Client Meetings
1
I m p l e m e n t I n g a p r o j e c t > c l I e n t I n t e r a c t I o n > 1
Client Meetings
1
#process module: #clientmeetings
Learning outcomes
By the end of this module, you should demonstrate the ability to:
•Prepareameetingplan
•Assessanaudience
•Prepareameetingscript
•Conductameetingwithaclient
Recommended reading
After this module:
•Implementing a project > client Interaction > 2. asking Questions and listening
1. IntroductionIn many engineering design projects you will have a client who is commissioning
or sponsoring the project. Th e client usually has ideas about what they want, and
meeting their needs is important to the success of a project. It is also the role of the
engineer in this relationship to manage expectations, and communicate options and
trade-off s that will be part of the design process. Engineers interact directly with the
client to: 1) understand what they want designed; 2) update them on the progress;
3) and conclude the project. Th e way in which the engineering team interacts with the
client will set the tone for the relationship and ultimately will have a profound infl u-
ence on the outcome of the project.
When approaching a meeting or other interaction with the client, your team needs
to be:
• Prepared
• Practiced
• Professional
c58_online.indd 1 12/16/2014 9:08:10 PM
1
I m p l e m e n t I n g a p r o j e c t > c l I e n t I n t e r a c t I o n > 1
Client Meetings
1
#process module: #clientmeetings
Learning outcomes
By the end of this module, you should demonstrate the ability to:
•Prepareameetingplan
•Assessanaudience
•Prepareameetingscript
•Conductameetingwithaclient
Recommended reading
After this module:
•Implementing a project > client Interaction > 2. asking Questions and listening
1. IntroductionIn many engineering design projects you will have a client who is commissioning
or sponsoring the project. Th e client usually has ideas about what they want, and
meeting their needs is important to the success of a project. It is also the role of the
engineer in this relationship to manage expectations, and communicate options and
trade-off s that will be part of the design process. Engineers interact directly with the
client to: 1) understand what they want designed; 2) update them on the progress;
3) and conclude the project. Th e way in which the engineering team interacts with the
client will set the tone for the relationship and ultimately will have a profound infl u-
ence on the outcome of the project.
When approaching a meeting or other interaction with the client, your team needs
to be:
• Prepared
• Practiced
• Professional
c58_online.indd 1 12/16/2014 9:08:10 PM
ImplementIng a project
2
I m p l e m e n t I n g a p r o j e c t > c l I e n t I n t e r a c t I o n > 1
There are a number of ways you will interact with your clients. Certainly you will
provide formal written communications such as letters, memos, and reports. In addi-
tion you will produce other written material, such as emails. You will also communi-
cate orally, by phone or face to face at meetings, and often will be called on to make a
presentation to a client.
Every communication needs to be professional, clear, and well documented. Even
informal modes of communication such as email should be approached profession-
ally. Any communications that occur verbally should subsequently be documented
in writing. This helps to confirm understanding and is particularly important if there
is to be follow-up. Often when something is put into writing, misunderstandings
become clearer and can be corrected.
Interacting with your client is really about how to communicate effectively to
obtain the information that you need to implement the design you are working on
for them. You are trying to develop a design that meets their needs and fulfills their
requirements while meeting all regulatory, legislative, standard, and safety require-
ments. This is often a difficult task. Clients themselves are often unclear about what it
is they want and in the early stages of design it is extremely important that you under-
stand clearly what the design is to be. This is also true in any situation where you are
defining a problem and need to clearly understand what the issues are.
2. Preparing for a Meeting2.1. Before the meeting
One of the most important aspects of interacting with your client is being prepared.
You should be very clear as to why you are having the meeting. Even accomplished
professionals will go into a meeting with a written list titled “What I need to know
by the end of this meeting is . . .” Having a plan will allow you to guide the meeting as
necessary to learn what you need to know.
You also need to understand your audience; that is, you need to understand your
client. In order to get the most out of any communication you should prepare an audi-
ence assessment. Eventually, as you become good at this, you can do the audience
assessment in your head. But to start, you should go through the list of questions we
describe next and create a short write-up.
