

Are the tasks being done on time to the quality needed? i.e. meeting expectations? From now on, it is Standard Project ManagementWe have tamed the Expectation Monster!Demo to StakeholderThis closes the loop on expectationMonitor the ExpectationResult: A Delighted Customer!!!

#19Monitor the Expectation.Are the tasks being done on time to the quality needed? i.e. meeting expectations? From now on, it is Standard Project ManagementWe have tamed the Expectation Monster!Demo to StakeholderThis closes the loop on expectation

Result: A Delighted Customer!!!

Which expectations do you think may be hiding behind the following statements?What we need is a very user-friendly system.Youll have to watch this very carefully.I didnt read your report.I dont have time to discuss that.We need to make our status meetings CRISP.

Managed expectations drive your success. Everything else is secondary. The S-M-I principles should give you enough to be prepared for your current client and future projects.Summing up.

#20Summing up.Which expectations do you think may be hiding behind the following statements?What we need is a very user-friendly system.Youll have to watch this very carefully.I didnt read your report.I dont have time to discuss that.We need to make our status meetings CRISP.

Managed expectations drive your success. Everything else is secondary. The S-M-I principles should give you enough to be prepared for your current client and future projects.

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the art of managing expectations

Leadership & Management