Answer / madhavi bhave

The situation indicates failed requirement, time and
communication management. First and foremost will be to do
the analysis, confirm the deliverables, check the work break
down structure and check the status of schedule against the
deliverables. Then to identify the improvements which
customer may not have realised, estimated time for
individual deliverables. with this statistics in hand, fix
up a meeting with the customer. Take him into confidence,
thank him for giving you time, appraise him of the real
situation and probably what went wrong according to you.
Tell him about the quality improvements (if any) and discuss
with him the estimated schedule with deliverables.

Answer / praveen kumar

7 Weeks of delay after the deadline and even after that the customer is not at all happy this means for sure there is a big gap between what client's expectations as deliverable are and what the delivery team thinks that they should delivery.

Action Steps:

1. Find out what the gap is.
a. Check all the communication logs in last 7 weeks only. Phone logs, meeting notes, e-mails and service logs.
b. Check what was assured 7 weeks back to the customer and see if he have agreed to it.

c. Check what was assured 3 weeks back to the customer and see if he have agreed to it.

d. Set up a mind set that I'm not going to give the same reason again to the customer as reason for delay.

e. With this 4 points above start drafting a punchlist items of deliverables.

f. Now go back of 7 weeks and see all possible important communication logs and if any important things are missed on the punchlist to be added. If yes then add those.

Now I know what is the gap between clients expectation and delivery teams expectation. But both have not confirmed me yet.

2. Get all the excuse given by the delivery team.

With the punchlist on my hand I will have a meeting with team and get answers for each punchlist. The answers would of 3 types.

a. The requirement was not clear on the beginning, now only we are clear about this.

b. We are trying to resolve this but this needs more research.

c. The following things need to be done to complete the job.

Add the punch list with meaningful reasons on delay which can be informed to the client according to the terms of the company.

Now I have the puchlist on my hand + reasons of delay + deadline for each item.

3. Need to confirm with the client if this punchlist is right.

a. Schedule a call with the client.
b. Apologize the delay.
c. Insert as much as possible the word "Customer is right" during the communication.
d. Present the punchlist before the customer and explain each of the reasons and deadline. Make sure the reasons are not the same on what was told 7 weeks back and 3 weeks back.
e. Assign a Project co-ordicator who is going to update the client every 6 hours. Or based on the SLA time.
f. Inform the customer that if I have missed any points on the punchlist. If yes then add those.

This confirms that the punchlist is the gap between the cusotomer expectation and delivery teams expectation and a project coordinator is assigned to track the proceedings.

This should solve the problem.

Answer / sks

First i will analyse the reason why each time delayed my
project & in parallel i will sort out other issues also
during these seven weeks. Then i will talk to customer that
i can not be possible becaus eof this reason so pls give us
realistic time to close this issue & i will show some other
improvemet points to in other issues.

Answer / paran

1. Firstly find out the root cause of the delay, by speaking
to the team members (Brainstorming, Fish bone, Pareto chart).
2. Present the top causes of the delay to the customers, as
some of them may be related to customers and start working
to eliminate them.
3. Arrange a meeting with customers to agree for a top most
work to be done and confirm the realistic date to complete.
Clients will start getting the confidence.
4. Arrange a daily progress call with customers until the
status goes to GREEN

Answer / rishi v

1) Identify the Issues involved and discuss the same with
Customer.
2) Propose a phase implementation of the Project based on
Priority.
3) Schedule a Daily conf call with the Customer to discuss
the Progress.
4) Discuss with Team members about the realistic time
approach on the decided activities and present the same to
Customer.

Answer / gopal

Since the issue as gone upto this level, i will ask
customers the critical area of improvements and what is the
minimum level of expectation. Then start working towards
acheveinig the minimum level of expectation, which gives
little confidence to the customers. Once the customer is
convienced, then i will work for the next level of
expectation in agreement with the customers. In this case
the areas of improvement was not focused and hence this
problem occured.