The audience assessment is designed so that you consider the factors that impact
communication and you have a clear understanding of what you are trying to accom-
plish. It should include:
1. Who are you communicating to? What is their education level and level of under-
standing of the topic (what language level are you going to use)? What is their back-
ground? Is this a group with some people with a technical background, some not?
For example, you may be working on a project to revamp a discussion board for a
not-for-profit organization and many of the people will have no programming or
IT background and will not understanding what is possible and what is not. Or
you could be doing a project for an engineering company and will be working with
primarily engineers who are very technologically savvy.
2. What do you want to accomplish from the communication or meeting? What is the
goal of this communication or meeting? Is it to finalize the functions, to determine
the overall scope of the design, or is this the first time you have met your client and
c58_online.indd 2 12/16/2014 9:08:10 PM
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I m p l e m e n t I n g a p r o j e c t > c l I e n t I n t e r a c t I o n > 1
There are a number of ways you will interact with your clients. Certainly you will
provide formal written communications such as letters, memos, and reports. In addi-
tion you will produce other written material, such as emails. You will also communi-
cate orally, by phone or face to face at meetings, and often will be called on to make a
presentation to a client.
Every communication needs to be professional, clear, and well documented. Even
informal modes of communication such as email should be approached profession-
ally. Any communications that occur verbally should subsequently be documented
in writing. This helps to confirm understanding and is particularly important if there
is to be follow-up. Often when something is put into writing, misunderstandings
become clearer and can be corrected.
Interacting with your client is really about how to communicate effectively to
obtain the information that you need to implement the design you are working on
for them. You are trying to develop a design that meets their needs and fulfills their
requirements while meeting all regulatory, legislative, standard, and safety require-
ments. This is often a difficult task. Clients themselves are often unclear about what it
is they want and in the early stages of design it is extremely important that you under-
stand clearly what the design is to be. This is also true in any situation where you are
defining a problem and need to clearly understand what the issues are.
2. Preparing for a Meeting2.1. Before the meeting
One of the most important aspects of interacting with your client is being prepared.
You should be very clear as to why you are having the meeting. Even accomplished
professionals will go into a meeting with a written list titled “What I need to know
by the end of this meeting is . . .” Having a plan will allow you to guide the meeting as
necessary to learn what you need to know.
You also need to understand your audience; that is, you need to understand your
client. In order to get the most out of any communication you should prepare an audi-
ence assessment. Eventually, as you become good at this, you can do the audience
assessment in your head. But to start, you should go through the list of questions we
describe next and create a short write-up.
The audience assessment is designed so that you consider the factors that impact
communication and you have a clear understanding of what you are trying to accom-
plish. It should include:
1. Who are you communicating to? What is their education level and level of under-
standing of the topic (what language level are you going to use)? What is their back-
ground? Is this a group with some people with a technical background, some not?
For example, you may be working on a project to revamp a discussion board for a
not-for-profit organization and many of the people will have no programming or
IT background and will not understanding what is possible and what is not. Or
you could be doing a project for an engineering company and will be working with
primarily engineers who are very technologically savvy.
2. What do you want to accomplish from the communication or meeting? What is the
goal of this communication or meeting? Is it to finalize the functions, to determine
the overall scope of the design, or is this the first time you have met your client and
c58_online.indd 2 12/16/2014 9:08:10 PM
Client Meetings
3
I m p l e m e n t I n g a p r o j e c t > c l I e n t I n t e r a c t I o n > 1
you need to establish a relationship? You must be clear on why you are communi-
cating and have a plan to reach that goal. This is true of any type of communication.
When you know your goal and you know your audience, you can do further specific
preparation for the meeting or for a communication.
For a meeting you need to determine how you will dress. Bankers will expect suits;
programmers may be a less formal group. Not sure? Overdress—it is easy to remove
a suit coat or a tie, or roll up your sleeves if the meeting proves less formal than you
thought. On the other hand, if you are in jeans and everyone else is in pinstripes, you
have a problem. It may seem superficial, but your dress indicates an understanding
of social norms and getting it wrong may create a misperception that you are being
disrespectful of the client’s corporate culture.
