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    <title><![CDATA[Discussion on Manage expectations with IT consulting clients ]]></title>
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        <title><![CDATA[Only in part ...]]></title>
        <link><![CDATA[http://www.techrepublic.com/forum/discussions/102-327772-3265975]]></link>
        <description><![CDATA[I'd say it's really more about agreeing what's important, why it's important and how important it is  ... and then communicating what's really happening.After all, you can't make sure things happen. The best you can do is work towards it happening.]]></description>
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        <dc:creator><![CDATA[PMPsicle]]></dc:creator>
        <pubDate>Wed, 24 Mar 2010 07:26:48 -0700</pubDate>
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        <title><![CDATA[Goes without saying ....]]></title>
        <link><![CDATA[http://www.techrepublic.com/forum/discussions/102-327772-3265973]]></link>
        <description><![CDATA[unfortunately, not everyone has heard your opinion previously.(Nope, you weren't clear on it. But you're forgiven.  )]]></description>
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        <dc:creator><![CDATA[PMPsicle]]></dc:creator>
        <pubDate>Wed, 24 Mar 2010 07:19:29 -0700</pubDate>
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        <title><![CDATA[Thanks, Glen]]></title>
        <link><![CDATA[http://www.techrepublic.com/forum/discussions/102-327772-3265358]]></link>
        <description><![CDATA[I meant the last two sections to apply in both directions.  Perhaps I wasn't clear on that.]]></description>
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        <dc:creator><![CDATA[Sterling "chip" Camden]]></dc:creator>
        <pubDate>Tue, 23 Mar 2010 09:12:56 -0700</pubDate>
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        <title><![CDATA[Excellent article!]]></title>
        <link><![CDATA[http://www.techrepublic.com/forum/discussions/102-327772-3264632]]></link>
        <description><![CDATA[Really good article, Chip. As a project management consultant, I live managing expectations.Couple of points, however. As you got to the bottom (Give And Take, and Insist On Respect) you seemed to focus on the client missing on the expectation. But expectations are a two way street. You, as a consultant, have expectations of the client (in total and in part). But the client also has expectations (both of you and the work you are doing).Unfortunately s**t happens. On both sides. Respect (and Give &amp; take) must go both ways in order to form a solid basis of an agreement. And without respect on both sides, you can't create empathy and the understanding which is necessary for resolution and forgiveness.Other than that, excellent and spot on!Glen Ford, PMPhttp://www.TrainingNOW.cahttp://www.LearningCreators.com/blog/]]></description>
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        <dc:creator><![CDATA[PMPsicle]]></dc:creator>
        <pubDate>Mon, 22 Mar 2010 09:18:07 -0700</pubDate>
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        <title><![CDATA[You're right]]></title>
        <link><![CDATA[http://www.techrepublic.com/forum/discussions/102-327772-3264604]]></link>
        <description><![CDATA[It's about agreeing on what's really important and making sure that happens.Thanks for the additional idea!]]></description>
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        <dc:creator><![CDATA[Sterling "chip" Camden]]></dc:creator>
        <pubDate>Mon, 22 Mar 2010 08:57:05 -0700</pubDate>
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        <title><![CDATA[Managing expectations isn't just saying &quot;No&quot;]]></title>
        <link><![CDATA[http://www.techrepublic.com/forum/discussions/102-327772-3264459]]></link>
        <description><![CDATA[As always, Chip, another balanced and informative article.  You did mention but not emphasize sufficiently in my experience the importance of first understanding what the client actually does expect.  I'm glad you didn't fall into the common trap wherey too often &quot;managing expectations&quot; is interpreted as merely saying &quot;No,&quot; which frequently is a kneejerk reaction, often occasioned by not understanding adequately what the client does want.  Kneejerks by definition seldom are appropriate.  Truly managing expectations includes satisfying them too.By the way, there's a related issue that occurs when you work as part of a larger organization and the person making promises to the client is different from the person who has to fulfill the promises.  That's so big it's a topic for an article of its own, or two (dozen) additional articles.]]></description>
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        <dc:creator><![CDATA[robin@...]]></dc:creator>
        <pubDate>Mon, 22 Mar 2010 03:42:12 -0700</pubDate>
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    <item>
        <title><![CDATA[RE: Manage expectations with IT consulting clients]]></title>
        <link><![CDATA[http://www.techrepublic.com/forum/discussions/102-327772-3264458]]></link>
        <description><![CDATA[Point 3 - Document. Couldn't agree more. I moved from a British law country (NZ) to a Roman-Dutch law country (RSA) In the former, intention is paramount; in the latter, &quot;if it's not in writing, it never existed&quot; Or as the Romans used to say &quot;Caveat emptor&quot; (Beware, buyer) and &quot;Ignorantia iuris haud excusat&quot; (Ignorance of the (written)law isn't a real defence)  I inherited a partly done job, then was held to ransom by a client who insisted that this, that and the other had been promised by my predecessor. Of course, he was leveraging my ignorance of the fact he had no evidence to prove his assertions.But I learnt fast.....]]></description>
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        <dc:creator><![CDATA[DesD]]></dc:creator>
        <pubDate>Mon, 22 Mar 2010 02:22:42 -0700</pubDate>
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        <title><![CDATA[Blind spots]]></title>
        <link><![CDATA[http://www.techrepublic.com/forum/discussions/102-327772-3264083]]></link>
        <description><![CDATA[Thanks!  Yes, a lot of what I said falls into the category of &quot;should be obvious&quot; but often isn't put into practice.]]></description>
        <guid><![CDATA[http://www.techrepublic.com/forum/discussions/102-327772-3264083]]></guid>
        <dc:creator><![CDATA[Sterling "chip" Camden]]></dc:creator>
        <pubDate>Sat, 20 Mar 2010 10:20:12 -0700</pubDate>
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        <title><![CDATA[RE: Manage expectations with IT consulting clients]]></title>
        <link><![CDATA[http://www.techrepublic.com/forum/discussions/102-327772-3263965]]></link>
        <description><![CDATA[Thanks Chip for the pointers for managing expectations. Put nicely. I have faced many of these issues being sort of an internal consultant. Though no rocket science, it makes a lot of difference when one is aware of the blind spots and acts on them.]]></description>
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        <dc:creator><![CDATA[sukanta.bhatt@...]]></dc:creator>
        <pubDate>Fri, 19 Mar 2010 21:31:40 -0700</pubDate>
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        <title><![CDATA[Ironically...]]></title>
        <link><![CDATA[http://www.techrepublic.com/forum/discussions/102-327772-3263577]]></link>
        <description><![CDATA[I was a day late delivering this article to my editor, the excellent (and patient) Mary Weilage.  But at least I sent her a message yesterday so it wouldn't come as a surprise.]]></description>
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        <dc:creator><![CDATA[Sterling "chip" Camden]]></dc:creator>
        <pubDate>Fri, 19 Mar 2010 11:30:15 -0700</pubDate>
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