Sie jonglieren mit Kundenanforderungen und Projektbeschränkungen. Wie entscheiden Sie, was Vorrang hat?

To determine what takes precedence, it is important to first assess the impact of each demand or constraint on the overall project. Considerations include deadlines, budgets, scope changes, and potential risks. Additionally, communication is crucial as it aligns expectations and allows for informed decisions to be made with clients and team members. When you evaluate which demands or constraints have the greatest impact on project success, you can prioritize tasks according to their significance and meet the needs of all stakeholders.

We must first assess if the client's demand/s is/are contractual or not. Although the client's satisfaction is the ultimate goal of the project management team, still the primary point of contact need to communicate if the client's requirement is within or already out of the contractual scope of the contractor. If it's within, then the contractor must be pushed to comply and complete its deliverables per the agreed/approved schedule and quality. Otherwise, the client should be enlightened if its wants will require design changes and or additional costs and time extension.

The Client always comes first. All though some clients are harder to work with than others, they are the ultimate reason you have a project to build. Good clients understand project constraints and are willing to work with you to get through them. Having a Team type culture is key. That allows both the client and your business to end up with a successful and profitable project.

Juggling client demands and project constraints should be a balancing act. It’s essential to weigh client needs against the constraints of the project’s scope, budget, time factors, quality, and risks. Ideally, clients should be involving specialist consultants at an early stage, enabling these experts to invest the time and effort necessary to achieve the perfect balance. However, the challenge lies in reaching this balance through planning, coordination, and effective communication between all parties. Bringing these professionals on board from the concept stage can result in long-term savings and significantly reduce potential headaches as the project progresses, ensuring that the client’s vision is realized within project constraints.

Project scope with timeline / budget and battery limits - all three go together - leads into client needs ultimately: Scope - what the client pays for - his needs is a nice to have list. The variation order covers his additional needs. Timeline Budget

Refer to the project scope to ensure client demands fit within the established boundaries. Use it as a guideline to determine if requests are feasible or require adjustments, such as change orders that could impact budget and timeline. This helps balance client needs with project constraints.

The project scope and it's successful completion derives your managerial skills . We need to respect clients but it doesn't come free of cost and time Always keep deep focus on proper documentation and keep chasing to close variations on regular intervals

Both Client's and Projects are important, I make sure to meet and take action depends on the urgency requires. Review the demands based on time frame then take action.

Les contraintes budgétaires doivent être détectées dès le début avant la signature d'un contrat, une étude technique sous contrainte budgétaire doit être présentée au client pour validation avant de passer aux étapes suivantes

Everything usually gets back to this .you have to keep this in mind while working in all phases and make sure that it matches with client wishes

The three triple constraints on the project is of utmost importance. Time is the essence of the Contract but if we monitor cost from the initial phase we will be within our budget.

I am sure we have all heard the phrase 'money no object' which translates to 'you are willing or able to spend as much money as necessary' which might be a long lost fantasy for so many of us. But in the real world here, we have something known as a budget, we all make one, unknowingly, in our minds each and every day. Similar to our lives, a project will always have some or the other budget constraints embedded within it. When a client requests for a change, it usually comes at a cost which we are obliged to discuss with them and then proceed further. If the client agrees, we would go on to dialogue with our suppliers and subcontractors, or we would need to find creative and innovative solutions which will keep the client content.

Todo proyecto nace con unas expectativas iniciales "T0" que están lejos de ser el resultado final. Una de los ejercicios básicos de un Project Manager es analizar las desviaciones en tiempo que podrán originarse de los cambios que a su vez tendrán mayor importancia según vayan llegando a "T1" (tiempo de comenzar con la licitación de la obra o contratación de la misma) dado que restará calidad al proyecto pudiendo causar precios contradictorios debemos ser cautelosos y aconsejar al cliente en que momento se debe de establecer las premisas del proyecto final a riesgo de no comenzar en tiempo o perder calidad en la descripción del proyecto.

When a client asks for changes, it's essential to figure out how these will impact the project timeline. Start by reviewing the schedule, evaluating the resource availability and cost implications of the proposed changes. If the changes can be accommodated without delays, update the project schedule accordingly. But if delays are inevitable, preparing a detailed report outlining the new timeline, costs, and any associated issues should be relayed to the client effectively. Communicating transparently with the client, providing realistic revised timelines, and maintaining regular progress updates is the key to resolving this. Managing expectations effectively ensures a smooth project execution, even with additional client requests.

