Purpose
The purpose of this procedure is to provide guidelines for ensuring Client satisfaction with the Bureau’s project delivery.
REFERENCES
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RESPONSIBILITIES
Project Manager (PM): The Project Manager assumes primary responsibility for ensuring Client satisfaction with the project delivery.
Project Delivery Team: The entire Project Delivery Team is accountable for placing the highest priority on Client satisfaction.
Program Manager: The Program Manager is responsible for assisting the Project Manager, as needed, in resolving any issues that could jeopardize the Client’s satisfaction with delivery of the project.
Client Representative: The Client Representative is the person designated by the Client Department to liaison with the Department. In most cases the Client Representative should be granted authority to make certain decisions and provide recommendations on project direction on behalf of the Client Department.
PROCEDURE
Virtually all projects shown in the Program Master Schedules are delivered for a Client Department. Client satisfaction is essential to the successful delivery of a project. The Program Manager and Project Manager, as well as all Bureau of Engineering staff involved in the project, should work to ensure that the Client is satisfied with the delivery of the project. Whenever possible, the Bureau should exceed the Client’s expectations by delivering a quality project ahead of schedule and under budget.
Client satisfaction begins with communication. The Program Manager and Project Manager should know their counterparts in the Client’s organization and keep them regularly informed on the progress of their projects. Developing partnering relationships helps to ensure that the project delivery meets the Client’s needs and expectations. However, it is important to note that although communication between Bureau and Client Department staff is encouraged, all changes, approvals, and directions should be provided by either the Project Manager or the Owner’s Representative.
Meetings or workshops should be held throughout the pre-design and design phases of the project to achieve and maintain early buy-in to the project concept, scope, budget and schedule. This approach will help ensure that the delivered project is usable, operable, maintainable, and that it meets the Client’s expectations.
While the Project Manager is the primary Bureau representative responsible for Client satisfaction, every person interacting with the Client, at any level in the Client’s organization, must ensure that the highest regard is given to the Client’s concerns and that any requests are responded to quickly and professionally. Of course, all communication with the Client must be courteous and professional.
The following steps are key to ensuring that the Client is satisfied with the Bureau’s project delivery efforts:
Treat the Client with the highest respect.
Speak on a personal level frequently with the Owner’s Representative.
Use e-mail to supplement verbal communications.
Work closely with the Client during scoping to ensure that expectations are accurately captured.
Make sure the Client knows clearly, the schedule and budget for the project.
When major changes or problems occur, the Client must be told immediately.
Provide whatever support the Client needs when moving the project through City approval processes.
Bring potential problems to the attention of the Program Manager, as needed.
Every effort should be made to deliver projects ahead of schedule whenever possible, which usually results in savings.
On a regular basis, ask the Client if they are satisfied with the project delivery.
If the project wins recognition of any type, include the Client in the acknowledgement.
RELATED PROCEDURES
LINKS / ATTACHMENTS
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