Delivery

ExcellenceManaging

client

expectations管理客戶的期望Strategy

&

Transformation

BootcampDec

3Xu

FangContentWhat

is

Client

Expectation?客戶的期望是什么What

kind

of

skills

andtools

can

we

use?我們可以使用什么樣的技能和工具How

to

apply

them?如何獲取Expectation

–

everybody

has

it期望—每個(gè)人都擁有Definition（定義）

:“Prospects

of

the

future,

prospects

of

something

good

tocome.”未來的前景，美好事物的前景“Wishing

with

confidence

of

fulfillment”對實(shí)現(xiàn)的信心充滿希望“Belief

or

mental

picture

about

the

future”關(guān)于未來的信念或心理圖景Satisfaction

=

f

(Performance,

(Performance

–

Expectations))滿意度=

f(業(yè)績，(表現(xiàn)-期望))How

wellyou

performed你表現(xiàn)的如何？Howwell

you

performed

relative

to

my

expectations?相對于我的期望，你的表現(xiàn)如何？Expectations

=f

(Past

Performance)期望=f（過去的表現(xiàn)）What

I

expect

from

you

is

based

on

how

well

you

did

lasttime?我對你的期望是基于你上次的表現(xiàn)What

do

we

mean

by

a

relationship?我們所說的關(guān)系是什么意思Typicalfeatures

ofa

relationship

in

normal

life:正常生活中關(guān)系的典型特征：Movingbeyond

one

interaction

–

sense

of

continuity超越一次互動(dòng)------連續(xù)性的感覺Growing

knowledge

and

understanding

ofoneanother不斷增長的知識(shí)和相互理解Developing

a

measure

of

trust發(fā)展一項(xiàng)衡量信任的標(biāo)準(zhǔn)Typical

features

of

a

relationship

in

a

consulting

environment:咨詢環(huán)境下的關(guān)系的典型特征:A

seriesof

assignments

orservicesprovided–

not

simply

onetransaction一系列任務(wù)或提供的服務(wù)，而不僅僅是一次交易A

longerterm

perspective

–not

simply

maximizing

individual

outcomes

from

individual

transactions更長遠(yuǎn)的觀點(diǎn)——不是簡單地從個(gè)人交易中最大化個(gè)人收益Development

of

trust

and

mutual

benefit發(fā)展互信互利Important

to

recognize

the

differentperspectives重要的是要認(rèn)識(shí)到不同的視角What

the

client

expects什么是客戶的期望？Understanding

of

their

environment

and

challenges

–

start

from

where

they

do了解他們的環(huán)境和挑戰(zhàn)--從他們做的事開始Sharedagenda–commitment

to

client

success

(personal

andorganizational)共享的議程–對客戶成功的承諾（個(gè)人和組織）Point

of

view

and

advice

on

issues

–

separate

from

projects對問題的觀點(diǎn)和建議-獨(dú)立于項(xiàng)目Continuity

of

key

personnel關(guān)鍵人員的連續(xù)性Access

to

bestresources獲得最佳資源Accesstobroadernetworksandinsights–aspartof

service獲得更廣泛的網(wǎng)絡(luò)和洞察力——作為服務(wù)的一部分More

transparency

–

onresources,

financials

etc更高的透明度–在資源，財(cái)務(wù)等方面Integratedservices