Answer / cms varma

Software project management is in-effective and the way
they failed to show improvement inspite of hardwork shows,
technically they are strong but in management, there is a
strategy mistake.
Project manager needs to commit the delay & convince by
boosting confidence that the system is changed and
environment is set to the stds of the customer....in words
and try to put them into implementation by following the
workflow of the process & setting milestones b4 u proceed
any phase.

Answer / dhirendra gupta

If this question is for project manager, then he should
convince him by action and not by words.
1st step: customer has lost confidence (so regain it by
action).
Action time:
should call the person incharge in front of the customer
and ask him why it is not done. Ask for how much time will
it be required to do the work. 2 things should be done
either increase the days or decrease the target days and
set the deadline for the executive. Ask the executive to
submit the report and progress of the work at the end of
day.

So we have set the deadline and action has been performed.

Customer may not be still convinced but definitely knows we
have performed the action. Now we need to either say the
customer directly report me or executive and your work will
be done in the stipulated time.

this should convinvce customer. If still not convinced then
idealistic answers are always there with project managers
due to these genuine reasons the work was not done.

Which of the following is true regarding the project charter? A. The project charter should be published under the name of a manager external to the project. B. The project charter should be published under the project sponsor's name. C. The project charter should be published under the name of the project manager. D. The project charter should be published under the name of the project champion.

0 Answers  

Scope definition is necessary for all of the following reasons except: A. To subdivide project deliverables into smaller components B. To assess the stability of the project scope C. To facilitate time and cost estimates D. To facilitate responsibility and assignment

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Performance reporting tools and techniques include all of the following except: A. Earned value analysis B. Statistical sampling C. Variance analysis D. Performance reviews

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Which of the following are tools and techniques of the Initiation process? A. Project selection methods and expert judgment B. Project selection criteria and expert judgment C. Constraints and assumptions and expert judgment D. Expert judgment and project charter

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How do you handle change request?

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Many times software delivery is late, why? Give reason.

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Which performance measurement tells us what the projected total cost of the project will be at completion? A. ETC B. CPI C. SPI D. EAC

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You are a project manager for Dakota Software Consulting Services. You're working with a major retailer that offers their products through mail-order catalogs. They're interested in knowing customer characteristics, the amounts of first-time orders, and similar information. As a potential bidder for this project, you worked on the RFP response and submitted the proposal. When the selection committee received the RFP responses from all the vendors bidding on this project, they used a weighted system to make a selection. Which process did this occur in? A. Source Selection B. Solicitation C. Requisition D. Contract Administration

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Which of the following is true regarding the staffing management plan needed for project activities? It is an output of the Resource Planning process. A. It details the resource requirements and the quantity of resources needed for project activities. It is an output of the Resource Planning process. B. It details how and when staff resources will be brought on and take off the project. It is an output of the Organizational Planning process. C. It details how and when staff resources wilt be brought on and take off the project. It is an output of the Resource Planning process. D. It details the resource requirements and the quantity of resources needed for project activities. It is an output of the Organizational Planning process.

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The Project Management Knowledge Areas: A. Include Initiation, Planning, Executing, Controlling, and Closing B. Consist of nine different areas that bring together processes that have things in common C. Consist of five different processes that bring together phases of projects that have things in common D. Include Planning, Executing, and Controlling processes as these three processes are commonly interlinked

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Your project was just completed, accepted, and closed. As is customary for your organization, you conduct a post-implementation audit. The purpose of this audit includes all of the following except: A. Evaluating project goals and comparing them to project product B. Reviewing successes and failures C. Documenting the acceptance of the work results D. Documenting possible improvements for future projects

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What are the outputs of the Scope Planning process? A. Product analysis, scope statement, and scope management plan B. Scope statement, scope management plan, and WBS C. Scope statement, supporting detail, and WBS D. Scope statement, supporting detail, and scope management plan

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