Second, prepare your questions. This is very important, because these will deter-
mine if you achieve the goal for the meeting.
2.2. Interview Script
The goal is an interview script is to give you direction during the meeting with the
client. A brief outline of topics that will be discussed will often be communicated in
advance of the meeting as an agenda. However, having a more complete set of infor-
mation prepared will help you be more effective in the meeting.
Introduction
In one or two paragraphs, describe how you are going to introduce the members of the
team. Include information on what you are going to wear, how you are going to come
in, shake hands, and the impression you intend to make. (Note: If one or more of your
team members are not able to shake hands, for religious or health reasons, decide how
you will handle this.)
Every member of your team should have a prepared brief personal introduction
(approximately 10 seconds). These personal introductions should be targeted to
achieve the impression the team has decided to make. Provide a short description of
the strategy you will use to interact with the client within the meeting. Make sure no
one person monopolizes the conversation. Also, plan what you will do if you need to
ask questions other than those on the script in response to client answers.
List of Questions
Make a list of closed questions and open questions. Keep in mind that it may take
several closed questions to accomplish the same purpose as one open question. Ques-
tions should be assigned to members of the group so that each member will have
the opportunity to ask at least one question, and questions should be prioritized so
that you get the most important information first. These questions should help you
achieve the goals of the meeting. In constructing the questions, think about what you
need to know to move forward on the project. For example, in a first meeting with the
client you might focus on the requirements for the design:
• Functional requirements (what the will the design do)
• Objectives (what features the design should have)
• Constraints (limits)
• Service environment
c58_online.indd 3 12/16/2014 9:08:10 PM
3
I m p l e m e n t I n g a p r o j e c t > c l I e n t I n t e r a c t I o n > 1
you need to establish a relationship? You must be clear on why you are communi-
cating and have a plan to reach that goal. This is true of any type of communication.
When you know your goal and you know your audience, you can do further specific
preparation for the meeting or for a communication.
For a meeting you need to determine how you will dress. Bankers will expect suits;
programmers may be a less formal group. Not sure? Overdress—it is easy to remove
a suit coat or a tie, or roll up your sleeves if the meeting proves less formal than you
thought. On the other hand, if you are in jeans and everyone else is in pinstripes, you
have a problem. It may seem superficial, but your dress indicates an understanding
of social norms and getting it wrong may create a misperception that you are being
disrespectful of the client’s corporate culture.
Second, prepare your questions. This is very important, because these will deter-
mine if you achieve the goal for the meeting.
2.2. Interview Script
The goal is an interview script is to give you direction during the meeting with the
client. A brief outline of topics that will be discussed will often be communicated in
advance of the meeting as an agenda. However, having a more complete set of infor-
mation prepared will help you be more effective in the meeting.
Introduction
In one or two paragraphs, describe how you are going to introduce the members of the
team. Include information on what you are going to wear, how you are going to come
in, shake hands, and the impression you intend to make. (Note: If one or more of your
team members are not able to shake hands, for religious or health reasons, decide how
you will handle this.)
Every member of your team should have a prepared brief personal introduction
(approximately 10 seconds). These personal introductions should be targeted to
achieve the impression the team has decided to make. Provide a short description of
the strategy you will use to interact with the client within the meeting. Make sure no
one person monopolizes the conversation. Also, plan what you will do if you need to
ask questions other than those on the script in response to client answers.
List of Questions
Make a list of closed questions and open questions. Keep in mind that it may take
several closed questions to accomplish the same purpose as one open question. Ques-
tions should be assigned to members of the group so that each member will have
the opportunity to ask at least one question, and questions should be prioritized so
that you get the most important information first. These questions should help you
achieve the goals of the meeting. In constructing the questions, think about what you
need to know to move forward on the project. For example, in a first meeting with the
client you might focus on the requirements for the design:
• Functional requirements (what the will the design do)
• Objectives (what features the design should have)
• Constraints (limits)
• Service environment
c58_online.indd 3 12/16/2014 9:08:10 PM
ImplementIng a project
4
I m p l e m e n t I n g a p r o j e c t > c l I e n t I n t e r a c t I o n > 1
In later meetings with the client, the focus will be on presenting the progress to date
on the project and asking for feedback from the client. Again, the questions should be
focused on helping you move forward with the next step in the design process.
