WO2016135742A1

WO2016135742A1 - Project client relationship management: a novel approach with innovative tools& techniques

Info

Publication number: WO2016135742A1
Application number: PCT/IN2015/000185
Authority: WO
Inventors: Ananat Wakaskar Milind
Original assignee: Ananat Wakaskar Milind
Priority date: 2015-02-24
Filing date: 2015-04-28
Publication date: 2016-09-01
Also published as: WO2016135742A8

Abstract

The Project Client Relationship Management is an innovative client centric approach provides methods, tools & techniques to build and nourish client relationship. The invention includes the processes required to review, measure, develop, and maintain the Client Satisfaction Index value to optimal level for individual project or group of projects throughout the project life cycle. The objective of invention is the timely addressing client issues and maintaining the client satisfaction level optimal throughout the project. The invention provides technique; which enhances the chances of re-business from the existing client. The invention contained methods and tools; lead to strengthen the client relationship; benefits the organization to have healthy long lasting business continuity from their existing clients. The Project Client Satisfaction Survey Assessment Tool (PCSSAT) is one of the tools mentioned in the invention with detailed design workflow, which measures the Client Satisfaction Index value for project or group of projects. The invention is focused on the client expectations and fulfilling the same with a systematic iterative approach throughout the project.

Description

TITLE:

The title of the invention is "Project Client Relationship Management: A Novel Approach with Innovative Tools& Techniques."

FIELD OF THE INVENTION

The present invention relates to Project Client Relationship Management and, more precisely, to the method based on the strategy theme of long-term client relationship, to ensure un-interrupt business continuity. The invention hasbrought in new tool & techniquestoall the phases of the project lifecycle; starts from project initiation, planning, development, monitoring & controllinguntil project closure.The Project Client Relationship Management includes the processes required to review, measure, develop, and maintain the Client Satisfaction Index valueto optimal level for individual project or group of projects.The invention contained methodslead to strengthen the client relationship; benefits the organization to have healthy long lasting business continuity from their existing clients.

USE OF THE INVENTION

The innovative process & methodology mentioned in the invention providesa systematic approach to build and enhance the Project Client Relationship throughout the project life cycle. The benefit of these new guidelines and approaches values the project manager manifold in achieving the project goals and objectives as set by the client for the project. The Project Client Relationship Management is applicable to all projects irrespective of the industry. The invention will benefit the project managers to achieve their client's objective effectively. The Project Client Relationship Management approach assures the performing organization to develop long-term business continuity with their clients by^" fulfilling the client's expectations and project goals. The Project Client Relationship Management is based on the principles and guidelines to satisfy the needs and expectations of client.lt is an iterative client centric approach, and the processes mentioned in the invention are carried by the project manager after each major deliverable or at the project completion to ensure an optimal client satisfaction for the project. The tools and techniques mentioned in the invention elevate the chances of getting reorder business from the existing client in the future. The invention has stated systematic approach to elevate the Client Satisfaction Index value of the client for the project which results in increasing the chances of new business opportunity from their present clients. OBJECT OF THE INVENTION

Today one of the biggest challenges facedbyany organization is; to maintain a constant revenue growth from their existing clients. Project Client Relationship Management has focused on the tools and techniques to address the issues beenraised by the client during the project development. It, furthermore, recommends the best method to fulfill the client expectations and goals from the project. The traditional project management is built on the best practices for all the stages project lifecycle such as project initiation, planning, execution, monitoring & control and closure. Thisinvention has brought a new approach called as the Project Client Relationship Management, which is a client centric approach to include best methods to address the expectations and project goals intended by the client throughout the project lifecycle phases.

The principal object of this invention is to provide the best method to fulfill the client expectations and maintain optimal Client Satisfaction Index value throughout the project lifecycle until project completion.

Another object of this invention is to provide tools and techniques to address the issues and concerns raised by the client as a feedback during the project development until project completion.

A further object of this invention is to provide Project Client Relationship Management, an innovative approach; which benefits the organization to have a healthy long lasting business relationship with their clients for un-interrupt business reorders.

BACKGROUND OF THE INVENTION

This is an inventive approach which I called as "Project Client Relationship Management." It is a client centric approach which has brought a new dimension to the area ofproject management. In today's competitive world every organization main challenge is to grow or rather sustain their existing business. The new invented approach benefits the management professional across the world to boost their business by applying the principles of Project Client Relationship Management to their current business strategies and operations.

The Project Client Relationship Management approach is intended for long-term relationship engagement with the clients, anticipatinganuninterrupted business engagement. The Project Client Relationship Management is focused on developing and nourishing a long-term healthy relationship with the clients for assured business continuity and revenue growth. The invention provides guidelines and systematic action plan for the service providing organization to develop, design thestrategies to meettheir client expectations and project goal.The invention provides tools and techniques to facilitate the project manager in meeting the client's expectations from the project as per the contractual agreement; and maintains a higher client confidence level for the project team throughout the project life cycle.

SUMMARY OF THE INVENTION

The Project Client Relationship Management is focused on client expectations and fulfilling the same with a systematic iterative approach throughout the project life cycle, right from project initiation phase till project completion. The objective of Project Client Relationship Management is meeting client expectations and maintaining the client satisfaction level optimal throughout the project. This new approach will benefit the performing organization in maintaining a healthy relationship with their clients for long- term business continuity. Project Client Relationship Management approach is a scientific technique which enhances the chances of re-business from the existing client. The opportunity for reorder business is directly proportional to the client satisfaction level which is explained in the invention in detail. The new guidelines, methodologies and workflow mentioned in the inventions will help the project managers irrespective of the industry, in meeting the client expectations for the project which in turn help the performing organization to grow their business and revenue.

Project Client Relationship Management includes the processes required to review, measure, develop, monitor & control the client relationship with respect to the individual project or group of projects. Client Relationship Management also includes redesigning the strategies to develop and nourish the client relationship with respect to the project or program. The main focus is on developing and nourishing a long-term healthy relationship with the client for assured business continuity and revenue growth.

The invention includes a tool which I named as "Project Client Satisfaction Survey Assessment Tool" (PCSSAT); with contains a detailed parameter description, tool designing workflow process, and Client Satisfaction Index value calculation formulae for project, program or portfolio.

The project Client Relationship Management is divided into five sections. Each section is associated to five stages of project management listed below.

1.1 Discuss Project Client Satisfaction Survey Assessment Tool (PCSSAT) & Feedback from client— This section pertains to project Initiation phase which is at the beginning of the project well before the actual project starts.This is the process of reviewing and discussing the Project Client Satisfaction Survey Assessment Tool (PCSSAT) template, client's feedback, suggestions, complaints or appreciation of the previous project or deliverables. It also includes designing or modifying the Project Client Satisfaction Survey Assessment Tool (PCSSAT) template content by the project manager with the client and consulting Subject Matter Experts. There are three situations where PCSSAT is visited by project managers for changes. In the first case, the client is new to the performing organization and the PCSSAT is designed in the Initiating Process Group phase of the project. The second situation is for a fresh project requirement from the existing client. The third is after every major intermediate deliverable of the current project depending on the client feedback for improvement in the services or performance of the project team. In first situation, the client may have different parameters and objectives for the project which are not covered in the present PCSSAT template of the performing organization. In the second situation, the current client sometimes adds a new parameter or modifies the existing parameters as per the changed SLA to ensure the project objectives are met. The changes could be brought in by the client during the development phase. Many times the project manager may also proactively modify PCSSAT in some cases and send it to the client for approval. In the third situation which is quite common and obvious, the template can be modified or altered after major milestones delivered. In this last scenario, the modification to the template is done as a result of the suggestions or addition of new parameters from the client/project manager in order to meet the goals of the project as expected by the client.

1.2. Plan Project Client Relationship Management— this section comes under project planning phase. This is the process of planning & designing a comprehensive strategy to achieve desired client expectations and goals. Client Relationship Management plan is prepared by project manager keeping client expectations and goals in focus. The contractual agreement, organization policies and SLA for the project are being referred. Sometimes the performing organization policies and contractual SLA are nominated for changes depending on the importance of the project need. The typical client centric organization shows flexibility and modifies their existing policy accordingly in the good will of the project and thus keeping their client happy.

1.3. Develop Project Client Relationship Management— This section is under project execution phase.This is the process of implementing and executing the strategies to improve the project client relationship during project development. Project manager implements the strategy to achieve deliverables of desire quality as mentioned in the Client Relationship Management plan during the Planning Process Group.

1.4. Monitor & Control Project Client Relationship Management— This section comes under monitoring & controlling phase of the project lifecycle. This is the process of continuous monitoring and controlling Client Satisfaction Index (CSI) value for the deliverables delivered as defined in the Client Relationship Management plan. The client satisfaction parameters are measured during the survey after each milestone completed and are monitored for subsequent milestone ahead for intended improvement. The process also includes modifying the strategies and the mitigation action plan as defined in the Client Relationship Management plan depending on the expected outcome during the project execution phase. The strategies are examined and modified depending on the client suggestions or the feedback after each major deliverable during the Project Execution Process Group. In short, the project manager closely monitors the strategies and the mitigation plan executions with respect to the desired quality of the deliverables as communicated by the client in a client feedback survey or steering committee meeting. It is a continuous iterative process where the strategies are monitored and refined to maintain the expected outcome as anticipated by the client from the project. The refined strategies are implemented and executed in the Executing Process Group during the development for the next phase or deliverables. Monitoring and controlling is carried for expected output throughout the project until the project closure. The emphasis is on maintaining the client satisfaction level and meeting client expectations for the project. The client expectation of the project takes the center stage and is closely monitored throughout the project.

1.5. Register Client Feedback Lessons Learned and Updating Related Project Closure Procedures— This the last section pertains to project closure phase. This is the process of registering the overall client feedback, suggestions, grievances or complaint from the client for the project or milestone completed. Lessons learned are documented, and project history is prepared and updated in the repositories for future reference. This is a vital source of information for upcoming projects. The project repository is helpful for the performing organization for introspection and brainstorm on the Service Improvement plan for future project requirement.

BRIEF DESCRIPTION OF THE DRAWINGS

To understand the nature &advantages of the invention completely as well as the preferred mode of use along with the intended objective; the detail description should be read in conjunction with the following drawings, flow charts & data flow diagrams.