綜合服務(wù)Fullcommitment

todelivery

–never

walking

away全面交付承諾-不會(huì)中途放棄What

the

consultant

expects什么是咨詢師的期望？Opennessandinsightsintoclients

agenda

and

drivers開放并洞察客戶的議程和驅(qū)動(dòng)因素Reasonable

opportunities

and

volume

of

work合理的機(jī)會(huì)和工作量Goodqualityworkoratleasta

reasonablemix好的工作質(zhì)量或者至少是合理的組合Fairnessincommercial

terms商業(yè)條款的公平Willingness

torecommend

and

be

areference愿意推薦并作為參考Understanding

the

limits

to

relationships理解關(guān)系的局限Forthe

clientarelationship

isnot:對客戶來說，關(guān)系不是:Guaranteed

work保證工作Agreement

to

excludeall

competitors排除所有競爭對手的協(xié)議Excuse

for

poor

quality

work為低質(zhì)量的工作辯解License

to

overcharge過高收費(fèi)的許可Excuse

to

use

available

resources利用可用資源的借口Basis

for

obtaining

information

tobe

used

independently獲得信息并獨(dú)立使用的依據(jù)For

a

consultant

it

is

not:對顧問來說，關(guān)系不是:Long

term

free

accessto

adviceandIPwithoutafinancial

return長期免費(fèi)獲得咨詢意見和知識(shí)產(chǎn)權(quán)，而沒有經(jīng)濟(jì)回報(bào)Reason

to

lose

moneyconsistently持續(xù)虧損的理由Guaranteetodoallwork

offered保證做好所提供的一切工作IBM

Global

ServicesAs

you

know,

S&C

projects

has

its

own

characters

comparing

otherprojects

with

GBS如你所知，與GBS相比，S&C項(xiàng)目有其自身的特點(diǎn)Scopeisnoteasytodefined,

SOWhasdifferent

understandingbetweenclient

and

IBM范圍不容易定義，SOW在客戶和IBM之間有不同的理解ClientExpectation

changes

during

project

delivery

period客戶的期望在項(xiàng)目過程中發(fā)生變化Demandclientand

innovativedeliverywillbring

difficultiesforprojectmanagement客戶需求和創(chuàng)新交付會(huì)給項(xiàng)目管理帶來困難Need

to

manage

complicated

politics

relationship需要管理復(fù)雜的政治關(guān)系Project

Managers項(xiàng)目經(jīng)理Your

experiences

to

date…你到目前為止的經(jīng)驗(yàn)Reflect

on

your

previous

expectation

management:思考你以前的期望管理Step

1Question:

What

is

your

most

challenging

(nightmare)

experience

with

clientexpectation

management你在客戶期望管理方面最具挑戰(zhàn)性（噩夢）的經(jīng)歷是什么？Record

your

thoughts

on

one

white

paper

“

challenges/

nightmare

experiences”將你的想法記錄在一份白紙中“挑戰(zhàn)/噩夢體驗(yàn)”Why?為什么What

kind

of

skills

you

usedto

solve

it?你是用什么技能解決它的？Step

2Please

share

with

the

team- 請向團(tuán)隊(duì)分享Your

experiences

and

Skills

used你的經(jīng)驗(yàn)和技巧What

is

your

most

challenging

(nightmare)

experience

for

client

expectationmanagement?

