Customer Satisfaction Management

ABB PM Council
Course Objectives & Overview
After this course, the participants
know
What is Customer Satisfaction
Management
How to manage Project
Stakeholders
Prerequisite Course
APM7 Project Planning & Scheduling
ABB Group
March 9, 2012| Slide 2
Topics
Engaging the External Stakeholders
Managing Internal Interfaces
Customer Satisfaction Mgmt. in Projects
Title Author
The One Minute Manager Builds High Performing Teams Blanchard, K. et al
Raving Fans Blanchard, K. et al
Recommended Resources
Customer Satisfaction Mgmt. in Projects
People demonstrating this competency:
Establish, maintain and improve Customer Satisfaction by setting
expectations and providing the expected value in accordance with
the contract.
Have a drive to positively impact project performance and work with
peers, partners and others who may not be in the line of command.
ABB Group
March 9, 2012| Slide 3
ABB Project Management Competenci es
ABB Quality Policy: letting everyone know what must be done
ABB Group
March 9, 2012| Slide 4
ABBs Quality Policy
OTD, QOD Deliver on-time & on-quality products, systems and services
that meet or exceed our customer's expectations.
Understand Customers Identify and understand our customer's expectations, measure
customer perceptions, and implement improvements to
increase customer satisfaction.
Engage All Employees Enable and engage our people at all levels in a relentless drive
to improve operational performance along the value chain from
suppliers to customers.
Develop & Train Employees Increase the motivation and skills of our people to add value to
our customers and our businesses, through continual training
and development.
Leverage Suppliers & Partners Leverage our partners & suppliers strengths to improve our
products and our businesses from product design through
production, installation and operation.
Social Responsibility and Ethics Embed social responsibility & company ethics policies in our
business practices.
Improve H,S & E Continually improve environmental, health and safety
performance through all products, operations, systems and
services.
ENGAGING THE EXTERNAL
STAKEHOLDERS
Objectives:
Project Stakeholders
Project Stakeholder Needs and Expectations
ABB Group
March 9, 2012| Slide 5
ABB Group
March 9, 2012| Slide 6
Project Stakeholders
Individuals, customers, organizations that have or believe that
have a stake or claim in the project and its outcome.
PM has to
identify the stakeholders and
manage those stakeholders likely to have an influence on the
project outcome.
Customer
Testing Team
Project Manager
Sponsor/ SteCo
Internal Advisers
Contractors
Contractors
Project
Team
Finance /
Controller
Quality Assurance
Suppliers
Suppliers
ABB Group
March 9, 2012| Slide 7
ABB Group
March 9, 2012| Slide 8
Project Stakeholder Needs and Expectations
Determine the needs and expectations of the stakeholders.
Stakeholder Expectations and Needs Objective Criteria
(if any)
Other package
contractors/ OEM
Other package
contractors/ OEM
Sub-contractors Sub-contractors
Consortium
Partners
Consortium
Partners
End-User End-User
Project Manager Suppliers
Govt.
Agencies
Customer Customer
Consul tants Consul tants
Typical Interfaces to Project Management (external)
External Focus
We must look externally and compare ourselves to the best. A true
reflection of how good we are is how we compare to the external world.
External focus also relates to our processes and innovations are we easy
to do business with? Are we focused on what is important to customers?
This also applies to our competitors, suppliers and global markets
PM Shall:
Consider the customer impact of actions
Consider the needs of both internal and external customers and
stakeholders
Demonstrate knowledge of external benchmarks (customer, supplier, ) and
best practices in own field
Take personal responsibility for customer issues and follows through
ABB Group
March 9, 2012| Slide 10
MANAGING INTERNAL
INTERFACES
Objectives:
Project Team Management
Tuckmans Team Stages
ABB Group
March 9, 2012| Slide 11
Project Team Management
The PM is the leader of the project and coach of the project
team
With authority and responsibility to manage the project
team, and to delegate tasks
Resource conflicts are resolved, in cooperation with
functional management, without surprises to the PM
Assess project personnels strengths and development
needs as input for line managements formal
assessment
Tuckmans team stages
ABB
Month DD, YYYY | Slide 13
Team
Stage
Description
Forming Forming phase in team work is the time when the team members
identify the boundaries within the tasks but also in the relationships
between the team members. It is the time of excitement and
enthusiasm towards the task and new team members
Storming The phase of frustration towards the task and team cohesion.
