It’s a common scenario, the Sales Team sets certain client expectations during the sales process and negotiations that don’t align with the Scope, Schedule, or Budget the project manager documented in the Statement of Work.
These new client expectations may include things like:
- A promise the project work would start immediately
- Requirements for additional unplanned for meetings and reports
- Finish dates earlier than possible for things that require long lead times
- Assurances the project can be completed under budget
Wonderful, the Sales Team did their part and secured the contract but in doing so, dropped unnecessary burdens on the unsuspecting the project manager to clean up.
Here’s where the project manager’s careful attention to detail will save the day.
A well-documented Statement of Work will come to the rescue every time provided the following are thoroughly described:
- A detailed scope statement the defines what is “in scope” and “out of scope”
- Well defined project requirements, assumptions, dependencies
- Detailed list of project deliverables and milestones
- A tentative project schedule with a realistic start date
In some cases, the project kick off meeting will be the project manager’s opportunity to clarify expectations for both the client and the project team.
Many organizations don’t bother with Project Charters anymore, but a signed charter will outline the project managers position
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