Vertex Computer Systems team members who work at customer locations find themselves walking a tightrope between balancing external client expectations and internal team functions and responsibilities. It\u2019s their job to build a bridge of understanding between client expectations and project deliverables. The success or failure of those efforts often determines whether Vertex is seen as a strategic partner. If they\u2019re successful, the client receives a quality solution, and the client also begins to see Vertex as a trusted technology ally who understands their business.<\/p>\n
When these project or implementation managers communicate client needs to the technical teams at Vertex, they are acting as the voice of the customer. When they are with customers, they represent the whole Vertex team. This is no easy task. Developing solid, trusting relationships with customers takes time, patience, and stellar communication.<\/p>\n
Yet, situations arise when expectations lack clarity. One reason is that clients don\u2019t always know their needs, says Mani Pattathil, a Vertex Project Manager based in northwest Arkansas. \u201cIt\u2019s challenging because they begin with an unclear vision and then their needs keep evolving. Communicating and documenting\u00a0those changes is not easy. Any software solution should provide value to the business, help generate revenue, and make life easier. Customers know they want a result, but they may not realize what it takes to get them there.\u201d This issue isn\u2019t unique to Vertex, he adds. \u201cIt\u2019s an industry problem.\u201d<\/p>\n
If the customer is unable to articulate their needs, the Project Manager will have difficulty sharing the objectives of a project with the technical team, who may translate those uncertainties into something else completely. \u201cI asked for an elephant and you gave me a cow,\u201d says Pattathil with a laugh. \u201cThat\u2019s how it can feel. Everyone needs to be communicating throughout the entire process to help keep expectations aligned.\u201d<\/p>\n
Communication challenges may be universal, but fortunately, there are ways to improve. Here are some suggestions from Vertex team members.<\/p>\n
If clients are unsure how to articulate their own needs, the Project Manager, the Business Analyst, and at times the entire IT team working on the solution must help them articulate the business challenge. Since some miscommunication is expected, there are things teams can do to abate minor issues before they become major concerns.<\/p>\n
To help customers clarify goals, Thomas Anthony, a\u00a0Senior Project Manager in Vertex\u2019s Hyderabad office, says it is wise for teams to hold discovery phases where specific outcomes are considered.<\/p>\n
We need to understand the current processes and the desired goal. These sessions help us create requirements documents.<\/p><\/blockquote>\n
Similarly, Solutions Architect Arnab Chaudhuri, who works from the Cincinnati office, adds it\u2019s up to Vertex to ask questions to bridge the understanding gap. \u201cWe can standardize our requirements-gathering practice \u2013 especially on jobs for common-use cases. Then we can engage better with the customer and ask more relevant questions\u201d he says. \u201cWe shouldn\u2019t\u00a0wait for all information to be funneled to us. We should proactively consult upon the best offerings and deliver robust solutions.\u201d This kind of value-added effort increases Vertex\u2019s visibility with clients and provides opportunities to cross and up-sell.<\/p>\n
Prototyping and creating minimum viable product presentations allow Vertex teams to show an understanding of the client\u2019s needs while outlining solution processes. \u201cWe use HTML markups, screenshots, and whatever is needed to showcase the solution,\u201d says Surendra Bolla, a Project Manager in Hyderabad. \u201cWe need to help the customer envision the final product.\u201d By showing viable solutions, we telegraph to our clients our understanding of their challenges.<\/p>\n
Build Customer Confidence with Full-Team Meetings and Detailed Documentation<\/h3>\n
Once the technical team has a strong grasp of the project\u2019s purpose, Vertex can begin demonstrating its business knowledge and technical skill. Accomplishing this requires frequent communications that reinforce the client\u2019s good decision to do business with Vertex.<\/p>\n
One way to help build customer confidence in Vertex is to arrange full-team meetings with clients. \u201cIt increases personal interaction and sets a good tone, so customers see the face behind the work,\u201d says Manish Bharti, a Technical Project Manager in Vertex\u2019s Hyderabad office who emphasizes collaboration among the entire development team, Project Manager, and the client.<\/p>\n
\u201cOpportunities for these types of group interactions are fewer when working with blended or offshore teams,\u201d Bharti says, \u201cbut they\u2019re not impossible. From the offshore perspective, I feel we can better present a unified face to the customer if we can arrange at least one early interaction.\u201d This exposure also makes Vertex teams feel more invested in the outcome. \u201cThe team feels like they own the project.\u201d<\/p>\n
Client presentations are a prime opportunity to cement\u00a0confidence, provided teams don\u2019t overcommit to items or requirements on the spot that were never considered or included in the project scope, says Chaudhuri. \u201cEveryone needs to be on the same page during presentations. If clients start asking questions, getting excited about possibilities, we don\u2019t need to provide up-front answers. It\u2019s OK to ask for time and then get back to them in a few days.\u201d Conquering the job first is important.<\/p>\n
We want to say \u2018yes.\u2019 We want to show off what we can do, but we need to do it with care.<\/p><\/blockquote>\n