Figure 1-1 (A) illustrates the Project Client Relationship Management scope in the projectlife cycle,

Figure l-l(B) illustrates the Project Client Relationship Management Overview,

Figurel-2 is a diagram for Project Client Satisfaction Survey Assessment Tool (PCSSAT) & Feedback: Inputs, Tools & Techniques and Outputs, Figurel-3 is a data flow diagram Discuss Project Client Satisfaction Survey Assessment Tool (PCSSAT) & Feedback

Figure 1-4 (A) & 1-4 (B) illustrates flowchart diagram for Project Client Satisfaction Survey Assessment Tool (PCSSAT) development process and workflow

Figure 1-5 (A) is a format for Project Client Satisfaction Survey Assessment Tool (PCSSAT) Template

Figurel-5(B)is a sample format of Client Satisfaction Assessment Program&Portfolio Summary Register

Figure 1-6 is diagram for Plan Project Client Relationship Management: Inputs, Tools & techniques, Outputs

Figure 1-7 is a data flow diagram for Plan Project Client Relationship Management

Figurel-8illustrates a hypothetical graph of CSI Value against Chances of Reorder from the client

Figure l-9is diagram for Develop Project Client Relationship Management: Inputs, Tools & Techniques and Outputs

Figure 1-lOis a data flow diagram for Develop Project Client Relationship Management

Figure 1-llis diagram for Monitor & Control Project Client Relationship Management: Inputs, Tools & Techniques and Outputs

Figurel-12 is data flow diagram for Monitor & Control Project Client Relationship Management

Figurel-13 illustrate the format for Client Complaint Report Template

Figurel-14 is a diagram for Register Client Feedback, Lessons Learned and Updating related project closure procedures: Inputs, Tools & Techniques and Outputs

Figure l-15is adata flow diagram for Register Client Feedback, Lessons Learned and updating related project closure procedures Data Flow Diagram

Figure 1-16 illustrate the format for Client Complaint/Feedback Register Template. DETAILED DESCRIPTION OF THE INVENTION

Project Client Relationship Management:

Project Client Relationship Management is a continuous iterative process. The client satisfaction level is measured after every major deliverable during the project execution until the completion of the project. The client satisfaction feedback is taken after each major milestone completion, which helps the project team to improve the quality of the subsequent deliverables. At each stage, a valuable feedback from the client is registered and maintained as the project proceeds. This is very important information and can be used to improve the areas where the project team has not performed or the project output is not up to the client expectations. Appropriate corrective measures are recommended by the project manager in consent with SME and consulting group of the project. The proposed mitigation plan is implemented for next deliverable, and the outcome is measured for expected results in monitoring and controlling process group phase.

Today's modern project management has replaced the traditional one-time business concept. Moreover, the project management approach is based on the principles of long- term relationship engagement with clients, resulting in a successive business engagement. As mentioned earlier, it is a continuous iterative process where at the completion of each major deliverable or project, the feedback from the client can be used for developing strategies for next deliverables or upcoming project. The Project Client Relationship Management revolves around the client expectations from the project and the project team meeting the commitments by redefining the strategies as when required.

In this chapter, we will be discussing the scope & importance of the Project Client Relationship Management. We will also discuss the systematic way to design, develop and maintain Project Client Relationship Management plan. Furthermore, we will elaborate on the approach to develop the Project Client Relationship Management plan with respect to the project management process groups. The Client Relationship Management plan helps the performing organization to develop and maintain a healthy long-term relationship with their clients ensuring a continuous business engagement. It is rather easy to get reorders from the existing customer than getting a project from a totally new customer and can be achieved with the help of systematic, client centric relationship management approach. Moreover, the Client Relationship Management is intended to fulfill the customer expectations from the project and helping in achieving their corresponding goals associated with the project. The Project Client Relationship Management plan is based on the inputs and the feedback from the client throughout the project development cycle. The aim of the Client Relationship Management plan is to ensure project results as per the expectations of the client for all subsequent project deliverables. This will be achieved by continuous monitoring and maintaining an optimal Client Satisfaction Index value by addressing the issues and concerns raised by the client throughout the project life cycle. The main aim is to meet the client expectations from the project as per the project agreement and maintains a higher client's confidence level for the project team. The project manager plays a key role in Project Client Relationship Management. We will be discussing various components of the Project Client Relationship Management in chapter ahead like strategies, and mitigation to strengthen the relationship with the client and which in return creates new opportunities for projects to the performing organization. The importance of the Client Relationship Management plan is enormous in today's highly competitive world where every company is keen on expanding their business from their existing clients. The Project Client Relationship Management is all about a client-oriented systematic approach to fulfill client expectations, as anticipated from the project and project management team. It is a continuous enhancement process. Figure 1.1 provides an overview of Project Client Relationship Management processes that include the following:

1.1 Discuss Project Client Satisfaction Survey Assessment Tool (PCSSAT) & Feedback from client— The Process of reviewing and discussing the Project Client Satisfaction Survey Assessment Tool (PCSSAT] template, client's feedback, suggestions, complaints or appreciation of the previous project or deliverables. It also includes designing or modifying the Project Client Satisfaction Survey Assessment Tool (PCSSAT) template content by the project manager with the client and consulting Subject Matter Experts. There are three situations where PCSSAT is visited by project managers for changes. In the first case, the client is new to the performing organization and the PCSSAT is designed in the Initiating Process Group phase of the project. The second situation is for a fresh project requirement from the existing client. The third is after every major intermediate deliverable of the current project depending on the client feedback for improvement in the services or performance of the project team. In first situation, the client may have different parameters and objectives for the project which are not covered in the present PCSSAT template of the performing organization. In the second situation, the current client sometimes adds a new parameter or modifies the existing parameters as per the changed SLA to ensure the project objectives are met. The changes could be brought in by the client during the development phase. Many times the project manager may also proactively modify PCSSAT in some cases and send it to the client for approval. In the third situation which is quite common and obvious, the template can be modified or altered after major milestones delivered. In this last scenario, the modification to the template is done as a result of the suggestions or addition of new parameters from the client/project manager in order to meet the goals of the project as expected by the client.

1.2. Plan Project Client Relationship Management — the process of planning & designing a comprehensive strategy to achieve desired client expectations and goals. Client Relationship Management plan is prepared by project manager keeping client expectations and goals in focus. The contractual agreement, organization policies and SLA for the project are being referred. Sometimes the performing organization policies and contractual SLA are nominated for changes depending on the importance of the project need. The typical client centric organization shows flexibility and modifies their existing policy accordingly in the good will of the project and thus keeping their client happy.

1.3. Develop Project Client Relationship Management— the process of implementing and executing the strategies to improve the project client relationship during project development. Project manager implements the strategy to achieve deliverables of desire quality as mentioned in the Client Relationship Management plan during the Planning Process Group.

1.4. Monitor & Control Project Client Relationship Management— the process of continuous monitoring and controlling Client Satisfaction Index (CSI) value for the deliverables delivered as defined in the Client Relationship Management plan. The client satisfaction parameters are measured during the survey after each milestone completed and are monitored for subsequent milestone ahead for intended improvement. The process also includes modifying the strategies and the mitigation action plan as defined in the Client Relationship Management plan depending on the expected outcome during the project execution phase. The strategies are examined and modified depending on the client suggestions or the feedback after each major deliverable during the Project Execution Process Group. In short, the project manager closely monitors the strategies and the mitigation plan executions with respect to the desired quality of the deliverables as communicated by the client in a client feedback survey or steering committee meeting. It is a continuous iterative process where the strategies are monitored and refined to maintain the expected outcome as anticipated by the client from the project. The refined strategies are implemented and executed in the Executing Process Group during the development for the next phase or deliverables. Monitoring and controlling is carried for expected output throughout the project until the project closure. The emphasis is on maintaining the client satisfaction level and meeting client expectations for the project. The client expectation of the project takes the center stage and is closely monitored throughout the project. 1.5. Register Client Feedback Lessons Learned and Updating Related Project Closure Procedures — the process of registering the overall client feedback, suggestions, grievances or complaint from the client for the project or milestone completed. Lessons learned are documented, and project history is prepared and updated in the repositories for future reference. This is a vital source of information for upcoming projects. The project repository is helpful for the performing organization for introspection and brainstorm on the Service Improvement plan for future project requirement.

The Project Client Relationship Management is a continuous iterative process and is one of the key parameters responsible for reorder or new project opportunity from the existing client. It is obvious that stronger the client relationship higher the Client Satisfaction Index (CSI) value & vice versa. We will discuss the importance of client satisfaction index and client relationship in detail in the sections ahead.

In today's competitive market, getting new requirement from the client is a challenge. The traditional approach of one-time business is replaced by the modern project management concept where every company trying for long-term business engagement with their clients. The client confidence and trust play a vital role in long-term business continuity. A successful project manager always tries to maintain client's trust and confidence to optimum level. In the Client Relationship Management, a project manager systematically works on the strategies to maintain or improve the client satisfaction level during the entire project life cycle. In the upcoming sections, we will be discussing Client Relationship Management knowledge area and its involvement in detail with all five process groups, right from an Initiating Process Group until the Closing Process Group. We will also see how Client Relationship Management is associated with other knowledge areas too.

1.1 Discuss Project Client Satisfaction Survey Assessment Tool (PCSSAT) & Feedback

Discussing client satisfaction feedback with a client is a process of discussing & reviewing Project Client Satisfaction Survey Assessment Tool (PCSSAT) findings and redesigning for further improvement as needed. In case of a new project, the project managers in the Initiating Process Group phase discuss questions & parameters with the client. Project Manager adds fresh question(s) or parameter(s) to the tool after discussing with the client. Project manager also determines the priority for each question in the survey tool in agreement with the client. The priority depends upon the importance given by the client for each question. Figure 1-2 briefly states the tools and techniques along with inputs needed and the outputs produced for Project Client Satisfaction Survey Assessment Tool (PCSSAT) & Feedback.

We will discuss the tool and its components in detail in the section 1.1.2.1. The tool provides information with respect to the followings:

• Client's perception for project management team:

This parameter gives a degree of the client's trust level and confidence in the project team. The rating and score gain by the project team in this area clearly determines the client's trust and confidence level for the project team. The high score means more confidence and less for low.

• Project Management team performance relative to client's priorities & expectations:

Higher score in this area depicts high CSI (Client Satisfaction Index). In this scenario the project team considered as the star performer and eligible for rewards. Every Project Manager & his team always dream about this situation.

• Client's Priorities and Satisfaction levels for the projects:

Client's Preferences & Baseline levels defined for each parameter for the projects. The project manager & client baseline the expectation levels depending upon the priorities set by the client for the project or deliverables.

• Identifying pain areas with the low client satisfaction level for further improvement:

The situation(s) or area(s) where the project team failed to maintain the expectations will be taken for RCA (Root Cause Analysis). Project Manager works on the findings from the report with a mitigation plan to take proactive measures to avoid such cases in the future. The steering committee of the project discusses these cases with the client in the periodic performance review meeting. Steering Committee takes a decision for appropriate changes and modifications to resolve the issues raised by the client

• Probability of anticipating reorder or new project opportunity from the client:

Higher the Client Satisfaction Index (CSI) value more is the chance for reorder or new project requirements in the future. Successful project managers always try to maintain high CSI throughout the project life cycle which further increases the chances of gaining reorder from the client. This is a proactive approach today many project managers follow in the industry. Senior managers work on the probability of re-business from the clients and probability for new business. The Survey tool thus helps the organization to forecast the future business from the existing clientele. This is a new business strategic approach today been observed in the industry.

