{"id":60394,"date":"2024-03-14T10:13:52","date_gmt":"2024-03-14T14:13:52","guid":{"rendered":"https:\/\/www.sogolytics.com\/blog\/?p=60394"},"modified":"2024-03-31T18:15:19","modified_gmt":"2024-03-31T22:15:19","slug":"project-manager-cx","status":"publish","type":"post","link":"https:\/\/www.sogolytics.com\/blog\/project-manager-cx\/","title":{"rendered":"How to Lose a Client in 10 Days: A Project Manager’s Guide"},"content":{"rendered":"

Ambar was the most diligent project manager at an IT consultancy… until her company deployed an AI-led approach to project management.<\/p>\n

<\/div>\n

No, her role wasn\u2019t obsolete. Instead, it now demanded she become a sharp project partner to clients while outsourcing repetitive, data-specific tasks to her suite of AI tools.<\/p>\n

<\/div>\n

Winning, right? While this kind of change may be for the better, project managers everywhere are now dealing with the shift by doubling up on skills.<\/p>\n

<\/div>\n

\"asking<\/p>\n

<\/div>\n

CX: The new skills frontier for project managers<\/h2>\n

As AI and automation-led tools evolve to manage a a significant percentage of regular project management tasks, the mandate of project managers shifts to managing the customer experience (CX)<\/a>. Here\u2019s why: While project planning, progress reports, task follow-ups, and impact projections can be managed by AI, these aren\u2019t always enough to drive confidence and success in a fast-changing business environment.<\/p>\n

<\/div>\n

For instance, a well-planned digital transformation project can fail if it coincides with a disruptive new tech launch in the market. However, if a project manager identifies the issue in time, they can use the insight to fast-track the project or alter the course of the project to leverage the new tech launch and unlock greater impact.<\/p>\n

<\/div>\n

Most common CX mistakes and how to avoid them<\/h2>\n

As it stands, evolving into such a CX-focused project manager isn\u2019t simply a matter of personality chance. Instead, this kind of growth requires intentional professional and personal development. To start with, consider the following mistakes and how to avoid them:<\/p>\n

<\/div>\n

#1: Speaking technical gibberish<\/strong>
\nAs a project manager, your clients expect you to be an expert. But do you have to overwhelm them by offering constant proof of your expertise in every email and interaction? Definitely not. When you only speak about project technicalities, your clients don’t have the chance to get comfortably human. Make a conscious effort to communicate in a manner that encourages clients to connect through human experience<\/a> and trust your emotional intelligence.<\/p>\n

<\/div>\n

#2: Not pointing out dependencies<\/strong>
\nIn an ideal world, every project rolls out as per the original plan. But let\u2019s be real. As a project manager, you have the opportunity to be human — take it! Don’t let all the pressure to make superhuman commitments get to you. When evaluating AI-generated project plans, add in those tiny but clear notes about dependencies, delays, and alternate possibilities. Clients will appreciate the real, human value you bring to the table.<\/p>\n

<\/div>\n

#3: Playing by the book<\/strong>
\nAt the end of the day, every project serves as a milestone toward a larger business goal. Yet, most project managers get so caught up in project KPIs and processes that they lose sight of the bigger picture. This is where project managers need to make a distinct effort to (1) frequently remind clients how the project progress is impacting other areas of their business and operations, (2) consider opportunities for cross-collaboration with other teams, and (3) find ways to amplify the potential value of the project post-completion.<\/p>\n

<\/div>\n

#4: Talking only data<\/strong>
\nData is a business imperative. But as AI and automation tools take over data-led reports and presentations, it\u2019s important that project managers meet evolving client expectations \u2013 offering expert context<\/a> to the data and bringing the larger, industry-level narrative in focus.\u00a0 Beyond reporting results, project managers need to help guide clients toward the priority follow-up actions needed for driving impact.<\/p>\n

<\/div>\n

#5: Not identifying emerging opportunities\/threats<\/strong>
\nThe most common mistake out there is cocooning your project from real-time, external updates. As a value-driven project manager, look out for emerging opportunities and threats arising from competitors, climate change, political events, and tech releases; even if you choose to leverage an AI-led warning system, clients will appreciate your acumen in bringing only what\u2019s relevant to the discussion table. And at that, with the right accompanying action notes.<\/p>\n

<\/div>\n

Building a CX focus and top challenges<\/h2>\n

As it stands, evolving into a such project manager isn\u2019t exactly a matter of chance. It demands development of deep, authentic relationships<\/a> with clients and their stakeholders. Empathizing with their challenges beyond the project ask can be a handy skill. Apart from enhancing their CX, empathy and deeper relationships can also allow project managers to:<\/p>\n

<\/div>\n