'Time and ride wait for none' a simple statement with a gigantic impact. No one likes to wait for anything these days, especially something that they have paid for. Scheduling is an important aspect for any project. Creating a realistic timeline and keeping all the project stakeholders including the client informed about it solves more than half of your problem in the first place. Now whenever there is a change happening to that timeline, we would have to analyse its effect on all the parameters, have a clear and transparent discussion about it with the client and then if they agree, go ahead and implement it while keeping them in the loop about the progress and any potential delays in the project cause of that change.

En fait toutes fonctionnalités supplémentaires ou modifications doivent être gérées avec prudence sous un avenant contractuel indépendant, faudrait bien comprendre le pourquoi de ces modifications ou fonctionnalités supplémentaires ?? 1-Si c'est dû à des contraintes techniques qui risquent de faire couler le projet ou bien 2-sans vision claire ? Dans le premier cas fournir le meilleur délais pour contribuer à la réussite du projet Deuxième cas, revoir les besoins des clients, chose qui n'a pas été bien faite dès le début

in my experience, the key is to collaborate with the Client and engage with the key stakeholders to get a sense of responsibility and consider the timeline when they communicate additional changes

I clearly remember something someone once told me about quality, 'cry once if expensive, cry multiple times if cheap' which means you only complaint once if it is expensive but the quality is outstanding, but you might complaint continuously about something not good in quality but cheaper in price because it does not work as intended. With all the other constraints in mind, monetary, time etc. if we comprise on quality, it would probably be the worst decision of our lives. Innovation becomes very important in such cases where we cannot compromise on quality but would still need to adhere to a specific timeline and budget. Convincing the client about the importance of quality in their project is the best service you can do for them.

Never compromise on quality. Reputation matters more. Sometimes the client might insist on going for a lower quality product in order to save money or time and sometimes both. It is our duty to explain to them that it is better to spend a bit more initially rather than to spend and wait more time in order to fix the issue because they will face it when there is compromise on quality.

No es negociable la calidad las especificaciones deben respetarse todo el tiempo no es permisible el aceptar malos trabajos

La experiencia del cliente con la obra terminada es por muchos años. Terminada la obra y transcurrido cierto tiempo nadie se acordara si se gasto un porcentaje mas en adicionales de materiales y de tiempos, pero una obra con problemas de calidad o fallas ocultas que salen a la luz al poco tiempo si será recordado siempre.

Risk management include all above actions as it reflects on project scope, project time line & project budget also it will lead to another path for the project if the client requests can't implement on the original project plan.

Risk management is linked with the other #5 points. Before starting work, it is advised to check the risk management and bring it up to the client if any is found. It helps you to find the solution as you will have a timeframe to solve it when things are planned properly.

Risk management is one of the most valued interest despite of all other achievement. If don't manage risks taken by the company for sake of your client, then the project at large is at risk. Hence NO JOB.

Risk management is critical in construction, where every decision involves potential risks like safety concerns, delays, and increased costs. Prioritize safety, assess how client demands impact timelines and budgets, and plan contingencies to mitigate these risks. Always keep the big picture in mind, balancing short-term challenges with long-term project success.

To decide what takes precedence, assess the impact on project goals, prioritize tasks that align with client objectives, and consider the urgency and resource availability. Balancing client needs with project constraints requires clear communication and setting realistic expectations.

I'd reduce each down to a priority list by asking myself these questions: 1. What is the requirement? 2. Is it time-sensitive? 3. What are the impacts? 4. What are my resources? 5. Any options/alternatives? Once the information was known, I'd effectively act on priorities, and communicate accordingly with my decisions.

Take the customer that has a deadline if the is the deadline changes go to the closest one you can get done never be favored cuz it's evil

You just can't point 2 terms and ask what takes presedence, it mostly depends what is more important at the moment and what is crucial for project. You separate problem or point then analyse impact on project time and cost then speak to client trying to negotiate impact of you listen to them or you honor the project.

Here’s an example of how attention to detail saved a project: During a large-scale construction project, our team encountered unexpected soil conditions that threatened to delay the foundation work. Instead of rushing ahead and risking structural issues, we paused, consulted with geotechnical experts, and redesigned the foundation. This proactive approach not only ensured the safety and integrity of the building but also reinforced our commitment to quality and client satisfaction. In construction, it’s the small decisions that often make the biggest difference. Always prioritize thorough evaluation over shortcuts.