Susan Fennema is the project manager at MightyData. We have worked together for over five years. This episode is a glimpse into the internal conversations we have to continuously improve service for our customers.
Creating a Quick Win
* What is the value of offering a “quick win” to the customer?
* The biggest value is a quick turn-around.
* We can learn faster to solve the customer's needs faster.
* Going deep, but only for the first phase, prevents overwhelming the customer and the provider.
* Moving the project forward on the first call speeds up the process.
* It helps the customer get to know you, you get to know the customer and decide if you want to work together.
* It has to be an impulse buy for the customer.
* What the customer learns through the process is often more valuable than what we learn.
* What does it mean to help the customer “help himself”?
* An in-depth questionnaire was created for the customer.
* The answers the customer provided made it obvious that they had to dig deeper.
* The insights that the customer can provide are significant.
* We have received push-back from customers but were able to redirect them to answer the questions for their specific situation.
* The insight that the customer gains is valuable whether or not they proceed to development.
* It is really discovery for the customer rather than for us.
* In teaching it to us, they are learning more about themselves.
* Blair Enns talks about diagnosing before you prescribe, and this process makes it easier.
* One questionnaire came back with “n/a” as the answer in many places, but we believe the wrong person answered the questions.
* We redirected it to the Project Champion to complete the questionnaire.
* There was initial fear to kick back the questions.
* If they refuse to answer the questions, it tells us that they are not a fit.
* Have the courage to tell the customer they need to do it, and explain the value to complete it.
* The idea of a “pricing council” can be applied to other things, especially communication.
Handling a Scoping Mistake
* How can you create value in a rush situation?
* The value of turning something around quickly is almost priceless, but a challenge for the consultant.
* We submitted a change request and were paid in 1.5 days.
* This project was likely underpriced – the urgency of requiring after hours work was not considered.
* FedEx teaches that there is value in the quick turnaround, in addition to what you are developing.
* Fixing and tweaking took longer than expected.
* We stuck to the spirit of the agreement.
* Adrenaline can affect your decision-making in rush situations – you can underscope or underprice.
* See rush opportunities as opportunities, not as an aggravation.
* Do not let adrenaline affect your pricing!
* Why is a scoping mistake really a pricing mistake?
* If you give the customer more flexibility and a higher price, you can make up for minor scope creep.
* You can be honest with your customer when you underscope (when you need more time).
* The customer offered to pay more for the project, but we chose to stick by our agreement.
* Sometimes you make a lot of money from a project, but other times you mess up.
* Do not let the fear of making a mistake keep you from taking the first step.
* Taking the risk from the customer reinforces the idea that you ...