• Building & nourishing long term healthy engagement with a client: A client-oriented organization always works through the process to ensure optimum quality at affordable cost to its customers. A value addition in terms of services and products served by the service providing organizations to its clients helps in building good healthy long-term relationship to their customers. The initiative towards long-term relationship starts at a project level. The projects and deliverables adding value to the client business consider for the rewards. These projects are eligible for client appreciation and lead to long term healthy business engagement.

We have briefly discussed some of the areas of Project Client Relationship Management. We will further discuss in detail as we proceed ahead. The modern project management emphasis upon the importance of the Client Relationship Management and it is the key to success for fast growing organization in today's completive world. To sustain the growth in terms of revenue, companies started gearing up their relationship to their clients. Some are successful in retaining their revenue from existing customers and some gone one step ahead to generate remarkable growth in revenue. With this new approach, companies can save money in promotional and marketing expenses on their sales from reorder business. The strategic management & consulting group need to focus in these areas to come up with better strategic options to maintain steady growth from their existing clients. A Primary focus should be on the strategies to improve customer satisfaction and client relationship for a long-term business engagement.

1.1.1 Discuss Project Client Satisfaction Survey Assessment Tool (PCSSAT) & Feedback: Inputs

1.1.1.1. Discuss Project Client Satisfaction Survey Assessment Tool (PCSSAT) Details & Feedback With Client.

It is critical to the project success to fulfill client expectations and priorities anticipated by the client as mentioned in the contractual Service Level Agreements (SLA) or in the Statement of Work. The client Satisfaction Survey is carried out by the project manager after each major milestone completion or project completion, which helps the project team to improve the quality of the subsequent deliverables as per the feedback from the client. Project managers share the Project Client Satisfaction Survey Assessment Tool (PCSSAT) with a client from the beginning in the project. Project manager with client's consent decides the priorities and rating for all the questions in Project Client Satisfaction Survey Assessment Tool.

A typical Project Client Satisfaction Survey Assessment Tool (PCSSAT) template and its components are discussed in section 1.1.2.1.Project Client Satisfaction Survey Assessment Tool. The questions and parameters differ with respect to type of project, client and industry wise. The client sets a baseline for each parameter in the template with the project manager by giving appropriate priority and rating. The rating and priority correspond to the expectations and priorities of the client anticipated from the project and project management team. Hence it is very critical to the project success to maintain and fulfill the expectations of the client. Project manager requests the client to enter the ratings in the PCSSAT after major deliverables. At the start of project, project manager discusses with the client and decides on the priority for all the feedback questions. Once the required priorities are being entered by the client, project manager officially freezes the feedback template by getting client's approval on the same for the project. Figure 1-3 describes the flow diagram for discuss Project Client Satisfaction Survey Assessment Tool (PCSSAT] Details & Feedback with Client.

The tool will be revisited periodically or after major deliverables delivered by the project team as mentioned in the Client Relationship Management plan. Every time client is requested to give the rating for the deliverable delivered or at the end of the project completion. The feedback received from the client is analyzed by the project manager. It is an iterative process and is carried by the project manager after each major deliverable as mentioned in the client relationship plan or at the project completion. The Client Satisfaction Index (CSI) is directly reflecting the client's perception of the project and the project team. The summation of the score gives Client Satisfaction Index value. The CSI is further studied for Root Cause Analysis by the project manager, and appropriate modification is recommended to Client Relation Management Plan for desire improvements. The Action Log is maintained by Project manager to track the new changes and its implication for expected results. Low CSI is an indicative of dissatisfaction of client for the project. Higher or Optimum CSI means client's expectations are met and are good signs of building healthy client relationship for long- term business continuity.

It is important for a project manager to satisfy client's expectations from the project to have a futuristic approach for re-business. Figure 1-4 (A) & 1-4 (B) depicts Project Client Satisfaction Survey Assessment Tool (PCSSAT) development process and workflow. The Project Client Relationship Management plan contains very important information and can be utilized to improve the areas where the project team has not performed or not performing up to the client expectations.

1.1.1.2. Review Client Appreciation / Complaint Report

Client can register his feedback or complaint regarding the project performance to Client Complaint Report. The Client Complaint Report is one of the components of Client Relationship Management plan. We will discuss the Client Complaint Report components in details in Section 1.4.1.5. Project manager refers documentation repositories for past project history. The documentation at the completion of every project is important and gives vital information regarding the experience of the project team had during the past project development. The lessons learned are documented in the project history can be referred by the project managers for future project planning. Client Appreciations and Complaint details can also be used to take proactive measures in redesigning Project Client Satisfaction Survey Assessment Tool (PCSSAT) for upcoming projects at the Initiating Process Group. New questions or parameters are added to the tool to avoid recurrence of unfavorable incidence or escalations happened during the past. The prior project history is referred for client's comments, remarks and complaint details. Depending on the learning from the past project the project manager plan does necessary changes in the Client Relationship Management plan. The Project Client Relationship plan is a part of the Project Management plan. In the Planning Process Group section, we will discuss it in detail.

1.1.1.3. Project Charter

The project charter gives vital information of the intention behind the project, Memorandum of Understanding, Service Level Agreement (SLA), letter of intent, email communication of the project sponsor. This information is very important for a project manager in designing or structuring the Project Client Satisfaction Survey Assessment Tool (PCSSAT) parameters. Project manager can include the points mentioned in the project charter as parameters in the Project Client Satisfaction Survey Assessment Tool (PCSSAT) template. In short, project charter gives important information about the expectations from the client from the project and services intended.

1.1.1.4. Enterprise Environmental Factors

Differences in organizational culture, country, language, governance, company work authorization system and industry standards can influence client expectations, which lead to satisfaction or dissatisfaction for the client with respect to the project. Addressing the enterprise environmental factors improve client satisfaction level and ultimately help in improving the project client relationship.

Training to the staff and awareness of client's work culture etiquettes/ethics within the project team will considerably reduce the gap and brings harmony in work culture between client and service providing organization. Depending on these factors the Project Client Satisfaction Survey Assessment Tool (PCSSAT) parameters can be configured accordingly or modified. Understanding and acknowledging the culture difference & client oriented work etiquettes have helped the performing organization to improve on the project client relationship with their customers.

1.1.1.5. Organizational Process Assets The organizational process assets can provide vital inputs for structuring or configuring the Project Client Satisfaction Survey Assessment Tool. The lessons learned and past historical reports (feedback, registers, comments, email communications, etc.) which provides insight on previous Project Client Relationship Management and its effectiveness. These past learning curves and incidence happened can be used to plan corrective measures during the designing of the Client Relationship Management plan for current and upcoming projects.

The organizational process assets that can influence the Project Client Satisfaction Survey Assessment Tool (PCSSAT) content include, but not limited to:

• Lessons learned from previous projects or deliverable

• Client Complaint or Feedback Report, and Client Feedback Register

• Previous Project Client Satisfaction Survey Assessment Tool (PCSSAT) details,

• Client email communications, templates, and repositories.

1.1.1.6. Feedback from Business Development Sales Person

Sales people are the key people when it comes to client feedback from business perspective because they interact with the client or end user more often. It happens sometime the client may not be as expressive to the project team or project managers for the services delivered as they are with sales. In such a scenario, the sales person relationship with the client defines future business prospects and hence plays a vital role for developing healthy project client relationship for long-term business engagement. The client's relationship with the salesperson is also one of the major deciding factors for the long-term business. We cannot ignore sales when it comes to Client Relationship Management. This is not just related to any particular project or group of projects. Moreover, it is at portfolio or engagement level. Hence sales person inputs and feedback are important and should be considered during the finalizing the parameters in the Project Client Satisfaction Survey Assessment Tool (PCSSAT) before the start of the project at the initial phase of the project life cycle.

1.1.2. Discuss Project Client Satisfaction Survey Assessment Tool (PCSSAT) & Feedback: Tools & Techniques

1.1.2.1. Project Client Satisfaction Survey Assessment Tool

We have already discussed the Project Client Satisfaction Survey Assessment Tool (PCSSAT) in the section 1.1. Here in this section, we will discuss the template and its component in detail. Project manager after finalizing the questions and priority in the template, he shares it with the client. The client goes through the template and its content. Project manager, SME and client both participate in the decision-making process to set priority and rating to the questions. Client can add or modify questions as per his expectations if required. Suggestions and comments are incorporated in the new tool, and the template is finalized for the project.

A typical Project Client Satisfaction Survey Assessment Tool (PCSSAT) looks like as below. The questions and rating may differ from client to client and industry to industry. We tried to make it more general irrespective of the industry.

The components of Project Client Satisfaction Survey Assessment Tool listed below:

• Project details:

Project code, project description, client name and details, etc. This includes description and details about the project, the task, client details and consulting person details, etc.

• Parameters (Questions):

This is the main part from the tool for both the client as well as performing organization. Depending upon the project objectives & the client expectations from the project the parameters are decided by the project manager. Project manager also involves the consulting group in the project for the decisionmaking process. Project manager decides the questions and set their priority ratings keeping the client's project expectation into consideration. The questions/parameters are configured to map the client expectations from the project. Sometime the client suggests parameters or questions more often in the case of a new project during the designing stage of the template in the Initiating Process Group phase. In Figurel-4, a typical Project Client Satisfaction Survey Assessment Tool template is shown.

The template has four categories of questions. The categories and the type of questions are based upon the client expectations and objectives of the project, for example, Project Management Skills, Quality, Service Provided, Communication, Skills & Expertise.

Below listed some typical questions commonly observed in the tool.

Category: Project Management:

Ql. The deliveries of the project deliverables are as per the contracted requirement and schedule plan.

Q2. The Compliance on the client's suggestions and feedback by the project team, and appropriate action was taken to resolve the issue.

Q3. The overall project team performance with respect to the tasks completed Category: Quality:

Ql. Agreed quality standards are maintained by the project team for the completed work. Q2. Quality and functional compliance as per the requirement specification: Category: Expertise:

Ql. Project team expertise in providing technical solution

Q2.Project manager expertise in handling stress and workload

Q3. Project team tolerance in stressful firefighting situation

Q4.Project manager skill in handling pressure and escalation

Q5. Project manager overall skill in managing the project and available resources

Category: Value perceived by the client:

Ql. Value addition brought by the project to the client business

Q2. Business benefit perceived by the client from the services or project delivered Q3.Business goal and objective met by the client organization from the project Q4. Proactive action from the project management team during project execution

Category: Communication:

Ql: Precision in both verbal & written communications by project manager and project team

Q2: Punctuality in project status reporting by the project manager • Rating scale, Priority and Rating for each question:

The rating for each question is decided, and the priority is assigned. As per the importance and the criticality of the question, an appropriate priority is given to each question. The priority is based on the degree of importance and criticality of the parameter, higher the importance maximum priority and vice versa. The rating scale is decided for the tool and clearly mentioned in the template. The client's suggestion and inputs are vital. In fact, project manager shares the template with the client for his inputs and comments. Client can add new parameters or change the original rating if required. Client approves the template and freezes the content. Project manager uses the template tool for client's feedback after every major milestone deliverable throughout the project.

