When clients push wrong choices: Insights from a project manager- Part 1

In my role as a project manager, I’ve encountered numerous instances where clients adamantly pushed for misguided choices, whether concerning scope, costs, or technical intricacies. Allow me to recount my first, rather unsuccessful, experience of this sort and offer suggestions for handling similar situations.

At the start of my career, alongside two classmates, I embarked on a garage-style venture to design and manufacture electronic devices. We had already produced some small batches of custom devices when a new client engaged us to produce a device for which they had already pre-designed part of the electronics. Trouble was, they had made some suboptimal choices in their design, and the devices could be unstable in the field. Despite our professional warnings, they stubbornly insisted on their design, reaching the point of “take it or leave it.” Being young, eager, and inexperienced, we ended up accepting their demands. And guess what happened? The outcome was disastrous! Within a brief period, the devices we produced began to malfunction. Our client had to recall all the units we made for them, affecting their sales and tarnishing their reputation, leading to blame being directed at us.

Subsequent analysis revealed the root cause of the failures lay in the design specifications dictated by the client. Despite our offer to rectify the issues with an improved design, they remained obstinate. In their eyes, the fault was ours. To say that rather heated arguments ensued would be an understatement. The story culminated in the termination of the project and irreparable damage to our professional relationship. This experience still comes back to me from time to time.

Years later, while working at a multinational electronics corporation, I learned about testing in climate chambers, accelerated aging, and other tests. I said to myself: Aha! These guys burnt their fingers before, just like we did. I realized how naïve we were back then.

Remarkably enough, I still see big companies embarking on unsound projects. Below are some practical strategies for navigating similar scenarios should you find yourself in such a case. In my professional experience, the first one has the highest probability of success of dealing with a client who has preconceived – but flawed – ideas.

• Engage in Probing Dialogue: Pose incisive questions to comprehend the client’s rationale thoroughly. Not to antagonize your client, but to uncover the underlying motivation behind their particular requirements. This facilitates collaborative problem-solving. Employ questions such as: Is there a specific reason it should be done this way? Is there a company or regulatory reason for this? How does this help you to get the expected project benefit? Is this the only solution available?
• Present Risks and Consequences: Prepare a comprehensive presentation delineating the risks and potential consequences associated with the client’s preferred approach.
• Formalize Requirements: Register all project requirements and obtain formal client approval for them. Formal documentation often prompts clients to reconsider their stances.
• Incorporate an Exploratory Phase: Integrate an exploratory phase into the project to investigate the subject, simulate the client’s desired solution, or develop early prototypes for informed decision-making.
• Consider Rejecting the Project: When necessary, be prepared to decline projects that are inherently flawed or pose significant risks.
• Contractual Safeguards: If all else fails and you opt or are forced to proceed with the project, ensure legal protection by naming specific client requirements in the contract and stipulating a waiver from any liability related to those requirements. Consider that you might then be legally protected but might still need to deal with the consequences of a failed project. These recommendations are equally applicable when interfacing with internal or external clients and stakeholders who have power over your project.

Stay tuned for future articles where I delve deeper into applying learned lessons about project management in real-world scenarios. In Part 2, I’ll share how I leveraged these insights to challenge requirements in another project, yielding a very favorable outcome.

For additional insights, please subscribe to this blog. Thanks!