Notes
• In talking to the client you may find that the project is actually quite different
than the first impression you got from the client statement, or that the client has
some useful feedback to provide on the work done to date. Be prepared to listen
carefully to what the client is saying.
• Decide in advance who will be taking notes. You may want to have more than
one person taking notes because each person will record the answer from their
own perspective.
• At least one team member must take notes during the meeting. This has to be
done by hand or typing. You may not record the meeting; do not ask the client
permission to do so. In industry projects there may be times when meetings are
recorded, but this is often worked out between management and the client in
advance.
Close of Meeting
In one or two paragraphs, describe how you are going to end the client interview.
• Clarify and confirm any important information.
• If possible, set up the next client meeting. Make sure you know in advance when
everyone in your team is available. If you are working with a client for a course
project, check the course schedule to see which week is appropriate for the
next client meeting. It would be preferable if every team member could go to
every client meeting. However, if only a fraction of the team is available for the
meeting make sure you let the client know in advance who will be attending.
• In your script, describe how you will close the meeting and exit.
3. At the Meeting3.1. entering
Greet the client(s). Depending on the culture, you may wish to shake hands ( firmly—
practice this!) or bow. Your team should introduce themselves. If this is a first meeting,
each team member may convey some information that will allow the client to deter-
mine a perspective. Remember, the client is also trying to establish a relationship with
you, and you should help the client do so.
3.2. During the meeting
Often you will be nervous during the meeting, whereas you want to display confi-
dence and professionalism. Your preparation will help here: you have a list of ques-
tions and you have spent time to understand the audience (the client).
c58_online.indd 4 12/16/2014 9:08:10 PM
4
I m p l e m e n t I n g a p r o j e c t > c l I e n t I n t e r a c t I o n > 1
In later meetings with the client, the focus will be on presenting the progress to date
on the project and asking for feedback from the client. Again, the questions should be
focused on helping you move forward with the next step in the design process.
Notes
• In talking to the client you may find that the project is actually quite different
than the first impression you got from the client statement, or that the client has
some useful feedback to provide on the work done to date. Be prepared to listen
carefully to what the client is saying.
• Decide in advance who will be taking notes. You may want to have more than
one person taking notes because each person will record the answer from their
own perspective.
• At least one team member must take notes during the meeting. This has to be
done by hand or typing. You may not record the meeting; do not ask the client
permission to do so. In industry projects there may be times when meetings are
recorded, but this is often worked out between management and the client in
advance.
Close of Meeting
In one or two paragraphs, describe how you are going to end the client interview.
• Clarify and confirm any important information.
• If possible, set up the next client meeting. Make sure you know in advance when
everyone in your team is available. If you are working with a client for a course
project, check the course schedule to see which week is appropriate for the
next client meeting. It would be preferable if every team member could go to
every client meeting. However, if only a fraction of the team is available for the
meeting make sure you let the client know in advance who will be attending.
• In your script, describe how you will close the meeting and exit.
3. At the Meeting3.1. entering
Greet the client(s). Depending on the culture, you may wish to shake hands ( firmly—
practice this!) or bow. Your team should introduce themselves. If this is a first meeting,
each team member may convey some information that will allow the client to deter-
mine a perspective. Remember, the client is also trying to establish a relationship with
you, and you should help the client do so.
3.2. During the meeting
Often you will be nervous during the meeting, whereas you want to display confi-
dence and professionalism. Your preparation will help here: you have a list of ques-
tions and you have spent time to understand the audience (the client).
c58_online.indd 4 12/16/2014 9:08:10 PM
Client Meetings
5
I m p l e m e n t I n g a p r o j e c t > c l I e n t I n t e r a c t I o n > 1
There are some basic “Dos” and “Don’ts” for client meetings:
Do:
• Listen carefully, including to the non-verbal cues.