• Definitions and assumptions:

The rating is decided on the scale of 2 to 10. Rating 2 is the lowest and 10 is the highest rating an individual question can have. As described in the tool, we can rate the parameter as very low, low, average, good and so on.

Same scale can be applied for priority too starting from 2 as low and 10 as the highest. The scale for rating and priority is decided by the consulting/Quality group of the performing organization and can vary. For convenience, we have chosen the scale of 1 to 10.

• Total score:

Arithmetic product of the rating and the priority of each question we can derive the score for each question. Summation of all the score adds to give the total score.

∑ Actual Total Score =∑ Total score of all individual question

• Client Satisfaction Index (CSI) value & calculations:

There are two factors involve in the calculation for Client Satisfaction Index value.

1. Summation of Maximum score can be achieved.

Maximum score achieved by the individual question = (Priority allocated to individual question) ^χ (Maximum rating can be achieved by the individual question)

∑ Maximum score can be achieved of all questions =∑ (Maximum score can be achieved by all individual questions)

2. Summation of the total score, i.e.∑ Actual Score as mentioned early in the section.

Client Satisfaction Index (CSI) value in Percentage = (∑ Actual Score /∑ Maximum score can be achieved of all questions) ^χ 100.

• Client comments or remarks and suggestion

The client can put his remarks and suggestion in the space provided in the tool. The suggestions are vital input because it directly reflects client perception and mode of satisfaction. The suggestions depict whether the client confidence level in the project team performance. Sometime client suggests new parameter, which may be more important to the project to track or measure. Changes in SLA for the project can be one of the scenarios. This can be addressed by addition of new parameter or question by the performing organization to the Project Client Satisfaction Survey Assessment Tool.

• Levels of CSI values

The Client Satisfaction Index levels are mentioned in the tool as shown in the template in the Figure 1-5(A). Levels are decided by consulting group or SME. CSI is directly proportional to the degree of client expectation met. Higher the CSI indicates better the client's expectations are met by the project team. The client satisfaction level thus can be quantified by expressing CSI value. The project manager always tries to meet the agreed level of satisfaction index as mentioned in the SLA by taking corrective measure. The feedback and comments are shared by the client in the tool.

Figure 1-5 (A) shows a format for Project Client Satisfaction Survey Assessment Tool.

The client is requested to fill the template after each major deliverable delivered or at the end of the project. The survey tool is one of the important components of the Client Relationship Management knowledge area. As we proceed ahead we will discuss Client Relationship Management and its importance in each of the project management process groups.

We have seen the Client Satisfaction Index for the individual project. We can calculate the program level CSI and followed by portfolio level as below.

The program level CSI value is calculated by adding the individual CSI value of the project as below.

For example, we have a Portfolio = Po which has Progl, Prog2 & Prog3 programs. Progl program has PI, P2, P3 projects under it: Prog2 program has P4 and P5 projects, and

Prog3 has P6 project under it.

The CSI for Portfolio can be calculated as follows:

Step 1: Calculating CSI value for individual projects under each program

Assuming CSI for PI, P2 & P3 = CSI_pi, CSI_P2, CSI_P3 respectively.

CSI for P4 & P5 = CSI_P4, CSIps

CSI for P6 = CSIpe

Step2: Calculating average CSI under each program

∑ (CSI value of the Individual projects in the Program) ÷ (Numbers of Projects in the Program)

CSI Progl is

(CSI_pi ₊ CSI_{p2 +} CSI_p3) ÷ 3

CSI for Prog2 is CSIp_ro_g2=∑ CSl_P4, CSI_ps) ÷ 2

CSI for Prog3 is CSIp_rog3= CSI_P6 Step3: Adding all CSI for individual programs to arrive at the portfolio level CSI (CSIPO )

CSI for Po is CSIp₀=∑ (CSI_Progi+ CSI_Pr0g₂+ CSIp_rog₃) ÷Number of Programs

Figure 1-5 (B] shows a sample template for Client Satisfaction Assessment Program/Portfolio Summary Register. As you see the template gives a quarter wise projects to portfolio level CSI values trend.

The register is very handy for the top directors to see the overall CSI trend quarter wise down to the individual project level. It also depicts a brief root cause for positive or negative growth in the CSI value project wise and program wise. The template gives better visibility & control to the top management as far as CSI trend is concerned. Depending upon the fluctuation around the trend, the performing organization management plans their strategies for their clients to create favorable conditions for more re-business.

1.1.2.2. Expert Judgment

Apart from the current project manager following are the Subject Matter Experts (SME) can be involved during the process of improving the Project Client Satisfaction Survey Assessment Tool (PCSSATJ such as

Quality Process Expert

• Senior Management

• Previous project managers worked in past projects,

• Industry consultants, and professionals;

• An expert's judgment can be obtained through discussion, meetings & interviews.

1.1.2.3. Analysis

As discussed already the Client Relationship Management depends on many factors and hence needs in-depth study prior and during the execution of the project to monitor client behavior and reaction on the deliverables delivered. A systematic study is required to analyze the key parameters, which are needed an improvement to achieved desire output from client perspective. The expert judgments from past project, current project manager and quality department are the key people involved in the analysis and restructuring of the Project Client Satisfaction Survey Assessment Tool. The suggestions and comments are considered, and necessary changes can be done to the tool. The rating and priority are revisited for changes. New questions are added, and modification to the existing questionnaire is) carried out. Now the Project Client Satisfaction Survey Assessment Tool (PCSSAT} is ready to share with the client.

1.1.2.2. MOM &Email Communications

Past Minutes of Meetings with client &email communications gives a good amount of information regarding client satisfaction and expectations met. Mail communications during the project life cycle until closure are clearly indicative of the client's perception of the project team performance. The client appreciation during the review meeting and the performance appreciation mails from client increases the chances of gaining new project requirement. Hence it is important for the project manager to check the client expectation from time to time and maintains the expected client satisfaction index throughout the project execution till delivery. The parameters in the Project Client Satisfaction Survey Assessment Tool (PCSSAT) with higher priority and rating are always at the top in the list for the project manager. The project manager always keeps a close eye that none of them fall down as far as the Client Satisfaction Index is concerned. It thus ensures optimum client satisfaction from the project, and hence the project objectives are met as expected by the client.

1.1.3 Discuss Project Client Satisfaction Survey Assessment Tool (PCSSAT) &Feedback: Outputs

1.1.3.1 Project Client Satisfaction Survey Assessment Tool (PCSSAT) Template

Client approves the template as discussed with the project manager. Project manager updates the Project Management plan if required. If the changes are major, then the project manager ends it to the SME or quality department for their approval. This may go * a couple of iterations between SME, project manager and the client until they arrive at final acceptable template.

1.1.3.2. Organization Process assets update (Contract, SLA)

Once the contract is signed between client and performing organization it is sometimes revisited for changes in Service Level Agreements. The changes can happen for which both the parties should agree on and in the favor of the project. Such changes are incorporated into the agreement, and the contract is amended.

In multi-phase projects, the project charter is used to validate or redefine the decision made during previous project development. This includes modifications to the guidelines and criteria for tailoring the performing organization's set of standard processes to satisfy the specific project needs. The project charter also gets modified with respect to the project past phase evaluation based on new or modified acceptance criteria for the upcoming project.

In short, the client feedback on the project deliverables may force the performing organization to redesign or modify the organizational standard processes, policies, performance measurement criteria and all the assets that are used to influence the project's success.

1.1.3.3. Enterprise Environment Factors

Described in Section 1.1.1.3.Enterprise Environment Factors are eligible for further modifications in consent with all the stakeholders of the project. The performing organization top management and senior manager to the project along with a consulting group are involved in modifications and amendments of the enterprise environment factors. The efforts are taken to reduce the gaps in the organizational culture difference by inducing some amendments in the goodwill of the project. The amendments to the policies, a training program for the staff, awareness of client working style and etiquettes, overcoming language barriers, revisions to governance model and the company work authorization system are some of the prime areas in focus.

The purpose of for such amendments is to reduce the gap and bring smoothen work culture between the client and the performing organization. Ultimately, it is facilitating long-term business continuity. Today industries across the globe have gone many steps ahead as far as client relationship is concerned. The modern trend is not only to serve their clients; however, to help their client in their business by providing a value addition. Some companies are gone further ahead and from a partnering tie up with their clients, which are originated from such long-term value addition services to their clients over a decade.

1.2. Plan Project Client Relationship Management

This is the planning phase where lots of brainstorming happens between the project manager, the SME the consulting group and senior manager of the performing organization. The Client Relationship Management plan is a part of the Project Management plan hence depending on the mode and the style of the Project Management plan; the changes are done. The Client Relationship Management plan constitutes all the components, including the goal, objective & the action plans to achieve them. The plan is a road map for developing project client relationship by addressing issues and suggestion by the client to maintain desired healthy client relationship. The aim of the Client Relationship Management plan is to develop & nourish the client relationship for long-term business engagement right from project level. The project level relationship lays a foundation for a program level client relationship and program level to portfolio level client relationship which we have already discussed in the section 1.1.2.1.We will discuss some of the major and important components of the Client Relationship Management plan in the section 1.2.3.2.

Figure 1-6 illustrates diagram for Plan Project Client Relationship Management: Tools and techniques along with inputs and Outputs

1.2.1. Plan Project Client Relationship Management: Inputs

Figure 1-7 illustrate a flow data diagram for plan Project Client Relationship Management.

1.2.1.1. Project Management Plan

For existing client, depending upon the history and learning from the previous project, the project manager does necessary changes in the current Project Client Relationship Management plan. The changes in the Client Relationship plan are done by the project manager in the Planning Process Group phase with a proposed action plan. For fresh new client since there are no past histories the project manager refers the Project Client Satisfaction Survey Assessment Tool (PCSSAT) Template designed at the Initiating Process Group and modifies the Client Relationship Management plan accordingly. The new changes brought into the Project Client Satisfaction Survey Assessment Tool (PCSSAT) template are the key areas which are taken into consideration during the planning phase of Client Relationship Management. For example, client has elevated service level parameters and acceptance criteria for the project. These newly added parameters should be addressed properly with a systematic action plan in the Client Relationship Management plan. The Client Relationship Management plan is an integral part of the Project Management plan; project manager does the corresponding changes to the Project Management plan and vice versa

1.2.1.2. Enterprise Environmental Factors:

Described in Section 1.1.1.4.the Enterprise Environmental Factors like Organizational culture, language, governance, and company's work authorization system and industry standards have influence on the Client Relationship Management. Addressing the Enterprise Environmental factor in a systematic way to improve client relationship is done in this section. In Client Relationship Management plan, the project stakeholders take efforts to reduce these cultural differences between the client and the performing organization. Project manager takes care of these factors and based on these; he sets up strategies in Client Relationship Management plan. The SME group, consulting group internal or external bodies and senior manager are involved in designing the Client Relationship Management Plan along with the project manager.

