Customer’s view of contractor engagement
People who were not corporate Jedi, who did not get hardened in battles of reporting and planned battles will not understand the most important task of the customer ...
I am talking about the stated dates.
The project manager on the executor's side is busy collecting requirements, setting tasks and distributing tasks among the resource. Reporting mainly comes from the funds given to the company and closed projects. In such circumstances, the optimal use of the resource is a priority.
However, let's take a look at the situation on the part of the customer manager.
Each company is an organism, designed to produce any product. Material or non-material - does not matter. And if web-studio products are websites, then the product of the customer company is another product, which requires tools for sale.
Here I want to draw attention to the difference in the concept of perception of the site. For the performer, the site is a product. For the customer - a tool. From here we can understand that the delay in the creation of the site for the contractor ultimately still leads to profit (receiving payment for the site), and for the customer to lost profit.
')
Finding fundamental differences in the approach to creating a website, we see that time is the most important factor in creating websites.
But these are fundamental things that no one thinks about. The problem is, in fact, more banal and lies on the surface.
When developing complex multi-site systems with centralized management, a clear synchronization of the work of both the contractor and the customer is necessary. To do this, project managers agree on the order and timing of interaction, plan the stages of work, distribute the load, prescribe and detail the tasks. And then the manager of the customer agrees with the responsible departments of related work. And those, in turn, include them in the work schedules ...
And this is where the main problem is found - the failure of the deadlines on the part of the contractor leads to the breakdown of the deadlines for the work of the departments within the client company! All this results in deprivation of bonuses, conflicts, the complexity of planning the loading of specialists within the company, and ultimately the execution of the responsible manager of Internet projects!
Comrades, take care of your colleagues in the shop! It is better to say time with a margin, so that the client manager can report on the early implementation of the project stage, rather than the person who is your fault, will be reprimanded and deprived of a well-deserved award.
That's all love, actually :)
I am talking about the stated dates.
The project manager on the executor's side is busy collecting requirements, setting tasks and distributing tasks among the resource. Reporting mainly comes from the funds given to the company and closed projects. In such circumstances, the optimal use of the resource is a priority.
However, let's take a look at the situation on the part of the customer manager.
Each company is an organism, designed to produce any product. Material or non-material - does not matter. And if web-studio products are websites, then the product of the customer company is another product, which requires tools for sale.
Here I want to draw attention to the difference in the concept of perception of the site. For the performer, the site is a product. For the customer - a tool. From here we can understand that the delay in the creation of the site for the contractor ultimately still leads to profit (receiving payment for the site), and for the customer to lost profit.
')
Finding fundamental differences in the approach to creating a website, we see that time is the most important factor in creating websites.
But these are fundamental things that no one thinks about. The problem is, in fact, more banal and lies on the surface.
When developing complex multi-site systems with centralized management, a clear synchronization of the work of both the contractor and the customer is necessary. To do this, project managers agree on the order and timing of interaction, plan the stages of work, distribute the load, prescribe and detail the tasks. And then the manager of the customer agrees with the responsible departments of related work. And those, in turn, include them in the work schedules ...
And this is where the main problem is found - the failure of the deadlines on the part of the contractor leads to the breakdown of the deadlines for the work of the departments within the client company! All this results in deprivation of bonuses, conflicts, the complexity of planning the loading of specialists within the company, and ultimately the execution of the responsible manager of Internet projects!
Comrades, take care of your colleagues in the shop! It is better to say time with a margin, so that the client manager can report on the early implementation of the project stage, rather than the person who is your fault, will be reprimanded and deprived of a well-deserved award.
That's all love, actually :)
Source: https://habr.com/ru/post/25712/
All Articles