Follow project model it will help answer this questions that project managers ask their clients.
1. What’s the objective or goal of the project?
Knowing the why behind a project can help keep team focused on the goals. It also enables to devise a project strategy that ensures execution of overall objective.
2. What’s the project deadline? Are there any key milestones, important dates, or time constraints?
Not all projects have a deadline, tasks have. Sometimes it’s related to a meeting, campaign, or other event that has a hard date. Using this software can help ensure to get everything done on time. Don’t just sketch out a plan that might make the deadline. Create tasks that are based on the urgency of a task and let partners propose final date.
3. What criteria will you and your client use to determine project success?
Clear goals with well established clear metrics around those goals. Work closely with all partners to determine what criteria will make the project a success. This simple question can help set the partnership for success beyond a single project, whether it’s in the form of partner referrals, additional projects, or another long-term win.
4. Who is responsible for which project deliverables? Who are the stakeholders involved?
Responsibility is primarily internal. Who owns what part of the project? Make sure it serves every partner needs by staying organized and clearly communicating responsibilities. Project management software makes it easy to assign tasks and track progress along the way.
Every project also has an owner. It might be the person you’re talking to. It might be that person’s partner. No matter what, you need to know who’s going to give you final approval—and who’s going to sign those checks. Be sure you loop the owner of the project in, and keep them informed at the right steps. It’s important to sort those details out before starting work.
5. How will you communicate feedback and inform stakeholders of project success?
If you’re accepting partner feedback and iterating on any of your deliverables, you want to be sure your partners understand how the process works. Conflicting feedback set timeline on fire. Talk about the feedback process and set expectations early on about how you’d like to receive feedback and who should be involved.
It’s not uncommon to educate your partners about your work. This may come in the form of presenting your plan and explaining your process and each deliverable. It might mean you have to explain the intent of a deliverable before you present it. Either way, knowing just how much effort you put into explaining things will help build trust with your partner and set you up as the expert.
6. Has your team been through a project like this in the past?
If partners have completed similar projects, they might be able to share some insight on how to make things go smoothly. The more each partner can learn about what does—and doesn’t—work when it comes to how projects run with the team organization, the better prepared they will be to create their process that works.
7. Are there any obstacles or barriers that would prevent the project from being successful?
Risks or issues are inherent in any project. It’s everyone job to predict project risks, then seek and destroy them if possible. So why not ask your partners what risks they might see before you even get started ? Is normal to start a project with the upper hand! Keeping your partners happy will boost everyone mood as things keep on track.
Example: You’re ready to present the biggest deliverable of the project, and your partner declines the meeting because their organization will be closed for a staff meeting. Plan’s is thrown off, putting the final deadline at risk. This can easily be avoiding by simply asking for a peek at partners calendar. (Might also want to ask this question again midway through the project because schedules change often!)