1.2.1.3.0rganization Process assets:

Organization process assets are used as inputs for Project Client Relationship Management process. Of these the Project Client Satisfaction Survey Assessment Tool (PCSSAT) and Client Complaint Register, email communication, MOM with clients provides the insights about client perception and confidence level for the performing project team. These can be used to plan the Client Relationship Management activities for current projects or next major deliverables.

1.2.1.4.Project Client Satisfaction Survey Assessment Tool (PCSSAT) Template

As mentioned early the project manager amends the Project Management plan as per the changes suggested in the Project Client Satisfaction Survey Assessment Tool (PCSSAT) Template. These changes can be recently modified parameters added to the survey tool template or alleviation in the acceptance criteria for the project deliverables, etc.

1.2.2 Plan Project Client Relationship Management: Tools & Techniques

1.2.2. l.Expert Judgment

Project manager with Subject Matter Experts such as

• Senior management in the organization.

• Consulting expert group inside the organization or external to the performing organization.

• Other units within the organization such as Quality & Audit department

• Project manager of previous projects

Collectively design the Client Relationship Management plan.

The medium for getting expert's inputs may be in-person interviews, meetings, emails or other communication channels where the expert brainstorm on the strategies for developing or sustaining a client relationship by providing the mitigation for the issues leads to client dissatisfaction for the project.

1.2.2. Service Review Meeting

The Service Review Meeting of the Steering Committee members of the performing organizations; discuss the changes for the improvement on the Client Relationship Management. Members take the inputs, suggestions from the client and brainstorm on the implementation of the Client Relationship Management plan. Here the Project manager plays a key role in deciding and implementing the changes suggested since he is the one who knows the project's details better than other members from the committee. So the key person for the improvement and designing of the Client Relationship Management plan is the project manager; who plans, prepares and implements the Client Relationship Management plan. Once the plan is completed, the project manager includes the Client Relationship Plan into the Project Management plan which will be sent for client's approval and notify other stakeholders of the project. The delta is added to the Client Relationship plan takes care of the issue resolution and ensures an optimum level of client satisfaction from the project. Since it is an iterative process during execution of the project until project closure, project manager keeps on updating the plan by adding timely mitigation to the Client Relationship Plan to ensure the desire level of expectations as anticipated by the client Periodic review meeting by the steering committee is helpful to know the client expectations are met by the current project and indicative of any proactive measures to be taken for improvement. Major Escalations, issues for client dissatisfaction, issues related with the performance of the project team, anticipation upcoming challenges ahead in the project execution, SLA, status reporting are some of the common points discussed during the Steering Committee meeting.

1.2.2.3. Analytical Techniques

According to our discussion, until now, we agree that the client relationship management revolves around the client's satisfaction level for the project and client's trust level for the project team. The client satisfaction level for the project and the project success goes hand in hand. The optimal client's satisfaction level for the project leads to maximum chances of project being successful. An experienced project manager always keeps a track of the client's satisfaction level throughout the project and takes efforts to maintain the optimal level till the completion of the project. In Client Relationship Management, the client satisfaction level for the project is tracked for the project success and probability of prospective reorder from the client. It is obvious that, higher the CSI better the chances of future reorder for the client. The relation between CSI and the chances of the reorder can best be explained in the Figure 1-8; hypothetical graph plotted with CSI value against the chances of future reorder from the client. As shown on the graph, the probability of reorder opportunity increases as the CSI value of the existing project. Hence the probability of reorder is directly proportional to the CSI value. The CSI value has enormous importance in the Client Relationship Management. This strengthens the statement that the new business opportunity comes from the existing clientele, and it is totally depending upon the client relationship, client's confidence and satisfaction level for the project & the performing project team. Healthy client relationship ensures business continuity. Many successful companies have already realized the importance of the Project Client Relationship Management, which is the backbone of assured business continuity from their clients. Some companies have gone a step ahead with their clients and formed a partnering tie up by bringing a value addition to their client business. 1.2.3. Plan Project Client Relationship Management: Outputs

1.2.3.1. Project Management Plan Updates

The elements of the Project Management plan updated are not only limited to; the Client Relationship Management plan. The Project Management plan is updated for the approved changes which may impact the project schedule, scope and cost. For example, the feedback from the client on deliverable may sometime require; amendment of a new SLA which results in the additional efforts, time and cost. Such changes impact other elements of Project Management plan not limited to the project schedule plan, SLA, scope, staffing plan, quality management, communication and cost, etc.

1.2.3.2. Client Relationship Management Plan

Client Relationship Management plan is a component of Project Management plan, and it defines management strategies to develop & monitor project client relationship with respect to long-term business engagement continuity. As we discussed already, depending upon the mode of the Project Management plan, it is updated. If it is a summary level, then Client Relationship Management plan is updated in detail and the corresponding changes to the Project Management plan. The scope of the Client Relationship Management plan is decided by the followings factors:

• The terms and conditions mentioned in the contract or agreements,

• The Modifications suggested by the client during the designing of the Project Client Satisfaction Survey Assessment Tool (PCSSAT) Template in the Initiating Process Group phase,

• Learning from the previous project,

• Client Complaint Report for the present project,

• Project Client Satisfaction Survey Assessment Tool (PCSSAT) Feedback for the major deliverable of the current project,

• An escalation email by the client on the performance of the current project team.

• Major service changes suggested in by the Steering Committee as an action plan for desired results,

• Comments by a sales person on the completed or ongoing project.

The project manager studies the above listed components in detail and prepares Client Relationship Management plan. A root cause analysis is done for any recent serious escalation or dissatisfaction raised by the client in the Client Complaint Report. The Client Complaint Report is referred for the escalations raised for the current project or for the previous project. An appropriate action plan in the Client Relationship Management plan takes care of the escalation issues to ensure the elimination of such an incidence in the project during execution phase. A systematic mitigation plan is prepared by the project manager and submitted to the senior managers for a review and approval along with the Project Management plan.

A typical Client Relationship Management plan can contain components, but they are not limited to:

Objective:

The aim to achieve the desire result as anticipated by the client from the project; which in return facilitates a favorable environment to develop project client relationship and a good will for healthy long-term business engagement.

Scope:

Project manager defines the scope of the Client Relationship Management plan for the entire project or for a group of deliverables in the projects. Projects with same category or group of projects can be referred as program level Client Relationship Management plan. We will restrict our dissection to project level only.

Addressing differences in culture and guidelines to reduce the gaps between client and performing organization working style: Understanding the client culture difference is critical for developing healthy frictionless coordination between the client and the performing organization. The cultural difference can be the differences in

o The working style of both the companies,

o Geographical differences between countries,

o Language barriers, festivals and holidays,

o The client authorization of work, etc.

Client Satisfaction Survey processes guidelines:

It Defines the process flow right from the designing of the Project Client Satisfaction Survey Assessment Tool (PCSSAT) Template at the Initiating Process Group till getting Client's feedback on the major deliverables during execution phase and iterates between subsequent deliverables for improvement till the end of the project as described already in Figure 1-4(A) ,1-4(B).

Client complaint handling guidelines and escalation process

Client Relationship Management plan describes the process of handling the client complaints during the project life cycle and the escalation mechanism details Steering committee or Service Review Meetings processes and timelines

Client Relationship Management plan also describe the steering committee timelines and frequencies. Many times the service review meeting is scheduled after each major milestone delivered or at predefined intervals during the project development. The Steering committee members are mentioned in the Client Relationship Management plan along with the process of conducting the meeting. Moreover, it contains the implementation plan for the approved changes under Change Control Management.

• Issue details, the severity and importance.

The Client Complaint Report and Client Feedback Register are the project documents, where the project manager includes the details regarding the causes, escalation mode, severity and criticality of the issue.

• Detail mitigation action plan guidelines to resolve the issue

The Client Relationship Management plan describes the processes &the guidelines for implementing a mitigation plan.

• Preventive solution recommended to avoid the occurrence of such incidence in future:

The mitigation solution implemented is updated to Project Management plan as a corrective measure to prevent such issues in the future.

• Change Management Control for new changes,

Systematic Change Management Control for new changes is defined in the Client Relationship Management which may be same as that of the Change Management control process defined into Project Management Plan.

• Constraint and legal obligation:

Policies, legal constraints or obligations for new changes are defined in the Client Relationship Management plan.

• Define the process for updating the Project Management plan along with the amended Client Relationship Management plan

• Templates and Tools

o Project Client Satisfaction Survey Assessment Tool (PCSSAT)

o Client Complaint Report Template

o Client Feedback Register Template

o Communication Model and Escalation guideline's Template

o Root Cause Analysis Template

o Issue resolution Template

o Change Management Control for new changes

1.2.3.3. Project Document Updates

Project documents that may be updated, but are not limited to:

• Project Schedule

• Project Communication

• Change log 1.3. Develop Project Client Relationship Management

Develop Project Client Relationship Management is the process of implementing and executing the strategies to improve the client relationship during project development. The Client Satisfaction parameters are measured during the Survey after each milestone completed and are carried out for subsequent milestone ahead. Figure 1-9 illustrates the tools and techniques along with inputs and Outputs for develop Project Client Relationship Management. Figure 1-10 describes the workflow diagram for Develop Project Client Relationship Management.

1.3.1. Develop Project Client Relationship Management: Inputs

Figure 1-10 illustrate the data flow diagram for develop Project Client Relationship Management

1.3.1.1. Client Relationship Management Plan

Described in Section 1.2.3.2.It defines the management strategies to develop, monitor client relationship for long-term business engagement continuity.

1.3.1.2. Communication Management Plan

The Communication Management plan provides a communication model for managing Client Relationship throughout the project. The Communication Management Plan defines following components not limited to:

• Project reporting model, project coordination & SPOC details (Single Point Of Contact)

• Type of information, medium, tool, format of meetings, e.g. Audio or Video

Conference meeting for information sharing & status reporting,

• Status reporting mode and frequency of reporting calls, Dashboard templates,

• Escalation process and hierarchy tree of the people responsible.

Communication Management Plan includes methods for updating and refining the communication management as the project progress and develops.

1.3.1.3.. Client Satisfaction Survey Feedback and Finding

After each major deliverable or milestone client satisfaction survey feedback are taken, which is further analyzed for reasons for client dissatisfaction, and corrective action plan is implemented through Change Control Management.

1.3.1.4. Change Log

A change log is used to register and track the status of the changes that are resulted due to the mitigation plan suggested to meet client expectation. The impact of such changes on the time, cost is documented in the mitigation plan under Client Relationship Management plan with appropriate client approval for the same.

1.3.1.5. Approved Change Request

The approved change requests are implemented through Integrated Change Management as defined in the Project Management plan. The changes are the outcome of the mitigation plan and strategies which are recommended by the project manager to fulfill the expectation of the client. The suggestions or comments as mentioned by the client in the Client Satisfaction Survey, Issue logs & Client Complaint Report are the key inputs during development of the Client Relationship Management plan. Timely and an appropriate addressing of the issue by the project team helps to gain client trust and confidence for the team. Hence it is very critical to the project success to achieve the expectations of the client as when it is raised during the project development.

