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2
Learning Outcomes
To recognise the role of the customer in a project
To understand a range of ways of relating to the customer that will help both sides achieve success.
3
Software & other types of projects
So
ftwa
re
pro
ject
s a
re
diff
ere
nt
So
ftwa
re
pro
ject
s a
re
sim
ilar
to o
ther
s
Software projects Other types of project
(a) Software products are less tangible than others• can be harder to specify…• …monitor…• …and sign-off on
(b) Software has a history of overspends & disappointment(c) The software community is not very accessible to outsiders(d) Software development is still quite a young discipline
(a) All projects need the same basic management skills• good planning• sound identification and management of risk• teams of good people, well resourced and managed intelligently
(b) All engineering communities are closed, to some extent(c) Most major projects today involve some level of software(d) Formal methods are increasingly common over the spectrum
Let’s focuson these
4
How do these set expectations?
Cadle & Yeates have some good ideas – “Client Management Issues” Ch 16 (3rd Ed) “Managing Stakeholders” Ch 18 (4th Ed).
Your sales team?
Marketing & publicity?Marketing & publicity?
The competition?
First impressions?
5
Moreover…
The customer’s
ideas often
change
Why?
Cadle & Yeates p 298
Expectations e.g. you promise a Ferrari & deliver a Punto
NB Why did Skoda beat Mercedes in a customer satisfaction survey?http://www.whatcar.co.uk/car-reviews/search?dimensionIds=368&dimensionIds=316
Sales phase Development phase In use
Exp
ecta
tion
Typical expectation curve (in my experience)
Ideal?
6
Two critical features
Sales phase Development phase In use
Exp
ecta
tion
Customer’s perception
satisfied
dissatisfiedPoor
satisfied
dissatisfiedGood
Big surprises are generally a bad idea
Is this possible?
7
Two critical features
Sales phase Development phase In use
Exp
ecta
tion
What can you do to control the shape of this curve?
8
Why do customers want to change things?…
Cadle & Yeates p 298
Expectations
LearningSuddenly, the
customer sees more
opportunities
Inte
rnal
Priorities change
Ext
erna
lLegislative or market forces
change
9
So…What the customer wants
flexi
bilit
y
What the Proj. Man. wants fixed requirements
Arrives on time & within
budget…
May never arrive
… but the customer may
hate it!McConnell case study 10-1
10
How can we manage this?
Process• Good processes provide a framework
within which to manage changes…• …and ways of managing the changes
themselves Relationships
• Get to know and trust your customer• Build for, and invest in, the future
11
Let’s start with process:Choose the process to fit the need
flexi
bilit
y
fixed requirements
Well understood req
uirements
‘Linear approach’ e.g. Waterfall
(Cadle & Yeates section 6.2)
Som
e flexibility desira
ble
‘Iterative approach’ e.g. Spiral (Cadle & Yeates section 6.5)
Requirem
ents unclear
‘Interactive approach’ e.g. RAD
(Cadle & Yeates section 6.10)
???????
Extreme Programming (Cadle
& Yeates section 6.13)
Push yourself a little further than you think you need to
12
Change Management:Some formalism may help
Requestfor change
Agree thechange
Implementthe change
DOCUMENTATIONRecordRecord
thetherequestrequest
RecordRecord agreementagreement
& reasons& reasons
Write downWrite down & circulate& circulate
new plannew plan
OptionsOptions
No, you can’tNo, you can’thave ithave it
Yes, you canYes, you canhave ithave it
Let’s put it intoLet’s put it intothe next releasethe next release
Yes, but it willYes, but it willcost youcost you
This implies you have a future together
13
Let’s think about relationships
Who is the customer?• The end user (buys your code from Game)?• A contractor engaging you for a large programme?• Someone in another part of the company?• Try to get a single person to be your customer.
