Answer / madhavi bhave

The situation indicates failed requirement, time and
communication management. First and foremost will be to do
the analysis, confirm the deliverables, check the work break
down structure and check the status of schedule against the
deliverables. Then to identify the improvements which
customer may not have realised, estimated time for
individual deliverables. with this statistics in hand, fix
up a meeting with the customer. Take him into confidence,
thank him for giving you time, appraise him of the real
situation and probably what went wrong according to you.
Tell him about the quality improvements (if any) and discuss
with him the estimated schedule with deliverables.

Answer / praveen kumar

7 Weeks of delay after the deadline and even after that the customer is not at all happy this means for sure there is a big gap between what client's expectations as deliverable are and what the delivery team thinks that they should delivery.

Action Steps:

1. Find out what the gap is.
a. Check all the communication logs in last 7 weeks only. Phone logs, meeting notes, e-mails and service logs.
b. Check what was assured 7 weeks back to the customer and see if he have agreed to it.

c. Check what was assured 3 weeks back to the customer and see if he have agreed to it.

d. Set up a mind set that I'm not going to give the same reason again to the customer as reason for delay.

e. With this 4 points above start drafting a punchlist items of deliverables.

f. Now go back of 7 weeks and see all possible important communication logs and if any important things are missed on the punchlist to be added. If yes then add those.

Now I know what is the gap between clients expectation and delivery teams expectation. But both have not confirmed me yet.

2. Get all the excuse given by the delivery team.

With the punchlist on my hand I will have a meeting with team and get answers for each punchlist. The answers would of 3 types.

a. The requirement was not clear on the beginning, now only we are clear about this.

b. We are trying to resolve this but this needs more research.

c. The following things need to be done to complete the job.

Add the punch list with meaningful reasons on delay which can be informed to the client according to the terms of the company.

Now I have the puchlist on my hand + reasons of delay + deadline for each item.

3. Need to confirm with the client if this punchlist is right.

a. Schedule a call with the client.
b. Apologize the delay.
c. Insert as much as possible the word "Customer is right" during the communication.
d. Present the punchlist before the customer and explain each of the reasons and deadline. Make sure the reasons are not the same on what was told 7 weeks back and 3 weeks back.
e. Assign a Project co-ordicator who is going to update the client every 6 hours. Or based on the SLA time.
f. Inform the customer that if I have missed any points on the punchlist. If yes then add those.

This confirms that the punchlist is the gap between the cusotomer expectation and delivery teams expectation and a project coordinator is assigned to track the proceedings.

This should solve the problem.

Answer / sks

First i will analyse the reason why each time delayed my
project & in parallel i will sort out other issues also
during these seven weeks. Then i will talk to customer that
i can not be possible becaus eof this reason so pls give us
realistic time to close this issue & i will show some other
improvemet points to in other issues.

Answer / paran

1. Firstly find out the root cause of the delay, by speaking
to the team members (Brainstorming, Fish bone, Pareto chart).
2. Present the top causes of the delay to the customers, as
some of them may be related to customers and start working
to eliminate them.
3. Arrange a meeting with customers to agree for a top most
work to be done and confirm the realistic date to complete.
Clients will start getting the confidence.
4. Arrange a daily progress call with customers until the
status goes to GREEN

Answer / rishi v

1) Identify the Issues involved and discuss the same with
Customer.
2) Propose a phase implementation of the Project based on
Priority.
3) Schedule a Daily conf call with the Customer to discuss
the Progress.
4) Discuss with Team members about the realistic time
approach on the decided activities and present the same to
Customer.

Answer / gopal

Since the issue as gone upto this level, i will ask
customers the critical area of improvements and what is the
minimum level of expectation. Then start working towards
acheveinig the minimum level of expectation, which gives
little confidence to the customers. Once the customer is
convienced, then i will work for the next level of
expectation in agreement with the customers. In this case
the areas of improvement was not focused and hence this
problem occured.

Answer / cms varma

Software project management is in-effective and the way
they failed to show improvement inspite of hardwork shows,
technically they are strong but in management, there is a
strategy mistake.
Project manager needs to commit the delay & convince by
boosting confidence that the system is changed and
environment is set to the stds of the customer....in words
and try to put them into implementation by following the
workflow of the process & setting milestones b4 u proceed
any phase.

Answer / dhirendra gupta

If this question is for project manager, then he should
convince him by action and not by words.
1st step: customer has lost confidence (so regain it by
action).
Action time:
should call the person incharge in front of the customer
and ask him why it is not done. Ask for how much time will
it be required to do the work. 2 things should be done
either increase the days or decrease the target days and
set the deadline for the executive. Ask the executive to
submit the report and progress of the work at the end of
day.

So we have set the deadline and action has been performed.

Customer may not be still convinced but definitely knows we
have performed the action. Now we need to either say the
customer directly report me or executive and your work will
be done in the stipulated time.

this should convinvce customer. If still not convinced then
idealistic answers are always there with project managers
due to these genuine reasons the work was not done.

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0 Answers  

What is the process in the Executing process group that determines if the project satisfies quality　standards, identifies lessons learned, and review quality management activities to verify the correct quality elements are being examined? A. Quality Control B. Quality Monitoring and Control C. Quality Assurance D. Scope Verification

0 Answers  

Which of the following is true? A. Discounted cash flow analysis is the least precise of the cash flow techniques as it does not consider the time value of money. B. NPV is the least precise of the cash flow analysis techniques as it assumes reinvestment at the discount rate. C. Payback period is the least precise of the cash flow analysis techniques as it does not consider the time value of money. D. IRR is the least precise of the cash flow analysis techniques because it assumes reinvestment at the cost of capital.

0 Answers  

These diagrams rank order factors for corrective action by frequency of occurrence. They are also a type of histogram: A. Control charts B. Process flowcharts C. Scatter diagrams D. Pareto diagrams

0 Answers  

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0 Answers  

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0 Answers  

what do you do after a milestone is completed?

1 Answers  

All of the following are true about decomposition except: A. It's an output of the Scope Definition process. B. It's a tool and technique of the Scope Definition process. C. It is used to create a WBS. D. It subdivides the major deliverables into smaller components.

0 Answers  

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0 Answers  

All of the following are tools and techniques of the Quality Control process except: A. Monte Carlo Analysis B. Statistical sampling C. Pareto diagrams D. Trend analysis

0 Answers  

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0 Answers  

All of the following are true regarding the Executing processes except: A. Executing has one core process. B. The majority of the project budget is spent here. C. The greatest conflicts are schedule conflicts. D. Project performance is measured to identify variances.

0 Answers