Unlock Your Accounts: A Guide To Maximizing Project Value

Stop leaving money on the table. Tyler Marshall, one of Acro’s senior solutions architects, shares his top tips for getting the most out of projects for clients and development teams.

You probably have an account (or accounts) that you know could be doing better. You’re not exactly sure why it's not exactly thriving, but it is frustrating and burning a hole in your pocket. Your client doesn’t know what they want, but they want something. You need to identify areas for improvement and develop a strategy to address new issues. It’s tough to know where you would even start. Here are steps you can take to ensure that no money is being left on the table.

Take a detailed inventory of the account

We need to know how we got from where we were to where we are now. The main goals here are identifying pain points, analyzing existing systems, and re-aligning with the client’s main goals and objectives.

Identify pain points

The first thing I will do is identify our current position. There are bound to be issues and inefficiencies; we want to document these for future reference. We want to know what is working well but, more importantly, what is not working well.

Analyze existing systems

Your account may already have a lot of work put into it. For us to grow or add new features, we need to look at the overall system architecture, technology stack and existing processes. This will allow us to identify more pain points, which means we can provide more solutions, which, in turn, provides more value.

Re-align with client goals and expectations

Where the account was when it started and where it currently sits is almost bound to have changed. We want to ensure we have a clear and deep understanding of the client’s business objectives and how current solutions are not accomplishing what they need to do.

Reset if needed

Sometimes, a project or an account just needs a reset. Maybe a full reset isn’t possible, but there is usually something you can present or provide to your client that will allow your team to have a soft restart. This will allow us to re-engage with key stakeholders, practice innovation and set us up to build a better roadmap.

Re-engage with key stakeholders

Your client knows their business best. You want to bring in the people who have the 50,000-foot view of where their company wants to go back into the conversation. This will ensure you have buy-in and alignment when you present them with your new roadmap.

Practice innovation

Our goal is to try and stay at the same 50,000-foot view without focusing too much on the how. Removing some of the “how” mental blockers allows us to be innovative, which gets the client excited and opens up new doors for new solutions.

Build a better roadmap

Ideas are great, but showing your client you are serious by presenting an achievable roadmap is where the plan really comes together. At this point, you still want to be high level, but define the big steps or epics your team needs to accomplish to begin moving towards the final goal.

Work with your Project Managers

We have project managers for a reason. This is where we want to work with them. We know what the technical problems are, and we may know the overall layout, but we don’t want to work in a silo. We will leverage their skillsets to outline resource allocation, achievable timelines and milestones, and identify risk management if needed.

Resource allocation

Every project requires resources to be completed. The amount of resources is typically limited by the client's budget, timeline, and quality of work needing to be done. Once a rough roadmap is established, we can identify who and what is needed to accomplish a successful project.

Timelines and milestones

Every project has a goal. Every goal has a timeline. Our objective here is to take a look at the roadmap versus the resources available and help define when and what we are accomplishing those goals. We don’t try to make friends here by overpromising; set what you believe is possible, and if you have some wins, the client will be happier.

Identify risk management

Every project has potential risks. Perhaps a key piece of functionality depends on a 3rd party you don’t have control over, or a spike turns into something that isn’t feasible. You need to ensure transparency around these risks and communicate them to the client as soon as they happen. When they pop up, it shouldn’t be a surprise to either team.

Execution

So, you have outlined areas of improvement, and the client agrees with where they are currently at. You’ve had the opportunity to re-set expectations with stakeholders and have the required meetings to ensure everyone is on the same page. The team has come together to outline an achievable roadmap and a path forward to completion, given available resources. It is now time to execute. To execute successfully, your team must work in small chunks, monitor progress, and keep the client updated.

Work in small chunks

This is most easily achievable by utilizing small two-to-three-week ‘sprints.’ Agile is a preferred approach here, but you can implement your own version even in a waterfall project with a set budget. The goal is to ensure that when your team starts a section of work, they complete it in the sprint length of time, which gives the ability to pivot and provides complete transparency with the client.

Monitor progress

By leveraging small chunks, you can more easily see progress. This allows you to have constant demos and monitor velocity. These both add transparency and allow you and the team to communicate confidently with the client. If progress isn’t happening, do not hide this from the client. Your job is to figure out what is not working and why, and then communicate to the client why and what your next steps are.

Keep the client updated

If you haven’t caught on by now, communication is the biggest underlying goal for all steps. Keeping the client updated is no exception. The client pays you. They will continue to pay you if they are getting value from you. Value is not just project deliverables. Most clients just want to be updated and kept in the loop.

Evaluate and reflect

This is one of the most important steps in any project, big or small, that often gets skipped or ignored. Every project will have wins and losses. We want to understand why we won and why we lost. Question everything. Figure out what didn’t work and change it for the next one. Be honest and fair in your critique. Ensure you follow up with the client, document things that worked well/not well, and listen to your team.

Follow up with the client

The client is the person that is using your project. They will have input on what does and doesn’t work and let you know how your process was received. Their information is very beneficial and can help set you up for future projects with them. After your interview, make notes and a game plan for how you want to tackle those issues and let them know how you will implement the changes on your next project.

Document things that worked well/not well

I like to create a document explaining the challenges we encountered, who was responsible for problems, and how we navigated past them. It helps me follow up in the future to see if common issues are happening and gives me some sort of “risk mitigation” handbook for future projects. If you can identify a pattern, you can implement a strategy.

Listen to your team

You should always be asking your team for feedback on the account. They are the people on the ground doing the actual work. If there are things that they would like to see different in future projects, listen to your team and do your best to implement the suggestions. If you can implement the changes, show your team so they know you’re actually listening.

Conclusion

In the dynamic world of project management and client relations, leaving money on the table isn't just about lost revenue – it's about missed opportunities for growth, innovation, and building enduring partnerships. You can use this article as a guide for steps you can take to transform a struggling account into a thriving, profitable venture.

The steps outlined in this guide are practical strategies that can help you unlock the potential of your accounts. They encourage collaboration, creativity, and clarity – principles that go beyond financial gains.

Remember, every project is a learning experience. Continuously evaluating and reflecting on your successes and failures can lead to a more refined and effective approach in the future. Don't just fix what's broken; strive to innovate and grow.

Your accounts are more than just numbers; they testify to your skill, collaboration, and vision. Stop leaving money on the table and start building lasting relationships and solutions.

Learn how Acro’s project management works to get the most out of every development project. Visit our website or fill in the contact form below to talk with one of our team members.