Why should you engage with the customer? (McConnell section 10.1)• Often a critical success factor• Productivity• Reduced rework• Lower Risk
14
Some expectations
PMPM
SeniorManagement
ProfitSuccessHarmony
RewardSupport
Customer
Be decent
Low painGet job doneValue-for-money
Team
RewardFun work
Get the job done
So let’s focus on this
15
Benefits of building a relationship
BidBid
•Better grasp of real needs•Better concept of customer’s constraints•Clearer view of future plans•Firmer idea of business context
•Capture real requirements•Good ideas of how it will be used•Better prioritizing of ideas
RequirementsRequirementscapturecapture
DevelopmentDevelopment
•Warning of surprises•More room for flexbility•LESS FRICTION
•LESS FRICTION•Better management of bugs and bug fixes•More business
OperationalOperational
16
How do I manage the customer relationship?
How do youmanage any other relationship?
Be open
Spend time
Be honest & fair
Don’t be afraid to apologise when things
go wrong
Let’s give this some thought
17
An overheard conversation…How can I help you, Madam?
You changed the battery in my car key and now it doesn’t work.
Just leave the car with us, and we’ll investigate…
I don’t have the car with me – I’m in our other car. It was working before you changed it and now it doesn’t work
Changing the battery means reprogramming, we’ll have to charge £100. Why not let us check it out?
Our other key works – this one doesn’t… unless you hold it 2cm from the lock. I’ve just paid £100 for a new battery in this – please fix it.
Sorry, we can’t do anything without checking it out
(Customer eventually walks out in disgust)
What is the technical problem?
What is the customer management problem?
18
Let’s think through a couple of scenarios
You are about half way through a £20M, 2 year, programme to provide an interactive website and data base plus a call centre software suite for an international bank. With 9 months to go, you are asked to add a new raft of security measures. Your team estimates that these will cost at least £2.5M that has not been budgeted and add 5 months to the duration. How might you proceed?
You have had a torrid time as project manager with a demanding customer and an inexperienced team that has taken a long time to settle. You hear on the grapevine that your customer has a new, much larger, project in mind, but is definitely not planning to go with your company. What steps might you take to change the situation?
19
Sometimes IS puts the user at the centreW
ell u
nd
ersto
od
req
uire
me
nts
So
me
flexib
ility de
sirab
le
Re
qu
irem
en
ts un
clea
r
??
??
??
?
‘Linear approach’ e.g. Waterfall
(Cadle & Yeates section 6.2)
‘Iterative approach’ e.g. Spiral (Cadle & Yeates section 6.5)
‘Interactive approach’ e.g. RAD
(Cadle & Yeates section 6.10)
Extreme Programming (Cadle
& Yeates section 6.13)
20
Sometimes IS puts the user at the centreW
ell u
nd
ersto
od
req
uire
me
nts
‘Linear approach’ e.g. Waterfall
(Cadle & Yeates section 6.2)Feasibility
Require-ments
Design
Coding
Test
Users
http://ocw.mit.edu/NR/rdonlyres/Aeronautics-and-Astronautics/16-355JFall-2005/3EA9949A-7CB1-4AEC-9EB9-33BC8BAA4126/0/cnotes2.pdf
21
Sometimes IS puts the user at the centreW
ell u
nd
ersto
od
req
uire
me
nts
So
me
flexib
ility de
sirab
le
‘Linear approach’ e.g. Waterfall
(Cadle & Yeates section 6.2)
‘Iterative approach’ e.g. Spiral (Cadle & Yeates section 6.5)
Feasibility
Require-ments
Design
Coding
Test
cost
review
2. Identify & resolve risks
1. Determine objectives
3. Development & test
3. Plan the next iteration
Prototypes
User needs
http://courses.ischool.berkeley.edu/i290-1/f08/lectures/ISSD-20080827.pdf
22
Sometimes IS puts the user at the centreW
ell u
nd
ersto
od
req
uire
me
nts
So
me
flexib
ility de
sirab
le
Re
qu
irem
en
ts un
clea
r
??
??
??
?
‘Linear approach’ e.g. Waterfall
(Cadle & Yeates section 6.2)
‘Iterative approach’ e.g. Spiral (Cadle & Yeates section 6.5)
‘Interactive approach’ e.g. RAD
(Cadle & Yeates section 6.10)
Extreme Programming (Cadle
& Yeates section 6.13)
Feasibility
Require-ments
Design
Coding
Test
cost
review
2. Identify & resolve risks
1. Determine objectives
3. Development & test
3. Plan the next iteration
How about these?