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Lab651 Process

Client Buy-In

One of the most important parts of running a project is acquiring the client’s buy-in to the Lab651 process and their role in the process.  When this exists, the whole project will run more smoothly and you will be able to move through difficult parts (e.g. schedule slip or technology hurdles) with support instead of resistance.  Additionally, the client will feel part of the process and will share in the success of the project.

Setting Priorities

Section titled “Setting Priorities”

There are two scenarios when setting development priorities and each one has a different role for the client.

Client Sets the Priorities

When the client sets the priorities, they become fully engaged in the direction and the outputs of the work.  Kanban style projects lend themselves well to this scenario.  The client will define what is in a release and the order of the features released for review.  In a Scrum style project, it may be possible for the client to select the overarching Story (it will depend on the Story’s dependencies).  However, this scenario does not work as well in a Scrum Kick-Off setting where the tickets are small parts of a larger body of work.  

Developers Set the Priorities

When the developers set the priorities, the goal is to put the pieces together of a larger body of work.  This will usually happen in a Scrum style project.  The client should be involved in the process and be given the reasoning behind the priority selection.  Additionally, showing the client the end-result of a couple of Sprints will give them confidence in the process.

Jira Board

Section titled “Jira Board”

The Jira board should always be the source of truth for work and priorities.  Engage with the client when determining or showing them the priorities.  In scenarios where the client sets the priorities, remind them that the team always works on the items at the top of the board and it is up to the client to ensure the priorities are accurate.

It is vital to keep the Jira board clean and accurate so that anyone (client or internal) may view it at any time and understand exactly the state of the work.  The Project Manager should regularly review the board to find any issues (blockers) and ensure that the highest priority tickets are at the top. 

Communicate

Section titled “Communicate”

The most important part of client buy-in is the communication.  Ensure that the client knows the status of the project during the regular meetings.  Additionally, if issues arise or there are blockers on the client side, have clear communication with the client about said issues.

Section titled “Related”