This is a set of questions about the values of stakeholders in a project management situation. It is often the case that stakeholders do not fully understand their values or expectations for the project. Therefore it is often up to the project manager to clear up any excommunications that occur during the planning phase.
Project Management
How well the client's value was understood.
Normally the client's values are not understood well or possibly at all. This often results in many delays or modifications because if the values are not understood then the quality is unlikely to meet the end-users expectations. There are many ways to try to mitigate these risks in a project during the planning phase. However, there are often a wide variety of different stakeholders that may have different expectations for the project. Therefore, it is important to incorporate as many viewpoints as possible to get something of a comprehensive account of the stakeholder's values. Furthermore, in many cases stakeholders do not realize what their own values and expectations for a project actually are. Thus it is important for a project manager to try to tease out as much critical information from the stakeholders as possible so that they know how to plan for and administer a project without significant miscommunications in regard to values. One of the ways to try to capture different values is called value management and is a growing discipline within project management.
2) Who participated in the assessment of client value, and what were their roles?
In the specific project that I have in mind, the project was a construction project and the person responsible for capturing the values of the stakeholders was the sales representatives. The sales staff is excellent at their job of selling different products, however they do not always fully understand the needs of the clients. Their motivation is strictly making the sale in many cases. It makes a lot of sense to include the project manager in the sales process so that the PM is fully aware of the expectations and can be there to ask questions if there are any items that are not fully understood.
3) What procedures were effective, and what are your recommendations for improvement?
The most effective procedure is to have the project manager onboard early in the sales process. This way the project manager can offer insights as well as get a feel of the work that is expected. If the project manager has been trained to pick up on values then this step could represent a critical opportunity to avoid any miscommunications that could led to costly delays or scope changes. The project manager should have the opportunity to speak directly to as many stakeholders as possible before planning the project so that they know exactly what is expected and can have a feel for the values that are important to the project.
3) Critically discuss how the workshop model presented by Thyssen et al. might be effective for your project and describe what challenges you would expect in utilising such a model
The workshop models seems like a brilliant format to try to tease out all of the expectations of the stakeholders. For example, the table in the end of the article offers different categories in which to rate expectations on such as:
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