1.3.1.6. Organizational Process Assets

The organizational process assets that can influence to develop the Client Relationship Management plan but are not restricted to:

• Customization of guidelines or tailoring the organization's set of processes to satisfy the specific needs of the project is common strategy observed in customer centric organization. A client orientated organization always shows flexibility in their process and can alter their guidelines in the favor of the project as when needed to meet client expectations. The rigidity of the guidelines is one of the concerns and needs to address appropriately.

• Templates like Project Client Satisfaction Survey Assessment Tool , Client Complaint report, Change Control Tracking templates, status reporting and MOM templates of Steering committee & Service Improvement plan, etc. are tuned as appropriate and can be a challenge during development of the Client Relationship Management plan.

• Organization policies, procedures and legal obligation (constraints due to legal obligations) can influence the Client Relationship Management plan. Performing organization policies sometimes undergo alterations in the favor of the project objectives. The organization policy can be the major influencing factor in Project Client Relationship Management if it is not in the favor of the project.

• Organization culture & style, work ethics.

• Organization communication requirements,

• Issue Management procedures,

• Change Control procedures, and

• Procedure for approving and assigning work authorizations, etc. 1.3.2. Develop Project Client Relationship Management: Tools & Techniques

1.3.2.1. Communication Methods

Described in Section 1.3.1.2.The methods of communication are defined in Client Relationship Management plan. Details regarding the methods and technologies needed to convey the information such as memoranda; email and conference call (video, audio, etc.) are mentioned. In addition, the frequencies for the calls and guidelines pertaining to calls are listed throughout this section.

1.3.2.2. Service Review Meeting

Decisions are taken during the service review meetings to resolve the issues faced and the project manager implements the mitigation plan accordingly. The mitigation plan is a solution provided for the issue for desire expected change. The mitigation plan is an outcome of the monitoring and controlling Client Relationship Management. It is executed in the development phase of the project for each issue identified or changes suggested by the client.

1.3.2.3. Interpersonal Skills

An interpersonal skill helps the project manager to manage the client relationship in a better way. The skills can be utilized by the project manager to develop the following:

• Elevating the trust level in client's mind for project team

• Resolving issues by timely addressing the causes to avoid conflicts

• Communicative and expressive skills during client interaction and with the team

• Listening ability during call and meetings with the client.

1.3.2.4. Expert Judgment

The project Manager examines the issue identified and carries out a Root Cause Analysis for the same. A corrective action plan and strategies are modified or redefined for expected results as necessary. Subject Matter Experts, consulting group in-house, senior managers take part in the process for redefining the new proposed mitigating solutions. The pros and cons for the resolution arelstudied critically, and appropriate decision is taken accordingly.

1.3.2.5. Management Skills

The project manager applies management skills to coordinate with client and project team for desired project goals to be accomplished. Some of the general management skills the project manager uses as below:

• Facilitate the client and project team for smooth harmonious project execution

• Promoting team work and resolving conflicts in the team

• Directing the project team to achieve the project objectives and goals • Managing the client and other stakeholders

• Convincing skills to negotiate the policies, contractual agreement to satisfy the project needs and objective

1.3.3 Develop Project Client Relationship Management: Outputs

1.3.3.1. Client Relationship Management plan updates

The Client Satisfaction Index value from Project Client Satisfaction Survey Assessment Tool (PCSSAT) may require the project manager to address the issues with an appropriate action plan. As per the survey findings, the project team does an analysis for the reason for low Client Satisfaction Index value, remarks, suggestion or issues listed in the tool. The issue log is maintained and updated to track the changes further. An appropriate action plan and strategic change suggested during monitoring and controlling phase of the project are implemented in the execution phase as a response to the suggestions or issues raised by the client. These changes result in updating the Client Relationship Management plan which takes care of the client expectations and goals by addressing each in detail to maintain a healthy client relationship for long-term business engagement. The changes may impact on various areas of the Project Management plan like scope, cost, schedule, risk and quality, etc. The changes are as a result of client feedback, suggestions or complaint on the deliverables delivered. Thus each concerns and issues are covered and addressed in Client Relationship Management plan to gain client's confidence throughout the project.

1.3.3.2. Organization Process Assets updates

Organization Process assets, which may be updated but not restricted to followings:

• Feedback from Client

The Client Feedback on the deliverables is updated in the project repositories. The issues, escalations or concerns raised by the clients after and during the project deliverables are documented by the project team for a necessary action plan. The feedback also includes client appreciation of the service rendered by the project team.

• Project report & Template

Project reports and project tracking templates describing the project status such as Issue log, Change Request Register, Client Satisfaction Survey Assessment template and Project Closure Report are updated. In short wherever and whenever the changes happened as a result of managing the Project Client Relationship during the project development stages, all such changes and related templates are eligible for appropriate update.

• Project records, The project records include minutes of meeting of the project status reporting, escalation mails, project communications with the client, periodic Steering Committee Minutes of Meeting and some important discussion where major discussions are taken during the execution of the project.

• Lessons learned,

Lessons learned are documented for each issue addressed during the project execution. The Root Cause Analysis for the issues encountered, and the motive behind the mitigation plan implementation is documented for future reference pertaining to the similar problem. The lessons learned documents are updated as when required and finally summarized at project closure phase.

1.3.3.3. Project Documents Updates

The project documents are updated but not limited to:

• Client Complaint Report

• Issue log: Issues and concerns raised by the client in Client Satisfaction Survey

Assessment Tool (PCSSAT)

• Project Communications with client, escalation mails repositories, repositories of Minutes of Meeting of Steering Committee and project tracking tools and template, etc.

• Formal project documents describing project status.

• Change Request Register, Issue log and Risk Register are updated for which action plan and appropriate strategies are suggested in monitoring and controlling phase of the project.

1.4. Monitor & Control Project Client Relationship Management

It is a continuous process of monitoring and controlling the Client Satisfaction Index level within the expected range as defined in the Client Relationship Management plan. The optimal CSI level is maintained by regulating the strategies, and the mitigation action plan implemented during project execution phase. The strategies are examined and modified depending on the desired results. The strategies are also altered depending on the client's suggestions, feedback on the deliverables during the project monitoring and controlling process group phase. Monitoring and controlling Project Client Relationship Management includes not limited to the following activities:

• Measuring Client Satisfaction Index value after each major deliverable by analyzing the Client Satisfaction Survey, Client Feedback Report and MOM of Steering committee meetings, etc.

• Revisiting & fine-tuning the strategies and mitigation plan for expected output, • Addressing the issues and escalation raised during the project execution phase Project manager provides a solution to the issues by implementing the new changes through Change Control Management as defined in the Client Relationship Management plan in conjunction with Project Management Plan. Figure 1-11 describes the tools and techniques along with the input and output produced for Monitor & Control Project Client Relationship Management.

1.4.1. Monitor & Control Project Client Relationship Management: Inputs

Figurel-12 illustrates the Monitor & Control Project Client Relationship Management Data Flow Diagram. The details are described as follow:

1.4.1.1. Project Management Plan

The Project Management plan is referred during Project Client Relationship Management but not limited to the followings:

• Change Management plan that documents how the changes will be monitored and controlled.

• The communication model for status reporting and addressing escalation issues.

• The Service Level Agreements terms and commitments in conjunction with the statement of work.

These points are also documented in Client Relationship Management plan. The Project Client Relationship Management plan is synchronized with the Project Management plan. Here the focus is on the Client Relationship Management to meet client's requirements and project goals.

1.4.1.2. Client Relationship Management Plan

Client Relationship Management plan provides guidelines, strategies and techniques to achieve the goals and objectives anticipated by the client from the project. Since it is a continuous iterative process, project manager constantly refers the Client Relationship Management plan in monitoring and controlling phase. Thus ensuring the process and guideline is followed for each deliverable. Strategies are modified, redefined in this phase for desire expected result. The Client Relationship Management been referred to monitor and validate the process and the output to ensure the client expectations are met as per the contractual agreement. The common routine activities followed by the project manager are as follows:

• Monitoring the intended goal set by the client from each project deliverable delivered,

• Change Request propagation, implementation and control,

• Closely monitoring of the work execution as per the modified strategies or mitigation plan mentioned in the Client Relationship Management plan, • Monitoring & measuring of Client Satisfaction Index value from the baseline as set against the Client Relationship Management plan for every critical and major deliverable,

• Brainstorming for innovative ideas or modifications in the existing process to mitigate the issues and concerns raised by the client in Steering Committee meetings. The client feedback report also been referred by the project manager throughout the project life so that client expectations are met to regain or rebuilt client trust for the project team. In short in this phase project manager, senior managers and quality audit group of the performing organization as well as the consulting group, work around in close coordination on the strategies to achieve the commitment set in the Client Relationship Management plan. We can hence call this process of ensuring the desire expected result as "Client Expectation Assurance Process."

1.4.1.3. Issue Log

The Issue log contains issues identified during Client Satisfaction Survey Assessment, Client Feedback, escalation or issues raised during Steering Committee. The issues are addressed by project manager and senior managers of the project by providing mitigation plan. This will ensure the desire expected result from subsequent deliverables ahead. Sometimes the proposed mitigation solution may require changes into the existing strategy and technique. The changes follow Change Control Management as defined in Client Relationship Management plan.

1.4.1.4. Project Client Satisfaction Survey Assessment Tool (PCSSAT) Feedback and Finding

As already mentioned project manager updates the issue log after the Client Satisfaction Survey for each major deliverable or after project completion. The issues and findings are very important and should be immediately addressed with an appropriate mitigation plan.

1.4.1.5. Client Complaint Report & Escalations

Client expresses his dissatisfaction or concern by escalating issues in emails or highlighting the issues in the Client Complaint Report. The Client Complaint Report may include complaint description and details, priority, date, status, assigned to & remarks, etc. The consulting group, quality person and project manager of the performing organization design the template. A Typical Client Complaint Report template is shown in the Figure 1- 13. This report is used by the client to raise his concerns and issues during the development of the project. The report helps the project manager to improve in the areas which are performing below the client expectations. Project manager refers the Client Complaint Report and addresses these issues by providing mitigation for the problem. Thus keeping the client satisfaction level optimal. The Client Complaint report provides inputs for the Client Feedback Register which is updated during project documentation at project closure stage.

1.4.1.6. Change Log

The changes suggested and implemented are logged and maintained in the Change Log Register. The progress report of these changes and post implementation effect can be very handy inputs for a project manager to refine the strategies in managing and controlling Client Relationship Management process. The changes are implemented through Change Control Management as defined during the designing of the Client Relationship Management plan. The process of Change Management is documented in the Project Management plan. However, the Change Control management process redefined or modified from Client Relationship Management perspective. It means these changes can be brought in via processes, which may differ from the Change Control Management process defined in the Project Management Plan. Thus the Client Relationship Management plan gives the project manager flexibility to redefine or modify the Change Management Control process for selective changes without affecting the original Integrated Change Control Management process defined in the Project Management Plan. At the same time, the project manager needs to take a prior approval from the client, senior stakeholders of the project for such process modification. After the approval, the changes are documented to the Client Relationship Management plan as occurred. The process change is client specific as needed thereby giving optimal flexibility to the project manager.

