1. The sales handoff
The sales handoff is when your sales team hands off a new customer to the customer success team. Project managers, or in some cases, CSMs, have to run projects with these new customers.
The most common problem that occurs here is the lack of context transferred over. If this information is transferred over and in a timely manner, it can ease the work of the project manager/CSM and increase the experience of the customer.
If there isn’t a handoff process for your internal teams, suggest putting one in order. Different companies with different sizes do it in different ways; but I recommend finding a platform that keeps this process organized. A poor project can be costly and your project managers/CSMs will save your organization by getting the delivery right the first time.
To read more about the sales to delivery handoff, click here.
2. Keeping everyone engaged and on task
This one of the biggest project management pain points. The number one cause of project failure is keeping everyone engaged. Have you ever had to constantly ask someone for something over and over again? It’s tedious, nobody wants to be that nagging person, and it’s time-consuming. One thing we all know is that if you can save time, you can save money.
This mainly goes for customers, but it also can be about internal teams. 33% of projects fail because of a lack of involvement from senior management.
The solution is to automate those manual reminders. There are plenty of solutions out there that manage tasks like that. If you’re using spreadsheets and give everyone access, you can see the status, but you’re still spending time on those reminders. If you’re looking for a platform, I suggest a client onboarding and project management one.
In my eyes, as a CSM, client onboarding platforms are great for project managers because they allow for those external teams to come in. This means that not only will project managers use the platform, but the customer does as well. A cohesive delivery requires partnership and client onboarding tools leverage technology to build partnership, direction, and transparency in a project to keep everyone on task.
To read more about customer engagement, click here.
3. Constantly having to give status updates to internal teams
My favorite phone call would always come at 7am from the sales account executive I supported in the Midwest. He’d be calling me with his hair on fire asking me for the status of an implementation because the executive sponsor was asking him for one. CSMs and project managers constantly have someone asking for updates. Maybe it’s their boss, the sales rep or sales leadership, or it could even be other key members working on the project; project managers are constantly required to give updates. This can be tiring, stressful, and often inconvenient––I’ve been there (and have experienced all of these project management pain points)!
Wherever you organize your projects, let everyone have access and be transparent about what’s going on. If you’re running behind on a project or even ahead of schedule, let the right people know! Keep a record of it in a system everyone has access to and automate your updates if possible. By creating a communication pattern, you are proactively answering questions before they get asked. This way, less people are asking where you’re at in a project, and they can look for the updates themselves.
To read more about project status updates, click here.
4. Not being able to account for your time
To read more about managing project time, click here.
5. Scope creep
You may have heard this term before. If you haven’t, scope creep is when the scope of the project gets bigger than originally planned. Here’s what that sounds like: “Great, we’re almost done. Can you add this for me? And then this too? And then do this?” Here’s a full definition and some examples.
If you are familiar with it, you probably shuddered when you first read the words, scope creep!
How to avoid it? The best advice I can give you is this:
First, lay out the project with those involved from beginning to end with clear expectations, deliverables, and milestones. Each project must have a clear path to its completion.
Tracking time and showing your customer how you’ve spent your time at the beginning of every call can help keep the project on task. For example, “You have purchased thirty hours and we have used twenty-five of them. For the remaining five hours, we plan to use them this way…” This practice will help the customers see how their requests are impacting their deliverable and will help them think through what work they ask you to do.
Lastly, identify where scope creep has potential to occur and make a plan for what to do when that happens. Scope creep usually occurs with trivial tasks that aren’t a high priority. An example plan can be agreeing that if you’re going to go down that rabbit hole, a new project has to start. These phrases can help prioritize what’s important if scope creep starts to occur:
- “If we do this, then we cannot do (insert previously planned task).”
- “By adding this we will need to remove something else.”
- “Is this request more important than what we previously scoped?”