Issue link: https://htpgraphics.uberflip.com/i/392122
32 Communications Communication with the client takes two forms – the formal project communication at meetings and in written reports, and informal communication in between. Both are important. Your project plan must include formal project meetings. At these you will report on progress against plan, remind the client of forthcoming activities and draw attention to any issues that may affect the future work. You can hold project meetings at regular intervals, and you can also call special meetings when you reach a particular milestone or achieve a key output. Progress reports may coincide with meetings, be sent shortly before the meetings or occur outside the meeting cycle. In general, short but frequent meetings are the most effective. There is no rule that requires a meeting to last an hour. However the meetings should always be held at a frequency and to a depth with which the client is content. Always keep the client informed! Outside this predetermined, formal communication, there is considerable value in informal communications with the client. For example, an occasional, brief e-mail or call to give an update on progress may well represent the best return, in terms of client satisfaction, on any investment of your time on the project. One of the issues that requires careful management, and can sometimes be the source of delay or under-performance, are actions required of the client. Some projects may require work to be undertaken by the client's people, or access to be provided to client staff, information or resources. This frequently does not happen as well as it ought. It is highly desirable to make contact directly with the staff involved well in advance; you should not assume that your client's internal communications will work smoothly. Make sure that your client is aware of any actions you take in this regard, and of any issues impending but always do so without implying any criticism of the firm or its staff. Contact the client as soon as problems arise. Nothing will cause more damage than to attempt to conceal something that must, eventually, become apparent to them. Operating Section 5