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THE CLIENT - PROJECT MANAGEMENT CHAPTER 9

The contractor

No project without client. It is that easy too. The contractor ...

- ensures that there is a project manager ,
- he approves the project plan ,
- he ensures that the project leader can search for project staff,
- he cares for the resources,
- he ensures that the project can operate relatively undisturbed and that,
- when the project is completed, the results are used.
It is not an easy part. Imagine: you ask someone to build a house for you. You give him two hundred thousand euros. You can say something about the drawings three times and you can talk about it for another seven times half an hour. That does not feel so nice at all. You would want to sit much closer to it. You would want to walk along every day at the construction site, you would like to be able to pass on ideas in the middle of the night: after all, it will be your home! You must live in it. And more importantly: not only you, but also your wife and your three children, the pony and the dog. And they all tell you what needs to be done and ask if they can take a look.

That is how a client feels. He stands between the project and the organization. He has to make sure that something comes that makes the organization happy, what the organization can do something with. And in the meantime he is not allowed to do much. Yes, give money and provide manpower. That requires courage, imagination, knowledge of people and authority.

The tasks of the client

Adopting the project

A lot of project ideas live in most organizations. The client picks up only a few of these ideas. He decides whether money and time can be put into it. He is looking for the project manager.

Determine project plan

The project group writes the project plan . That's difficult. The client must assess whether that plan is sufficiently sound. If not, he has to cancel the plan. That is also difficult.

Protect the project

Once the project is underway, there are often counter-moves. 'Can not we spend that money much better?', 'I need Hans again. He is the only one who really understands that program. " The client is the representative of the project within the management. He provides a solution in such situations.

Blow off the project

Dismissing a project: it actually happens rarely. It takes courage to blow off a project that is in full swing because you no longer believe in it. That is also part of the client's duties. Although he protects the project, he is responsible for a much larger part of the organization. A good client has the courage to stop the project when necessary. Rather, then let the project group muddle while everyone knows that it will not turn out anyway.

Accept the result

The result is not always the promised result. The client assesses whether the realized result is good enough.

Sell ​​the result

The project manager ensures that the result comes. The client ensures that the result is used. Sometimes that is not so difficult. But often things go wrong when transferring the project result to the organization .

The project result is by definition something completely new for the organization. And that can mean that people have to do things differently from now on. The client has correctly made an estimate when he signed the project assignment: this is a project that our company needs. When making this assessment, the client must check the impact of the project. What is changing for the company? What do these changes mean for employees? Can we handle these changes? Is there money for the implementation?

The company is not always waiting for changes. From the start of the project, the client will therefore have to work on support for the desired changes . The project team can contribute to this by drawing up a good project communication plan. The client will build support within the management. He will talk to P & O about how they can best support the changes. He will talk with the managers of the departments concerned about what is needed. In the New Year's speech, he will announce the innovations and explain where they serve. In short: he is the pioneer. He sticks his neck out. A client who does not want to venture does not have to start projects.

Change management

This Change Management course is intended for managers who have to "make a change" for a change. How do you tackle such a change process? How do you ensure that a change produces the intended result, even in the longer term?


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