1.4.1.7. Communication Management Plan

As already mentioned in the Section 1.3.1.2.The Communication Management Plan is defined in the Client Relations Management plan provides information on monitoring and controlling communication management. The tools and methods are detailed in plan and strictly followed as mentioned by the project team and other associated stakeholders of the project. Escalation criteria with levels are also defined with Turn-Around Time (TAT) and other conditions.

1.4.1.8. Organization Process Assets

The organizational process assets provide information and can serve as handy source of inputs for managing Client Relationship Management. This includes followings but not limited to:

• Policies and procedures,

• Organization culture, styles and structure,

• Shared values, norms; beliefs and expectations, and • Work ethics and authority of work.

• Lesson learned from previous projects or deliverable,

• Historical information on the similar project.

• Communication model and processes followed.

• Issue management and Change Control process followed,

1.4.1.9. Work Performance Data

The work performance data is the observation & finding identified during the activities being performed to carry the project work. The data is collected on project task, activity & deliverable during various controlling processes. A meaningful information is derived from the raw data collected is called as Work Performance Information.

Example of Work Performance Data can be the score and priority given by the client to the parameters in Project Client Satisfaction Survey Assessment Tool (PCSSAT), and the Client Satisfaction Index value is the Work Performance Information.

1.4.2 Monitor & Control Project Client Relationship Management: Tools & Techniques

1.4.2.1. Project Client Satisfaction Survey Assessment Tool

Project Manager closely monitors the confidence level of the client for his team. He also monitors the client's feedback about the performance of the team and the work deliverables. In addition to these, project manager addresses the issues and concerns raised by the client from time to time during the project execution. Project Client Satisfaction Survey Assessment Tool (PCSSAT) is one of the sources for getting client's feedback on the project work delivered. The client's comments, remarks and suggestions in the tool are addressed by the project manager by implementing an appropriate mitigating solution. The mitigation will take care of the issue in next deliverables to ensure the expected result. Thus project manager maintains the Client Satisfaction Index value as optimum as he can throughout the project execution by taking corrective action as when raised by the client in the survey tool.

1.4.2.2. Interpersonal Skills

Described in Session 1.3.2.3.

1.4.2.3. Expert Judgment

Described in Session 1.3.2.4.

1.4.2.4. Management Skills

Described in Session 1.3.2.5. 1.4.2.5. Communication Methods

Described in section 1.3.1.2.The methods of communication are further described in the Client Relationship Management plan and are strictly followed in managing the Client Relationship Management. The communication model is defined in the Client Relationship Management plan by the project manager to facilitate Client Relationship Management. Project manager defines the methods, format, and the content of the information communicated to all levels. The hierarchy and escalation mechanism with TAT (Turn- Around Time) is defined by the project manager. The aim is to have fast issue addressing and minimum response time. The methods and technologies intended to convey the information such as memoranda; email and conference call. The frequencies of calls are defined under communication method section in the Client Relationship Management plan.

1.4.2.6. MOM of the Steering Committee for Project Status Review

The minutes of meetings of the Steering committee constitute the vital information about the client confidence level, client perception and trust in the project team. The client remarks, conversation, suggestions and concerns raised during the meetings are documented by the project manager. The issues are addressed by implementing a mitigating solution, and the post-implementation results are monitored.

1.4.3 Monitor & Control Project Client Relationship Management: Outputs

1.4.3.1. Project Management Plan Updates

The Project Management plan is updated to reflect approved changes. Moreover, the Project Management plan is also modified for the changes to document how these changes will be executed, monitored and controlled. This may results in updating of other components of the Project Management plan if necessary. For example, some new quality parameters are introduced as suggested by the client then it may impact the schedule, cost, staffing &risks, etc. components within the project.

Followings are the subsidiary plans of Project Management plan, which may get updated:

• Client Relationship Management plan

• Schedule Management plan

• Cost Management plan

• Risk Management plan

• Human Management plan

• Integrated Change Management plan

• Scope Management plan • Communication Management plan

• Quality Management plan, and

• Requirement Management plan.

1.4.3.2. Client Relationship Management Plan Updates

Project Management plan includes all necessary subsidiary plans, including the Project Client Relationship Management plan too as discussed. The change to the Project Client Relationship Management plan can directly reflect an appropriate change to the Project Management plan. However, in case of summary level Project Management plan the Client Relationship Management plan is updated in detail and the Project Management plan briefly updated. The Client Relationship Management plan is updated as per the new approved changes recommended. For example, changes implemented due to the mitigation plan to meet client expectations or concerns due to the low-quality deliverable issue, delays in delivery and improvement in the status reporting system.

The Client Relationship Management plan also gets modified for better communication methods, improved status reporting model. Moreover, it sometime gets modified for the changes in the service level agreements in case of revised quality parameters. The issues are addressed or re-addressed in the Client Relationship Management plan until they get resolved. The changes done in Client Relationship Management plan may lead to alteration or modification of other subsidiary plans of the Project Management plan as described in section 1.4.3.1.

1.4.3.3. Work Performance Information

As discussed the Work Performance Data collected from various controlling processes is analyzed to arrive at Work Performance Information. The information decides the future course of action or strategy to be implemented. Example of Work Performance Information is Client Satisfaction Index level derived from the Project Client Satisfaction Survey Assessment Tool data. Schedule variance and cost variance determine from the change request recommended, and the forecast estimated to complete the work with new changes or services to meet the client expectation suggested come under Work Performance Information.

1.4.3.4. Approved Change Request

As discussed already monitoring and controlling Client Relationship Management activities result in the change requests which are introduced into the process through Integrated Change Control process. The changes are included under the Project Management plan or as per the Change Control described in the Client Relationship Management plan.

The changes are categorized into two types; first type is the change or modification to the existing process and second type a change leads to addition of the totally new process to the existing project operations. For example, in Client Relationship Management, a change can be a recommendation of new parameters to the Project Client Satisfaction Survey Assessment Tool (PCSSAT). Furthermore, new corrective mitigation plan and a new redefined strategy implementation result in addition of new activities for desire expected output as requested by the client. Some preventive actions added to the operations also results modification to the existing process which reduces the probability of negative performance. So in short the Change Requests are the corrective measures to the strategies or existing operations for client expected or accepted output as described in the Client Relationship Management plan.

1.4.3.5. Resolved Issues:

The issues raised during project execution are addressed by the project manager with appropriate mitigation. These issues can be raised by the client during project execution or by the quality department of the project team. These issues are registered and noted in the project files after they are closed for future reference.

1.4.3.6. Approved Corrective Actions

Described in Section 1.4.3.4.These are the changes which are brought to the process as a mitigating solution to avoid unfavorable incidence to meet project compliance. They are process changes or new strategies to prevent undesirable outcome and errors during project development, etc.

1.4.3.7. Service Improvement Plan Updates

Service Improvement plan is tightly associated with Project Client Relationship Management plan. The factors responsible for triggering the updates in Service Improvement plan are not limited to the followings:

• Client suggestions, remarks in PCSSAT result in poor CSI value to the project not meeting the project objectives,

• Concerns and issues escalated during the Steering Committee meeting,

• Project team and consulting group recommend mitigation plan to achieve project and client expectations

• SME, consulting group and project team identify a process shortfall during project development,

• Project team's low performance,

• Contractual SLA agreement additions or modifications, etc.

All these factors trigger action plan for an improvement in the services to meet project commitments and client expectations. The issues and concerns are addressed during the project development by updating the Service Improvement plan. The Service Improvement plan is a strategic approach to bring in new changes to meet the project requirements by the performing organization. The changes will be implemented through Change Control Management as defined in the Project Client Relationship Management plan. The stakeholders for the strategic decision making group include project manager, project team, consulting group and SME. The group brainstorms on the issues and recommends a Service Improvement plan for better quality of the service.

1.4.3.8. Organization Process Assets Updates

Organization Process assets, which may be updated, include, but not limited to followings:

• Feedback from client

The Client Feedback Report regarding the project performance is updated for issues, escalations or concerns raised by the clients. The feedback also includes client appreciation of the service rendered.

• Project report & Template

Project reports and project tracking templates describing the project status such as issue log, Change Request Register, Client Satisfaction Survey Assessment template and Project Closure Report are updated. In short wherever and whenever the changes happened as a result of managing the client relationship, those reports and related templates are eligible for appropriate changes.

• Project records,

The records include minutes of meeting at the project status meeting, mails, memos, project correspondence with the client, Steering Committee Minutes of Meeting and some important discussion, etc.

• Lessons learned,

Lessons learned are documented for each issue faced with mitigating solution recommended during monitoring and controlling phase of the project. The Root Cause Analysis for the issue encountered, and the motive behind the mitigation plan implementation is documented for future reference. The lessons learned documents are updated as when required and finally summarized at project closure phase.

1.4.3.9. Project Documents Updates

The project documents those are updated but not limited to followings:

• Service Level Agreements, policies or contractual terms.

• Project Client Satisfaction Survey Assessment Tool ,

• Client Complaint Report,

• Issue log,

• Change log,

• Project schedule,

• Project communications,

• Project staff assignments,

• Quality control measures,

• Risk register,

• Cost forecasting and

• Requirement documentation. 1.5. Register Client Feedback, Lessons Learned and Updating Related Project Closure Procedures

In the Closing Process Group it's time to document the client feedback and project learning in the project repositories. Project team updates the client feedback or complaint report as when raised by the client during the steering committee meeting or after each major deliverable delivered throughout the project life. At the project completion stage in the Closing Process Group, the project team summarizes all such feedback and concerns into the project repositories under the Client Feedback Register. Project team also documents the mitigations, corrective measures and strategies implemented into the Client Feedback Register of the project for future reference. These learning curves the project team experienced can be a vital source of information and references for similar upcoming projects. The documentation is a very helpful guide for the performing organization to develop their competencies and capabilities. The documents are handy source of information for a similar project scenario in the future. Figure 1-14 illustrates the tools and techniques along with inputs and Outputs for Register Client Feedback, Lessons Learned and Updating Related Project Closure Procedures.

1.5.1 Register Client Feedback, Lessons Learned and updating related project closure procedures: Inputs

Figure 1-15 describes the data flow diagram for Register Client Feedback, Lessons Learned and updating related project closure procedures.

1.5.1.1. Client Relationship Management Plan

As we discussed so far the Client Relationship Management plan been referred and updated by the project manager as per the client's feedback and suggestions recommended. Project manager also modifies the Client Relationship Management plan with corrective strategies and mitigations implemented during the project development. The Client Relationship Management plan is one of the inputs for updating the Client Feedback Register for the major project deliverables completed. Lessons learned are documented in Client Relationship Management plan during the project life cycle and is summarized centrally under lesson learned section in the project history documents for future reference.

