Seven Master Principles of Expectations Management

Now that you have a good feel for the breadth of managing expectations, you can understand the value of many key project planning and project control fundamentals. Before we do a quick encapsulation of those items and then delve into two other powerful tools for managing expectations—requirements management and kickoff meetings—let’s look at the seven master principles that drive all expectations management activity:

1. Get buy-in—Whether it’s the critical success criteria, resource and time commitments, or individual work assignments, invest the time and energy to gain their trust and to make sure you have genuine buy-in from the affected parties. This is why effective planning is a must.
2. Take care of business—This is the “blocking-and-tackling” fundamentals of project management. Set your baselines, manage to them, and properly handle and communicate any variances.
3. Communicate the big picture—With the end goal in mind, clearly sell the vision on where the project is going, what the targeted solution will be like, and why each work assignment is important. People want to know “why” and understand the importance of their role.
4. Listen and be alert—If stakeholders are not on the same page or have unstated expectations, there are always cues and signals. Look and listen for them and make it a priority to deal with them quickly. When we discuss managing requirements, probing for unstated expectations will be a key focus.
5. Take their perspective—We discussed leadership its importance is worth re-emphasizing. This ability is a mainstay for effective expectations management, and it empowers you to anticipate the needs and concerns of your project stakeholders. It also drives a flexible mindset that allows you to adapt approaches, plans, and specifications to best meet the situation at hand.
6. Never assume—This key principle needs constant attention. Many don’t realize the assumptions they are working under until it is too late. To help you avoid assumptions, keep the following in mind:
   • Err on the side of overcommunication.
   • Always set context for all your communications.
   • Constantly confirm understanding.
   • Clearly communicate what is expected from each team member.
   • Continuously reset expectations.
   • Verify whether you have the correct solution to meet the project’s objectives (rather than just validating documented requirements).
7. Understand priorities—There are always many stakeholders, often with their own distinct views of the world and sets of priorities. Although you always aim to find compromises that appeal to the entire group, it is important to understand the decision-making process and whose voices have greater influence and priority. In particular, always be very clear on who controls the budget for your project.