Another way to build customer confidence is by supplying detailed documentation of the deliverables. Judy Romanchik is a Business Analyst based in Beachwood, OH. She straddles her time between the client\u2019s office and the Vertex office. \u201cWhen clients have stated they are looking for details, for example, of how we are going to migrate data, they expect to see details like our migration plan with the chronological tasks, the time needed to complete the task, our test plan on how we validated the data, along with our test results,\u201d she says. \u201cA PowerPoint overview isn’t enough to show how we are going to accomplish what needs to be done.\u201d Additionally, she aims to hold internal team meetings at least weekly so she is prepared to answer questions the client may ask when she is on-site.<\/p>\n
Supplying expected documentation also builds confidence, but this may be easier said than done at times. When customers expect deliverables, they don\u2019t want delays. And customers expect dedicated resources to function as members of their own companies. \u201cThe client wants me to push hard against my own Vertex team to get things done,\u201d notes Mike Due, a Project Manager based in Cincinnati assigned to a Fortune 500\u00a0Consumer Packaged Goods manufacturer. \u201cIf project deliverables\u00a0are late, I\u2019m in the middle. I am sure my offshore team might see me as demanding, as I\u2019m wearing my \u2018client hat\u2019 in that case. But at the same time, being a member of the Vertex team, I have greater insight into resource availability or other issues that might be slowing things down and I need to find the right way of communicating this back to the customer.\u201d<\/p>\n
As Projects Evolve, Needs May Change<\/h3>\n
Deliverables aren\u2019t the only ingredient in a successful customer relationship. So is excellent service that may need to push basic expectations. \u201cSometimes to build a good relationship, it makes sense to provide a small favor and go beyond basic expectations,\u201d says Victor Novak, a Vertex Project Manager assigned to a client in Marlborough, Mass. \u201cIf it makes the customer happy, it\u2019s better to do it and grow the relationship.\u201d<\/p>\n
Yet, when internal teams evaluate new directives with the project plan and notice work that exceeds the scope, it\u2019s easy to question changes. If the new demands were not agreed upon earlier, where should the line be drawn? Should Vertex teams spend extra time and effort on work not specifically contracted or if the plan changes?<\/p>\n
It depends. Extra customer attention can go a long way in staving off repercussions that may arise if things don\u2019t go as planned on a job. Of course, common sense must prevail. No one wants scope creep. You can\u2019t build\u00a0a Cadillac on a purchase order for a Honda. But, continuing the analogy, you could upgrade the tires if it\u2019s a sticking point \u2013 especially if there\u2019s good reason to believe the customer needs to buy more vehicles.<\/p>\n
Customers need to feel the service. You can provide excellent work, but if it\u2019s not presented well, the customer may not realize the effect of our efforts.<\/p><\/blockquote>\n
Empower Team Members at all Levels to Reach Out to Clients<\/h3>\n
Several Vertex employees that we interviewed acknowledged that direct communication between our technical teams and clients is a good idea. Early full-team interactions can help break the ice, making it easier for one-on-one interaction between our teams and client teams when the job is underway.<\/p>\n
\u201cI encourage team members to pick up the phone or send emails to clients,\u201d Novak says. \u201cDon\u2019t be so cautious on who to talk with. It\u2019s healthy for our engineers to talk directly with client engineers. They\u2019re our colleagues and are valuable sources of knowledge who can answer questions quickly.\u201d What\u2019s more, making those types of connections improves the communication skills of our engineers and ultimately makes them better at their job.<\/p>\n
Bharti, in the Hyderabad office, agrees, adding that interactions between the offshore team members and clients create stronger personal and professional ties. Direct communication saves time.<\/p>\n
Be Respectful and Honest During All Discussions<\/h3>\n
Solution Architect Moien Malick, a Vertex engineer in the Cincinnati office, finds that when engineers understand customers\u2019 pain points, they are better equipped to address challenges. Honest and respectful communication among all parties goes a long way in producing desired results. \u201cEveryone has a responsibility to perform at their best levels,\u201d he says, \u201cWe all have to play our roles effectively. But, while it\u2019s good to be frank and open, everyone needs to be mindful and respectful of a broad range of ideas, not just the ones that seem obvious.\u201d For instance, as pros and cons are being compared at brainstorm sessions at the project\u2019s outset, everyone should be free to share ideas. All ideas, innovations and creativity need to be entertained. But once a decision is made and everyone agrees to travel down a certain path, the team\u00a0must adhere to those expectations and not bring up \u201cwhat if\u201d scenarios later when challenges arise.<\/p>\n
\u201cOnce you sign off on the route to take, you agree to uphold the team decision and support each other through the process,\u201d he says. \u201cThen, it\u2019s everyone\u2019s job to keep the customer\u2019s needs in focus.”<\/p>\n
It\u2019s about responsibility, but also about respect. Once we take ownership of a job, we all need to communicate.<\/p><\/blockquote>\n","protected":false},"excerpt":{"rendered":"
Developing solid, trusting relationships with customers takes time, patience, and stellar communication.<\/p>\n","protected":false},"author":6,"featured_media":1803,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":[],"categories":[73,199],"tags":[169,200,201,202],"acf":{"title_color":"black","select_cta":[517],"header_size":"large","default_content":"center"},"yoast_head":"\n
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