1.5.1.2. Project Management Plan

Project Management plan has been referred for Change Control Management for the strategies or changes recommended in the Client Relationship Management plan depending upon the nature of the Project Management plan. For a summary level Project Management plan, the Client Relationship Management plan is referred and updated. The detailed level Project Management plan includes appropriate inputs from the Client Feedback Register and other project learning in the area of scope creep, schedule management, changes in the communication model and changes in staffing & resource management, etc. The Project Management plan is the main document and hence referred for documenting the project history.

1.5.1.3. Project documents

Described in section 1.4.3.9.Project documents like Project Client Satisfaction Survey Assessment Tool (PCSSAT) Report, Client Complaint Report and Feedback on the project deliverables are the major sources of information constitute in updating the Client Feedback Register.

1.5.1.4. Client Feedback Findings & Analysis

The client feedback findings and subsequent analysis done during the project life cycle by the project team are vital inputs for updating the Client Feedback Register. Each feedback and recommendation suggested by the client are crucial for the project success hence it is very much important to address such issues raise by the client during the project progress. A successful project manager always gives at most importance to these factors and does a root cause analysis to the problem. Such analysis is important to decide the future course of action plan for the next deliverable. The project team in the closing phase of the project utilizes these documented analysis reports for updating the lesson learned repositories of the current project.

1.5.1.5.. MOM & Client Emails

The Minutes of Meetings of the Steering Committee, emails referring the major changes to the project, emails suggestive of serious decision taken such all mail communications are referred here for updating the project learning. This mail trail gives clues about the nature and working style of the client for future reference. The mails can help the next prospective project manager to understand the client's expectations and can plan the activities right from the start of the upcoming project.

1.5.1.6. Client Complaint Report/Escalation

As described in the section 1.4.1.5.The Client Complaint Report is updated, which is further used to update the Client Feedback Register. Figure 1-16 describes the Client Complaint/Feedback Register Template. 1.5.2 Register Client Feedback, Lesson Learned and Updating Related Project Closure Procedures: Tools & Techniques

1.5.2.1. Project Client Satisfaction Survey Assessment Tool

Described in Sectionl.1.1.1 the Project Client Satisfaction Survey Assessment Tool (PCSSAT) provides the client feedback on the project deliverables. The tool also provides comments and remarks as appropriate by the client against the tasks delivered. The tool gives a trend about the client satisfaction level with respect to the corrective measures taken by the project manager from time to time to maintain the desire expected output. Hence in the long run, the tool is important for the performing organization to understand the client needs and goals of the project. It also helps in arriving at the overall client satisfaction level for the project or collectively at the program or portfolio level. Thus it is helpful at the corporate level of the performing organization to redefine the business strategies for their clients as when needed.

1.5.2.2. Expert Judgment

Described in session 1.2.2.1. Experts are involved and consulted for the views and their analysis during the closing phase of the project. The experts are consulted for their understanding and review in documenting the lesson learned for project history repositories. Thus it's validating the content in lesson learning for intended clarity and uniformity of understanding among all the stakeholders within the performing organization.

1.5.2.3. Communication Methods

Described in Section 1.3.1.2. Communication methods are used for review or information gathering from SPOC associated with various departments with the project.

1.5.2.4.. Service Review Meeting

Described in section 1.2.2. Review meeting constitutes an important tool for procuring information regarding client feedback and suggestions on the project deliverables delivered. The discussion and summary of each steering committee review meeting are good sources of information for documenting the client feedback and actions taken by the project team. Moreover, it helps the team in formulating the details about client feedback on the services rendered. Review meeting excerpts are rich in lesson learning, and it is a handy tool in formulating lesson learned documents. 1.5.3 Register Client Feedback, Lesson Learned and Updating Related Project Closure Procedures: Outputs

1.5.3.1. Client Feedback Register Updates

The client feedback has enormous importance with respect to Client Relationship Management. The Client Feedback Register summarizes every valuable feedback, suggestions and complaints from the client with their appropriate mitigation plan deployed by the project team. The Client Feedback Register is a handy source of information regarding the intended expectations of the client from the project. It narrates the situations under which these issues being raised, addressed and mitigated. In short, it explains how the client expectations from the project are met as and when claimed by the client as a feedback or suggestion emerged from the Project Client Satisfaction Survey Assessment Tool (PCSSAT). Furthermore, it includes concerns and escalations raised by the client during the project execution, and during the Steering Committee held after every major deliverable throughout the project In figure 1-12 a typical Client Feedback Register is shown, which is updated by project team at the project completion.

1.5.3.2. Contract Closure Procedure Updates

As we discussed already there are some occasions the amendment to the Service Level Agreement leads to contractual amendment and alteration in the existing policy of the performing organization as appropriate to maintain client's expectations. The terms and conditions are redefined, which has emerged from the newly added criteria or elevating the existing SLA baseline in the contract as when required.

1.5.3.3. Administrative Closure Procedure Updates

The actions and activities are conducted to confirm the project met the client expectations. The amendments confirming all deliverables have been provided and accepted by the client. Moreover, validating the corresponding completion and exit criteria has been met. Project manager provides inputs to the administrative closure for an official closure of the project.

1.5.3.4. Enterprise Environmental Factors & Organizational Process Assets Updates

Organization Process assets, which may be updated, include, but not restricted to the followings:

• Formal Acceptance Documentation

New approved acceptance criteria are updated in the Formal Acceptance documentation. This document formally indicates that the client has officially accepted the project's products, services and deliverables as per the new terms and conditions amended. The acceptance means the project objectives are fulfilled, and the client is satisfied by the performance of the project team. Client has accepted the project officially.

• Project Files Update

Documents resulting from project activities such as Client Relationship Management like SLA agreement, Service Improvement plan, quality baseline and the Risk Register documents are updated along with other project files.

• Feedback from Client

As described already, the client feedback on the project completion is documented. Client appreciation letters and emails are added to the client feedback repositories by the project team at the project completion.

• Project Closure Reports & Template

Internal Project Closure reports and project tracking templates such as Issue log, Change Request Register, Project Client Satisfaction Survey Assessment Tool (PCSSAT) repository is updated on the project completion. All the changes happened and implemented as a result of managing the client relationship are recorded in the respective project report repositories. The templates followed during the project execution right from the project initiation till the project completions are updated by the project team.

• Project communication repository and record.

The records include minutes of meeting of the project status meetings, important mails, escalation mails, other critical project communications with the client, Steering Committee Minutes of Meeting and records of some important discussion, etc. are summarized at the end of the project. Furthermore, organization communication requirement or communication model changes are documented.

• Suggested changes for the improvement or modification in the existing procedure.

For example, changes for approving work authorization as per the client's geographical region and the culture are documented for senior management to work on.

• Suggestions with resected to the contractual and policy alteration decision are documented for top management to work on.

• Project issues leading the trigger of Service Improvement plan are highlighted in the learning sections for more improved services in the future.

• Enterprise environmental factor like organization culture, personnel administration

& training program, project management tools are referred for modifications and improvements from client perspective and in favor of the project.

1.5.3.5. Lessons Learned Updates

Lessons learned are documented for each issue faced with the mitigating solution implemented during the execution phase along with the post-implementation effect. The Root Cause Analysis for the issue encountered, and the motive behind the mitigation plan is documented for future reference pertaining to the similar problem. The lessons learned repositories are summarized and updated by the project team at the completion of the project is a good source of information for the similar project in the future. This may help the project manager to take the corrective measures in the planning phase itself to avoid such events in the development phase. The lessons learned are shared with other project management teams throughout the organization so that they also can get benefited. The knowledge and experience from one project benefit other projects across the performing organization. Organization thus keeps on updating and fine-tuning their project management competency & capabilities from the learning curve to arrive at the best practice.

1.5.3.6. Project Documents Updates

Described in Section 1.4.3.9.The project documents with respect to client relationship management are updated for project history and for future reference.

END

Claims

The invention claimed is:

1) The Project Client Relationship Management is a systematic, client centric, iterative approach to develop, improve the project client relationship throughout the project life cycle; from the project initiation, planning, execution, monitoring& controlling until project closure phase, including: measuring of Client Satisfaction Index value after every milestone delivered during the project execution; and maintaining the optimal client satisfaction level by fulfilling the client expectations from the project as per the contractual or service level agreement signed between the client and the service providing organization.

2) The Project Client Relationship Management of claim 1, comprising:

Designing, planning, implementing, monitoring& controlling the Project Client Relationship Management plan.

3) The Project Client Relationship Management of claim 1, comprising:

Designing of Client Satisfaction Survey Assessment Tool (CSSAT) including:

a) Reviewing and discussing the Client Satisfaction Survey Assessment Tool (CSSAT) template, client's feedback, suggestions, complaints or appreciation of the previous project or deliverables,

b) Designing or modifying the Client Satisfaction Survey Assessment Tool (CSSAT) template content by the project manager with the client and consulting Subject Matter Experts,

c) Adding and altering parameters in the Client Satisfaction Survey Assessment Tool (CSSAT),

d) Defining the Client Satisfaction Survey Assessment Tool (CSSAT) development process and the workflow.

4) The Project Client Relationship Management of claim 1, comprising:

Planning of Project Client Relationship Management, including:

a) Planning & designing a comprehensive strategy to achieve desired client expectations and project goals,

b) Plan Project Client Relationship Management plan.

5) Project Client Relationship Management of claim 1, comprising:

Develop Project Client Relationship Management plan, including:

Implementation and execution of the strategies and mitigation plan as modified in the monitoring & controlling phase to improve the project client relationship during project development phase. 6) Project Client Relationship Management of claim 1, comprising:

Monitoring &controlling client relationship management, including:

a) Monitoring and controlling Client Satisfaction Index value for the deliverables delivered as defined in the Client Relationship Management plan,

b) Updating the Client Complaint Report,

c) Measuring the client satisfaction parameters during the client satisfaction survey after each milestone completed and are iterated for subsequent milestone ahead for intended improvement,

d) Modifying the strategies and the mitigation action plan as defined in the Client Relationship Management plan depending on the expected outcome during the project development phase,

e) Re-examination and altering the strategies depending on the client suggestions or the feedback after each major deliverable during the project development.

7) Project Client Relationship Management of claim 1, comprising:

Register client feedback lessons learned and updating related project closure procedures, including:

a) Registering the overall client feedback, suggestions, grievances or complaint from the client for the project or milestone completed,

b] Documenting lessons learned, and project history in the project repositories for future reference.

8) The Project Client Relationship Management claim 1, comprising:

a) Method of measuring Client Satisfaction Index Value for the project.

9) The Project Client Relationship Management claim 1, comprising:

a) Method of measuring Client Satisfaction Index value for programsfgroup of projects] or portfolio(group of programs),

b) Designing of the Client Satisfaction Assessment Program/Portfolio Summary Register template for summarizing the Client Satisfaction Index value for project and programs (group of projects) and portfolio (group of programs).

10) The Project Client Relationship Management claim 1, comprising:

a) Defining and designing of the Client Complaint Report Template,

b) Defining and designing of the Client Complaint Feedback registration Template.