Customers, Change Requests, and Staying on Track

One time I was asked, "How do you as a project leader balance listening to the customer and managing change requests while keeping your project on track?"

The first thing I do as a project manager to balance listening to the customer and managing change requests while keeping my project on track is to understand that change management and risk management work side by side. That is, one cannot function without the other (Kerzner, p.350). By doing this change management becomes a greater focus to me than it normally would because I am viewing any change in a project as a potential risk.

When change is more visible to me; I make sure I use the change management processes of addressing the three questions that need to be asked according to Kerzner (p. 350):

• What is the cost of change?

• What is the impact on the change on project schedules?

• What added value does the change represent for the customer or end user?

My experience with customers is customers always want more for less. I have not led multi-million dollar or global projects, but I have experienced this often. My experience has been if I do not address a customer request for change as quickly as possible the customer's perception of what was initially planned for, and what they now want can quickly escalate, and cause a project to fail. I like to say, “If you let the customer dream of something, their dreams will almost always become unrealistic.”

I am not saying that change cannot be positive, but it must be tightly monitored. By controlling change, I am more able to manage my customers. My experience tells me that Kerzner (p.350) is correct when he states, “you must be able to predict immediately the impact of change on schedule, safety, costs, and technical performance.” Getting back to the customer as quickly as possible is extremely important. I have learned if I do not have the answer I tell my customer. This way, I have made contact, and addressed the change request. I have learned if I do not at least do this the change request can morph three or four times in the blink of an eye.

Kerzner (p.350) also tells us that involving the customer in the change control process right away through educating them on how their request will impact a project is also important. I agree in this statement. I always educate my customers every step of the way. I find a few extra minutes spent here and there addressing their requests or concerns can save valuable time later.  I believe education makes a customer feel empowered over a project and even if this power is only perceived, perception for many people is reality.
Kerzner, H. (2004). Advanced Project Management. Best Practices on Implementation. 2nd ed. John Wiley & Sons, Inc. Hoboken: NJ.