Blog:

Editors Note: Fed up of pulling your hair out with clients constant changes and demands then read on. Rob Mills, a web project manager and author, outlines some key strategies for helping you manage tricky clients.

The client isn’t always right. There, I said it. I know this to be true because I have worked with clients who have been wrong, this is OK though, in fact it is inevitable, but of course there are many times when the client is right and does know best but this article isn’t concerned with those instances.

The Two Cases

1. The clients ideas aren’t appropriate for the project
2. The client is making demands beyond scope/budget

Both cases bring with them different challenges and problems but the solution for both is simply managing client expectations.

The first thing I think project managers, design teams and anyone dealing with clients needs to accept is that it is OK for clients to be wrong and it is OK to admit that. By failing to acknowledge that we simply become yes people, nodding dogs agreeing to things that will ultimately be detrimental to the project.

After all, we have been hired for a reason, our knowledge, experience and expertise. If there is a reason why the main colour of the website shouldn’t be green, then say so. If the client insists that no audience research is needed as they did some in 1993, then insist that they should reacquaint themselves with their audience as times have changed and therefore it is likely their audience have.

Saying no is scary as you don’t want the client to pull the plug on the project and vow never to work with you again. But what happens if you keep saying yes and end up with a website that doesn’t look too great, is difficult to use and targeted at completely the wrong audience?

I’m sure the client would prefer you to say no earlier in the project than read some of the feedback they are likely to get on their website if you action all their requests or allow for new requests meaning the site will never be launched anyway!

Back to the two cases mentioned above.

The Client Idea is Bad Idea

The saying goes that there is no such thing as a bad idea. I think we can all think of an example to disprove that theory.

Let’s not forget that clients offering ideas are enthusiastic about the project so all ideas should be listened to. They may not always be what is best for the project though so how we communicate that without being kicked off the project is the challenge.

Don’t just say, we know best so we’ll do as we please. It is their site and they are paying you. Instead, explain your opposing view but crucially, have rationale to support this, case studies, testimonials, examples of other sites, whatever supports your point. Sometimes clients respond better to visual evidence.

Similarly, don’t be pushed into something you feel strongly against. You are the experts, it is why you have been hired in the first place. If a client persists, try to come to a compromise. It depends what the idea is. If it is more concerned with design then chances are, your instinct is right so follow that.

If you do opt not to incorporate their ideas in the final design, my experience tells me that they will thank you for it once the project is finished.

Their Request is Unreasonable

We’ve all been guilty of it I’m sure, yes we can add in a whole new section even though the site map has been signed off.

That is the second case, clients requests that go beyond the agreed project scope. As a Project Manager, scope creep is one of the biggest and most common issues I am faced with. Part of the solution is to be so transparent from the beginning that such requests won’t even be made, but that’s often an ideal expectation.

Explain your process in the request for proposal or functional specification documents, reiterate it again at the kick off and provide a written copy of timescales and deliverables, both for you and for the client. Also make it clear what has been agreed with sitemaps and sign off documents, as part of this, have it in writing that anything completed beyond what is stated in the document will have implications for both the timescales and budget.

Here’s a line of text I often use in proposals, feel free to adapt it to your own needs:

Any additional work that is both requested after signing this agreement and deemed beyond scope, will impact on costs and deadlines. All additional work will be costed and only completed upon signing of a revised project document.

Refer to this document throughout the project so they can easily see where you are in the process, what has been achieved and what is coming next.

When a Request is Made

Before you start moaning about unreasonable clients I think it is always fair to consider the request. Then moan. No, consider it and make an honest decision. If it is something that can be implemented quickly and without much resource it might be easier to action the request than go through the process of explaining why you won’t. This approach does open you up to the client expecting you to say yes again though.

If you do say no, explain that it is beyond the agreed scope, and use previous project documents as evidence if needed. Try to turn a negative into a positive. Inform the client that their idea is great but as you have already signed off the sitemap, perhaps you can note their suggestion for a phase 2 or retainer.

The important thing is to be realistic as to what can be achieved with the launch date in mind. If there are many requests maybe you could compromise and implement the 3 or 4 most essential.

Managing this process is also made easier if there is one main contact from the client’s end. Receiving feedback and requests from a whole team at different times will only delay the project. Clear and open lines of communication between the project lead/manager and delegated client contact will ease the process. Ultimately be clear as to what you are delivering and when and what you need from the client in order to hit these deadlines.

Collaboration

Any project is a collaboration so all involved need to play to their strengths. Clients know more about their business than project teams ever could. They should also know more about their audience. Design teams on the other hand will be strongest to make decisions about visuals, usability, content and the like.

Don’t forget, it is OK to say no. In my experience, clients will be grateful and respect you more for it anyway.