Everything seams a bit fuzzy, people dont know their places and the
leadership is unclear
Norming Cohesion with in the team develops, task become more clear, roles
are adapted in the team
Performing The team cohesion starts serving the task fulfillment, roles become
flexible and functional. Group energy is aimed towards the task
Adjourning This is the last phase. This is when the team work is done and the
team breaks up. There is celebration of success as well as sadness.
Some people call it mourning phase.
Tuckmans Team Development Stages
Forming Storming Norming Performing Adjourning
Skills and capabilities Ensure overlapping tasks are minimum between the team members /
stakeholders
Roles and responsibilities Having in place
WBS,
RACI and
Ground rules
Project Binder
Ownership Clarifying organizational and project objectives.
Establishing targets
Motivation Ensure that contribution by each individual is important for the overall project.
Participation Ensure active participation.
Keys to successful team work
Quality,
Heal th, Safety & Environment
Quality,
Heal th, Safety & Environment
Service Manager Service Manager
Site Mangaer Site Mangaer
Engineering Engineering
Project Manager
Supply Management ,
Production &
Logistics
Business/
Project
Controller
Marketing Manager Marketing Manager
Leader/Manager Leader/Manager
Typical Interfaces to Project Management (internal)
Managing Project Interfaces
Fostering teamwork and synergy may require PM to devote sometime
and energy to facilitate interaction among team members.
One of the PMs tasks is to create a framework procedures, attitudes,
principles that will help team members manage themselves effectively
in support of the project and the team.
Equip Project team members to use their time wisely:
Make meetings a priority
Encourage interactions as needed for the success of the project
Set team communication guidelines
ABB Group
March 9, 2012| Slide 16
Carry out the
agenda
Ensure all
resources
contribute
Bring to closure
with next steps,
accountabilities,
and benefits and
concerns
Debrief
immediately
Publish minutes
Follow-up on next
steps
Incorporate
benefits and
concerns in next
meeting plan
Determine
objectives and
agenda
Plan content and
process
Determine
appropriate
players
Define roles and
responsibilities
Pre-position key
contributors
Arrange logistics
Send out
invitations
Effective Meeting Management
Plan
Meeting Preparation
Do
Conduct Meeting
Review
Meeting Follow-Up
Burnout
Team Recovery Strategies
Team recovery strategies
Provide your team with non working time
(breaks and/or lunch)
Sleep loss and fatigue can lead to stress.
Book a meeting room where your team can
work without noise and distractions.
Motivate team with pep talks to lift spirits.
Team members need to know they are
capable and worthy.
Make sure that team members take one or
two long week-ends away from project work.
Measure on work-packages completed on
critical path rather than hours spent in office.
ABB Group
March 9, 2012| Slide 19
You may need project
team recovery strategy,
if your project team is
having following issues.
Sleep loss
Fatigue
Lack of exercise
Poor diet
Stress induced by family or
social commitments
Engaging the Project Stakeholders
Communicating the Vision or Project Objectives:
Communicate the direction and aims of the Project
in a clear way
Demonstrate strong personal commitment to the
Project Plan
Explain the basis and thinking behind the Project
Plan to obtain the support of stakeholders.
Relates the Project Plan to the day-to-day activities
of stakeholders
Communicate a future desired state as a tangible
reality that the project stakeholders can relate to.