Why?你在客戶期望管理最有挑戰(zhàn)性（噩夢）的經(jīng)歷是什么？

為什么？Yournightmare

experience…你的噩夢經(jīng)歷Why?為什么Please

write

down

3skills

you

used

insuch

case?請寫下你在這種情況下使用的3種技能？1.ContentWhat

is

Client

Expectation?客戶的期望是什么Whatkindofskills

and

tools

can

we

use?我們可以使用什么樣的技能和工具How

to

apply

them?如何獲取How

to

managestakeholder

expectation?如何管理利益相關(guān)者的期望?Review

project

documentation回顧項(xiàng)目文檔Identify

thecommunications

deliverables確定溝通交付成果Identify

thestakeholders

by

name

and

role確認(rèn)利益相關(guān)者的名字與角色I(xiàn)dentify

the

stakeholders

and

influencers確定利益相關(guān)者和影響者Determine

the

approach

for

each

stakeholder判定每個(gè)利益相關(guān)者的方法Determine

the

behaviour

type

for

each

stakeholder判定每個(gè)利益相關(guān)者的行為類型Communication

溝通Gender性別Culture文化Communicate

with

the

stakeholders與利益相關(guān)者者溝通Confirm

typical

means

of

communications確定代表性的溝通方式Determine

the

strategy

forcommunicating

with

each

stakeholder確定與每個(gè)利益相關(guān)者溝通的策略SatisfactionCriteria滿意度標(biāo)準(zhǔn)Real

Expectations真的期望Listen聽ReviewFrequently經(jīng)?；仡橫easure估量Manage

changes管理變革There

isa

simple

way

to

manage

the

client

expectations有一種簡單的方法來管理客戶的期望The

required

skills

for

client

expectation

management客戶期望管理所需的技能Client

Expectation

Management

客戶期望管理Interpersonal

communication人際溝通Negotiation談判Persuasion說服力&client

facing

sellingskill面向客戶的銷售技巧Buildingcustomerrelationship

andturnit

to

be

beneficial

toproject

closure

success建立客戶關(guān)系，并將其轉(zhuǎn)化為有益于項(xiàng)目成功關(guān)閉的事項(xiàng)Facilitating

skill服務(wù)技能Decision

making做決策&Problem

solving解決問題Conflict

resolution解決沖突And

more

…The

required

tools

for

client

expectation

management客戶期望管理所需的工具Client

Expectation

ManagementCross-Culture

Analysis跨文化分析1-to-1

Diagnosis一對一的診斷Managing

Customer

forProfits

Simulation客戶管理之利潤模擬CommunicationStylesModel

溝通風(fēng)格模型Tools

forGender

Analysis性別分析工具Principled

Negotiation

Method原則性談判方法Best

Practices

forInternalSelling銷售

的最佳實(shí)踐And

more

…聽To

listenEar耳Eye眼Heart心UndividedAttention

一心一意IBM

Global

ServicesWhen

interviewing

clients,

use

listening

technique

tohelp

clients

totalkat

ease. Non

verbal

technique

is

equally

important在訪談客戶時(shí)，使用聆聽技術(shù)可使客戶輕松交談。

非語言技巧同樣重要Build

rapport

first首先建立融洽關(guān)系Postures

and

gestures

to

show

sincereinterest表示真誠興趣的態(tài)度和肢體動(dòng)作Noddingandeyecontactstoshow

acknowledgements點(diǎn)頭和目光接觸以表示認(rèn)同Use

pause

and

silence

as

tactics使用停頓和沉默作為策略Basiclistening

technique基本聆聽聽技能Ask

open-ended

questions提出開放性問題Non-verbal

technique非語言技巧Let

the

client

talk

more

than

you

talk多讓客戶說話多于你自己“What

are

some

of

key

challenges…”有哪些主要的挑戰(zhàn)Reflect

what

client

said

回應(yīng)客戶說的Repeat

some

keywords

“Issuesin

…?”重復(fù)一些關(guān)鍵詞如“問題在于….”Confirm“SowhatIamhearingis...”,“Isthiswhatyou

mean?”確認(rèn)“所以我聽到的是……、“你是這個(gè)意思嗎?”Paraphrase

what

the

client

said

解釋客戶所說的“So,

youconsider

that…”

“所以，你認(rèn)為……”“Sounds

like…”

“聽起來好像…”“Correct

me

if

I

am

wrong,

but…”

“如果我錯(cuò)了，請糾正我，但是……”Avoid

“one

way”

interview

-

Make

the

session

interactive

discussion

and

sharing

ofinsights,Somequestionsaremoresensitivethanothersandneedtobecarefully

handled. Whataresomeofthetacticswecanusetoexploreclient

sensitivities?相比于其他問題，一些問題會(huì)更敏感，需要仔細(xì)處理。

我們可以用來探索客戶敏感性的一些策略是什么？Tactics

toexplore

sensitivities探索敏感問題的策略Client

Sensitivities客戶敏感性Client

politics

and

stakeholders客戶政治和利益相關(guān)者Window

person’s

positioning

in

the

company

and

authority窗口人員在公司和機(jī)構(gòu)中的定位Group

dynamics

among

client

members客戶成員之間的團(tuán)體動(dòng)態(tài)Decision

makingprocess

and

speed決策過程和速度Constraints限制Budget預(yù)算Competitive

bid?競標(biāo)Project

governance

helps

on

clientexpectation

management項(xiàng)目治理有助于客戶期望管理ProjectManagement項(xiàng)目管理Client’sCorporateGovernance客戶的公司治理IBM’sCorporateGovernanceIBM的公司治理Project

