Twenty Questions for the Client and the Manager of the Project

Getting to know the client is probably good advice for all managers of projects. This is a working relationship that has to work. On some situations it is as important as getting to know the project itself; in others it is more important.

So here is a suggestion of an agenda for a face-to-face discussion in the form of twenty questions. The questions are not fixed – they should be selected, refined and sequenced to suit the circumstances. And there does not have to be twenty – there can be more or probably less, or in separate groups for progressive discussions.

The discussion is not something for Day 1, when the answers are probably unknown; it is probably more appropriate a few weeks into the project. It is also a suitable dialogue to have if the project has been restarted after some form of stoppage, delay or difficult gateway review. Similarly it may be appropriate to have this dialogue soon after a replacement client or sponsor has come into post – which ahs been known to happen.

For best results this process needs:

the discussion to be agreed and arranged, rather than just spontaneous or accidental,
an agenda (such as 20 Questions?) but not be applied too strictly,
to be face-to-face, rather than by email or correspondence,
to be a joint effort to get to the facts and actions,
to be friendly but frank,
for the outputs to be assimilated into the project,
to follow up where there are significant gaps or unknowns,
to NOT anticipate the answers.

Whether the project is a refurbished kitchen, a new fighter aircraft or database for local crèches, it is as well to get to know the client and their understanding of the project. If not using “Twenty Questions” then another approach needs to be adopted and implemented. Headings are probably enough for the agenda; but some notes are provided as explanation and stimulation.

1. Who is the Client / Employer / Boss?

These are the organisations and individuals at the top. You may be talking to the “client” but who do they talk to? Understanding these parties and relationship is useful in preparing correspondence and reports which may be circulated or forwarded to them and so can be composed accordingly. Where does the buck stop?

2. Who is the Client’s Representative or Sponsor?

It is good to know who has their hand on the tiller, who needs to be kept informed and who should not be bypassed? If the client is to be a named individual in contracts, orders or appointments who are they? Do they know?

3. What is the Project Title?

There may be more than one – and that may be okay – with various parties using different titles, or addresses, or reference numbers. Some parties use different titles internally and externally. What is to be used on drawings, programmes, reports and emails?

4. What is the Project Description on One Page?

This suggests a suitably short but comprehensive explanation. Some people simply address universal headings such as : What, Where, When, Who, How Much and WHY. The Why is usually most interesting as it can explain the purposes of the project, the benefits to be expected and the relationships with other projects in a programme or portfolio. References to other documents and sources which are useful but not easy to summarise are appropriate – and can be attachments.

5. How will we know if it is a Success?

This may consist of hard and soft criteria, also stakeholder interests, also it may start off as a shortlist and finish off as a long list – which will be interesting to know. This will also establish if a win : win approach is being adopted or not. It will also establish the initial perceptions of time, cost, quality, scope, safety, appearance, fitness for purpose – although the priorities have been known to change as a project proceeds.

6. How will we know if it is a failure?

Generally this tends to be a shorter list – with possible “hard” difficulties receiving “soft” judgements. The failure and success lists can inform each other. This will also establish if it is important to achieve outstanding success or to simply avoid failure.

7. What is the External Profile?

Does this project have or need an external profile – to staff, to stakeholders, to public, through media? Or is it to be kept quiet and confidential? What is to be done with enquiries? How and when is the project team to be briefed on this aspect?

8. Tea or Coffee – with Milk and Sugar?

By this time is it appropriate to be getting to know the client on a more personal level? How will project success (5) or failure (6) or profile (7) affect them personally?

9. How is the Project to be paid for?

This may be confidential. Which mean the managers of the project can not be told; or they will have to treat the information in strict confidence. If finances are not fully in place, does it form an integral part of the project itself to secure the whole or part of the finances? Is the scope or phasing or quality dependent on the level of funding? Does finance come with strings or conditions? What are cashflow arrangements?

10. What is the next important milestone?

Projects have ultimate destinations which may be some time away and even are yet to be made certain. The chances of getting to the destination are greatly influenced by achieving intermediate achievable milestones. So what is the next milestone – in a few weeks or few months time?

11. And what happens when we get there?

By having clear targets and criteria for each milestone it helps to focus the activities and efforts of the project teams, provide goals, make payments and celebrate achievements.

12. What meetings and reports should there be?

It is often better to fit in with existing diaries and calendars rather than to invent new or parallel systems for transient projects. Weekly, monthly, quarterly or “every term” provide regular patterns to which projects can be fitted or not. Are full details or just summaries required – or both?

13. And what fixed procedures are there?

Most organisations have procedures for orders, capital expenditure (CapEx), invoicing, payments, circulation / copying of information, etc. Do they suit the project?

14. What use of technology for the project?

Some projects have better, more efficient use of technology at their very core and benefits list. However, how is technology to be used in managing the project? Is it in place? Does the client or team need assistance or encouragement in such matters?

15. Can drawings, spreadsheets, graphs be understood?

One in ten people have some sort of dyslexic condition. There is probably a higher level of discomfort with graphical forms. That is why some forms – such as models and illustrations – are more popular and get more positive reactions than others.

Discuss, test and observe various options and establish which are most appropriate.

16. What client training is needed?

Some clients are new to the role of being a client or new to this type of project. By the end of the project they will probably have become an experienced, knowledgeable client. Does the process need to be accelerated and how? How about benchmark visits to some, higher and / or lower value end specification completed and in hand projects; or to specialist suppliers or novel installations? Who should attend?

17. What is the business (or benefits) case?

The picture should be clearer by now – but is it? Is there a triple bottom line to be considered of : financial, social and environmental considerations? How is the case to be expressed and applied? How is it to be measured and who by? How could it be improved and exceeded?

18. Who else is involved?

Again the participants should be clearer by now. Are they fully reflected in an up-to-date project directory? Where is the project structure? Are all the boxes filled with appointments? How are the remainder to be filled?

19. What next?

So moving forward, what is coming up or needed – as further project events, decisions, visits, meetings or conversations? Are further research or briefings needed arising from these questions; or to achieve the next milestone?

20. Oh and Something else!?

Is there anything which we have missed? Probably or possibly – but there will be further opportunities.

And naturally there may be other pertinent and better questions for the agenda, for example : attitude to risk, responsibilities and insurance; views on innovation and originality; reactions to difficulties and disputes.

This may all appear to be too much, complicated, intrusive or personal. Perhaps it is sufficient to jointly understand the project. Further to Question 4 and the One Page Description this can be expressed as : a Statement of Requirements; a Project Brief; a Schedule of Accommodation; an agreed Feasibility Study or signed off report. Project Initiation Document (P.I.D.) what ever method is adopted a joint review and ownership of this material will be fundamental to defining and delivering the project – and will probably cover a number of the twenty questions also!

Another alternative is to describe the “Project in Basic Strategy”. Again an agenda of simple questions is proposed – in this case there are just six:

A. What are the needs?

B. What type of project or programme or works will satisfy the needs? = the solution.

C. How complex will be solution?

D. Approximately how much will it cost?

E. Which procurement route appears most suitable?

F. What sort of team will be needed to deliver the solution(s)?

While the issues are fewer and simpler that does not mean that it is easy to establish balanced optimum resolution and agreement.

In all cases effort at the beginning to achieve holistic clarity avoid frustration and disappointment later on from confusion or misunderstandings.

Good Luck which ever way is adopted.