ABB Group
March 9, 2012| Slide 20
E = MC
2
Enthusiasm for person to work =
Mission * Cash * Congrats
Source: Ken Blanchard
CUSTOMER SATISFACTION
MGMT. IN PROJECTS
ABB Group
March 9, 2012| Slide 21
Customer/Stakeholders Satisfaction Management
The PM should always know what the customers/stakeholders current
perception of ABB and the project status is
Customer complaints are used to facilitate improvements
Customers engagement can include:
Periodic project review meetings
Periodic project reports
Respond in a timely manner
Meet the schedule
All communication is conducted in a business correct, dedicated, and
positive professional manner
Involvement of multiple ABB Units
Promote Internal Consortium Directive
(incl. SteCo) for complex contracts
involving several ABB Units, starting with
Group or Strategic Accounts.
Enforce RACI for all cross-BU contracts
Nominate single, authorized Project
Manager assigned for overall ABB
scope
Nominate single, authorized Technical
Leader assigned for overall ABB scope
Nominate single, authorized Site
Manager assigned for overall ABB
scope
Define and document overall testing and
integration strategy.
ABB Group
March 9, 2012| Slide 23
Chiyoda & Technip J V
Chiyoda
End User: Exxon Mobil Qatar Gas
ABB Factories
MY
LV Switchgear
NO/IN
Power Management
Solutions
TH,VN, FI, KR, IT
Transformers
Direct lines of technical communication Contractual flowdown
KR
MV Switchgear
FI
Motors
SG
Analyzers
ABB J apan
Technip
Direct lines of commercial communication
ABB Group
March 9, 2012| Slide 24
Customer Satisfaction Mgmt. in Projects
Peopl e demonstrating thi s competency:
Establish, maintai n and improve Customer
Satisfaction by setting expectations and
providing the expected value in accordance
with the contract.
Have a drive to positively impact project
performance and work with peers, partners
and others who may not be in the line of
command
ABB Project Manager shall:
Assure ABB commitments to customer are
met, in accordance with contract.
Assure and seek to improve customer
satisfaction and feedback through consistent
customer interaction, e.g. Communication,
(phone, e-mail, etc.) and Customer
meetings, kick off, review, etc.
Work proactively to set customer
expectation to assure a smooth project
including acceptance of project deliveries
and timely payment even under challenging
circumstances.
Encourage openness & respect, and build
trust, confidence & loyalty with customers
and partners.
Promote healthy work-life balance within the
project team.
Development Plan
Research has demonstrated that most learning comes from work and life experiences.
Consider the following model while developing your own Personal Leadership
Development Plan to develop this competency.
It is important to ensure that there is an appropriate balance of development actions in
the development plan
ABB Group
March 9, 2012| Slide 25
Self-directed learning
Training & other off-the-job events
Off-the-J ob (10%)
Mentoring & support from others
Coaching
Assessment
Along-the-J ob (20%)
On-the-job activities
Short-term assignments
Expanding/ modifying job
Outside own workplace
On-the-J ob (70%)
Are most effective, if the required behavior is
already (partially) shown, but needs to be
applied more often
Are most effective, if the required behavior is
not yet shown in an effective way and skills
and knowledge has to be built up.
ABB Group
March 9, 2012| Slide 26
Developing Customer Satisfaction Mgmt. in Projects
Competency
Type of Learning Suggested Learning Activities
On-the- J ob (70%)
On-the-job activities
Short-term assignments
Expanding/ modifying job
Outside own workplace
Perform Stakeholder analysis
Learn about Customers Customer; document their priorities
& expectations with ABB project delivery
Learn about Customer organization & decision making
process; document sphere of influence for individuals on
organization chart
Along- the- J ob (20%)
Mentoring & support from others
Coaching
Assessment
Work with OPEX on Customer Satisfaction/Net Promoter
Score(NPS) issues.
Identify the areas where you need coaching or mentoring.
Undergo the self-Assessment of ABB Leadership
Competencies for PMs (ABB PM1 course by elearning)
Off-the-J ob (10%)
Self-directed learning
Training & other off-the-job events
Study The One Minute Manager Builds High Performing
Teams by Ken Blanchard
Study Raving Fans by Ken Blanchard
ABB APM6: Project Management Video by eLearning
(TrainingPartner)
ABB 4Q Awareness for PMs