ManagementGovernance項(xiàng)目管理與治理WhatisGovernance

on

OUR

Projects?什么是項(xiàng)目治理Project

Governance

is

a

process

by

which

we

effectivelymonitor

the

projects

health,

including

timeline,

status,

scope,

risk,cost

and

stakeholder

relationships項(xiàng)目治理是一個(gè)過程，通過它我們可以有效地監(jiān)控項(xiàng)目的運(yùn)行狀況，包括時(shí)間軸、狀態(tài)、范圍、風(fēng)險(xiǎn)、成本和相關(guān)者的關(guān)系7Keys

ReportingProject

GovernanceStructuresReview

committees復(fù)核委員會(huì)Regular

&

timelyreviews定期及及時(shí)復(fù)核Formal

Reporting正式報(bào)告Processes

for

scope,

riskanddeliveringvalue范圍、風(fēng)險(xiǎn)和交付價(jià)值的過程Successmeasurement評估成功Supported

by…How

does

having

effective

Governance

help

us?有效的治理如何幫助我們?It

provides

shared

oversight

for

boththeclient

andfor

IBM它為客戶和IBM提供共同的監(jiān)督It

creates

a

consolidated

approach

to

governing

a

complex

set

of

business

relationships它創(chuàng)建了一種統(tǒng)一的方法來管理一系列復(fù)雜的業(yè)務(wù)關(guān)系It

provides

a

framework

and

forum

for

issue

resolution它提供了解決問題的框架It

provides

defined

approaches

to

managing

scope

changes,

including

approvals,

payments,

contractual

adjustm它提供了管理范圍變更的定義方法，包括批準(zhǔn)，付款，合同調(diào)整It

ensuresfull

management

commitment

to

taking

the

actions

necessary

to

ensuresuccess,

and

where

required

an

escalation

path

to

respective

Stakeholder

executive

sponsors它確保了管理層承諾采取必需的行動(dòng)以確保成功，并在必要時(shí)向各個(gè)利益相關(guān)者提供了承諾升級的路徑Itprovidesmechanismstoensuretheresultsandbenefitsderivedfromtherelationshipmeetorexceedbothcli

and

IBM

objectives

and

expectations它提供了機(jī)制來確保從關(guān)系中獲得的結(jié)果和收益達(dá)到或超過客戶和IBM的目標(biāo)和期望。It

allows

IBM

and

the

client

to

monitor

the

strategic

objectivesof

the

relationship,

itskeystakeholders

and

guide

t

direction

ofthe

relationship

as

appropriate

for

the

duration

oftheterm它允許IBM和客戶監(jiān)督戰(zhàn)略目標(biāo)關(guān)系、關(guān)鍵利益相關(guān)者，并根據(jù)期限的不同，指導(dǎo)關(guān)系的發(fā)展方向Itestablishes

clear

accountability

within

the

client

and

IBM它在客戶和IBM建立明確的責(zé)任制Failuretoset

and

manage

expectations

未能設(shè)定和管理預(yù)期-Prevention

Measures（預(yù)防性措施）:Becarefulwhensettingcustomerexpectations.Beconservativeindescribingaprojectandtryto"under

promise

and

over

deliver"

rather

than

"over

promise

and

under

deliver.“設(shè)定客戶期望時(shí)要注意，

在描述項(xiàng)目時(shí)要保守一些，并嘗試“少許諾多兌現(xiàn)”，而不是“承諾多兌現(xiàn)少”。Caution

the

customer

about

the

challenges

of

the

project.提醒客戶關(guān)于項(xiàng)目的挑戰(zhàn)。Make

surethecustomerfully

understands

and

agrees

with

IBM's

proposed

solution.確?？蛻敉耆斫獠⑼釯BM提出的解決方案Include

experienced

services

delivery

resources

earlyin

the

discussions

with

thecustomerregarding

thepotential

solution.在與客戶就潛在解決方案進(jìn)行討論時(shí)，盡早討論成熟的服務(wù)交付資源Do

not

underestimate

the

complexity,

cost,

andtime

required

todevelop

andimplement

the

solution.不要低估開發(fā)和實(shí)現(xiàn)解決方案的復(fù)雜性、及所花的成本和時(shí)間Encouragethecustomertobudgetforchangesupfrontsothecustomerwillhavetheflexibilityto

address

their

changing

requirements

during

the

projectwithout

seeking

additional

internal

funding.鼓勵(lì)客戶提前對變更進(jìn)行預(yù)算，這樣客戶在項(xiàng)目期間就可以靈活地處理變更需求，而不需要尋求額外的資金Informthecustomerof“news”asearlyaspossible.ConsultwithexperiencedIBMpersonnelto

developastrategyto"package"thenewseffectively(thiscanbeeffectivelymanagedthroughyour

