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Client Care Level 2 - Coggle Diagram

- - - - • The business strategy looks at selling the complete services of Project management consultancy, Principal contracting and Cost consultancy all under one name. This enables consistency for the client and ensures best value for money
      - • Focus on client care is very important within the business strategy.
  - - - Dealing with a complaint from a client
        
        1) Acknowledge receipt of the complaint
        
        2) Notify the appropriate person in the firm, complaints handling manager
        
        3) Appoint a person to carry out an investigation
        
        4) Identify the outcome and course of action to rectify
        
        5) Formally respond to the client, communicate outcomes and course of action for correction
        
        6) If the client is still unhappy, they have right to refer to independent dispute resolution
        
        7) Communicate the lessons learned internally
        
        8) Review at a predetermined date in the future
        
        9) Inform the PI insurers of the complaint at each stage of the process
      - How can complaints be avoided in the first place?
        
        1) Setting out clear expectations in the scope of service and appointment documents
        
        2) Communicating clearly and effectively with the client and other stakeholders
        
        3) Put everything in writing to ensure there is always documented evidence should a complaint arise i.e. meeting minutes
        
        4) Follow company procedures and policy including quality assurance processes
        
        5) Follow RICS standards, professional statements and guidance
        
        6) Seeking feedback and resolving issues as they arise
      - How should you respond to Client feedback
        
        The feedback should be formally recorded
        
        If obtained through a customer satisfaction questionnaire or the like then this will form the formal record
        
        If the feedback is verbal then a formal record should be made
        
        If the feedback is negative then it needs to be verified and the necessary course of action taken depending upon the actual feedback.
        
        If a formal approach is required then the company procedures should be followed
        
        It is also advisable to ensure that feedback is collated in a formal way and fed back into the company through some form of lessons learned
  - - - 2) Well presented
      - 3) Respectful
      - 4) Friendly and enthusiastic
      - 1) Well mannered
    - - 1) Learn about your client and their objectives
      - 2) Only act within your level of competence
      - 3) Always act in a professional manner
      - 4) Always provide a high level of service
      - 5) Be transparent
      - 6) Being always open and honest
    - - 1) The feedback should be formally recorded in some way
      - 2) Share the positives and discuss how negatives can be improved upon
      - 3)If the feedback is negative, then it needs to be verified and the necessary course of action taken to correct going forward
      - 4) Ensure the feedback is fed back into the company through the lessons learned process
      - 5) Review the improvement in 6 months or another suitable period
    - - 1) Agreeing on strategy, goals and timelines
      - 2) Being open & honest always
      - 3) Offering advice and direction within the scope of service
      - 4) Being a good listener and understanding expectations
      - 5) Regularly communicating and addressing problems directly
    - - Ensuring the Brief is comprehensive and that the PEP captures this information
      - Update the PEP at regular intervals throughout the project
      - Holding interviews at the end of the RIBA stages to analyse performance of client objectives - if targets have been missed, how will they be rectified (VE for an over-budget scheme)
      - Lessons learnt workshop - capture experiences and ways to improve in the future
    - - Consider all available options - use the consultants in your team to assist with this
      - Analyse each option - pros and cons against the client's objectives
      - Make recommendation - justify reasoning for acceptance and rejection of each option
      - Give the client time to think through each option
      - Assist with any queries
    - - The key element is to be honest, open and transparent
      - Consider the pros and cons of each option and review these with the client, and how they align with the client's goals
      - Give the client time to process information and guide them through the project so that they understand their roles and responsibilities
    - - The level of experience influences the way in which you manage / treat clients. It all depends on the individual scenario
      - Those that are experienced you are able to provide facts to in order to allow them to make decisions
      - Those that are less experienced require further detail to be provided, and would often require the presentation of various options and explanations
    - - Honesty
      - Transparency
      - Learn about and understand the client
      - Act within your competence
      - Be professional
      - High standard of service
- - - - Key Performance Indicators. These can be used to measure supply chain performance or can be used to benchmark business performance against others. Examples include
        
        1) Number of defects/snags
        
        2) Construction cost overrun
        
        3) Achieving programme milestones
        
        4) Profitability
        
        5) H&S scores
        
        6) Environmental scoring
        
        7) Use of local labour
  - - - • My emphasis was to ensure as much face to face engagement as possible either through workshops or weekly progress meetings. I found that by minimising the emails or video calls, this ensured that the client had confidence myself and my team were always there to help or assist as required.
      - • I ensured that any written dialogue was always short and concise. Anything that was technical or required a length explanation was done either on the phone if it couldn’t wait until the next available meeting.
  - - - • Developed a stakeholder plan & RACI Matrix
      - • Consulted early and often where possible
      - • Always using the right language and not trying to over complicate or using technical jargon
      - • Always communicating in the right setting which generally should be face to face and if not then via the phone
      - • Always actively listening to sure you have understood the client
- - - - • Site progress including progress dropline and photos
      - • Cash flow forecast
      - • Project Risks
      - • Expected Variations
      - • H&S performance