Governance

structures).盡早通知客戶“消息”。咨詢有經(jīng)驗(yàn)的IBM人員，以開發(fā)有效的“打包”的策略(這可以通過您的治理結(jié)構(gòu)進(jìn)行有效的管理)。Failure

toset

and

manage

expectations未能設(shè)定和管理預(yù)期-Prevention

Measures（預(yù)防性措施）Communicate

with

all

appropriate

levelswithin

the

customer

organization

(this

can

be

effectively

managed

throughyour

Governance

structures).與客戶組織中的所有適當(dāng)級別進(jìn)行溝通(這可以通過您的治理結(jié)構(gòu)進(jìn)行有效的管理)At

thebeginning

of

a

project,

documentwith

thecustomer

their

expectations

and

priorities.

Once

the

expectations

and

priorities

are

established,

the

project

team

should

list

actions

which

will

be

taken

to

meet

those

expectations.在項(xiàng)目開始時(shí)，與客戶一起記錄他們的期望和優(yōu)先事項(xiàng)。

一旦確定了期望和優(yōu)先事項(xiàng)，項(xiàng)目團(tuán)隊(duì)?wèi)?yīng)列出將要滿足這些期望的行動(dòng)When

appropriate,get

thecustomerto

acknowledge

therisks

and,

if

possible,

agreetothe

contingency

plan.在適當(dāng)?shù)那闆r下，請客戶確認(rèn)風(fēng)險(xiǎn)，并在可能的情況下同意應(yīng)急計(jì)劃。Make

sure

the

customer

fully

understands

the

importance

of

their

involvement

and

responsibilities

in

the

project.

The

customer's

full

involvement

and

commitment

are

essential

to

the

success

of

a

project.

The

customer

should

think

of

themselves

as

part

of

a

team

rather

than

spectators.

The

IBM/customer

team

will

either

succeed

together

or

fail

together.確?？蛻舫浞至私馑麄儏⑴c項(xiàng)目和承擔(dān)責(zé)任的重要性。

客戶的充分參與和承諾對于項(xiàng)目的成功至關(guān)重要。

客戶應(yīng)該將自己視為團(tuán)隊(duì)的一部分，而不是觀眾。

IBM

/客戶團(tuán)隊(duì)將一起成功或失敗Conduct

a

formal

hand-off

between

sales

and

delivery.

Thisshould

be

planned

during

the

Project

Launch

activities.在項(xiàng)目啟動(dòng)活動(dòng)進(jìn)行計(jì)劃中，引導(dǎo)雙方在銷售和交付之間進(jìn)行正式交接。The

PM

orPE

should

review

thescope

with

thecustomerbefore

implementation

and

include

thecustomerin

scopeplanningto

identifydiscrepancies

early

(i.e.,

have

the

customer

assist

with

the

work

breakdown

structure).項(xiàng)目經(jīng)理或項(xiàng)目工程師應(yīng)在實(shí)施前與顧客一起評審范圍，并將顧客包括在范圍計(jì)劃中，盡早發(fā)現(xiàn)差異(如:，讓客戶協(xié)助完成工作分解結(jié)構(gòu))。In

summary總之SatisfactionCriteria滿意度標(biāo)準(zhǔn)Real

Expectations真的期望Listen聽ReviewFrequently經(jīng)常回顧Measure估量Manage

changes管理變革ContentWhat

is

Client

Expectation?什么是客戶的期望What

kind

of

skills

andtools

can

we

use?我們可以使用什么樣的技能和工具How

to

apply

them?如何獲取It

is