• Keep notes on what was said.
• Ask additional questions if issues are revealed that will be important for your
design process.
Don’t:
• Play with your pen, tap on the desk, or exhibit other obvious indications that
you are nervous or bored.
• Smoke, even if you are outside.
• Swear or use inappropriate language, even if the client does.
Special note on site visits: Often you will visit a site
where the project will be used. Prepare for this by
bringingacamera,measuringtape,andotherappro-
priate tools but ask permission before using any
of them. You might also want to ask what dress is
required and whether safety equipment will be pro-
vided.Somesiteswillrequiresafetyshoes,oratleast
closed-toeshoes,andwillhaveotherspecialrequire-
ments,somakesuretoask.
3.3. ending the meeting
When you have completed the agenda, and the client has had time to ask questions,
then it is time to end the meeting. Make sure the meeting ends on time; do not keep
the client overtime. Use the last few minutes of the meeting to summarize what was
learned and what the next actions are (i.e., state any action items).
Again, shake hands or make a similar appropriate gesture as you leave.
4. After the MeetingMeet briefly after the meeting with your team to compare notes and to evaluate the
meeting. Discuss what went as expected and what did not. It is good practice to produce
a written summary of the meeting and often you should share this with the client to
confirm what was said. In particular this summary should state any action items that
you believe were agreed to at the meeting. Your team should discuss, but not share with
the client, the client’s reactions to what was said and the implications for the project.
c58_online.indd 5 12/16/2014 9:08:10 PM
5
I m p l e m e n t I n g a p r o j e c t > c l I e n t I n t e r a c t I o n > 1
There are some basic “Dos” and “Don’ts” for client meetings:
Do:
• Listen carefully, including to the non-verbal cues.
• Keep notes on what was said.
• Ask additional questions if issues are revealed that will be important for your
design process.
Don’t:
• Play with your pen, tap on the desk, or exhibit other obvious indications that
you are nervous or bored.
• Smoke, even if you are outside.
• Swear or use inappropriate language, even if the client does.
Special note on site visits: Often you will visit a site
where the project will be used. Prepare for this by
bringingacamera,measuringtape,andotherappro-
priate tools but ask permission before using any
of them. You might also want to ask what dress is
required and whether safety equipment will be pro-
vided.Somesiteswillrequiresafetyshoes,oratleast
closed-toeshoes,andwillhaveotherspecialrequire-
ments,somakesuretoask.
3.3. ending the meeting
When you have completed the agenda, and the client has had time to ask questions,
then it is time to end the meeting. Make sure the meeting ends on time; do not keep
the client overtime. Use the last few minutes of the meeting to summarize what was
learned and what the next actions are (i.e., state any action items).
Again, shake hands or make a similar appropriate gesture as you leave.
4. After the MeetingMeet briefly after the meeting with your team to compare notes and to evaluate the
meeting. Discuss what went as expected and what did not. It is good practice to produce
a written summary of the meeting and often you should share this with the client to
confirm what was said. In particular this summary should state any action items that
you believe were agreed to at the meeting. Your team should discuss, but not share with
the client, the client’s reactions to what was said and the implications for the project.
c58_online.indd 5 12/16/2014 9:08:10 PM
ImplementIng a project
6
I m p l e m e n t I n g a p r o j e c t > c l I e n t I n t e r a c t I o n > 1
Going over the meeting, consider in particular:
• Is there information you did not get that you need? (Follow up with a phone call
or written communication, politely asking for the information, or add it to your
list for the next meeting.)
• Is there a possibility of misinterpretation? (Make sure that these points are very
clear in the meeting summary that you give to the client.)
Note: Reading this module you may have noticed a lot of emphasis on the physical
aspects of the meeting. The greeting is physical, the dress code is physical, and the
reactions to questions are physical at least in part. This is because the physical “body
language” is an important part of the communication with the client.
Key terMs
audience assessment (audience analysis)
open questions
agenda
action items
closed questions
5. Questions and activities1. Prepare for and conduct a meeting with your client following the procedure dis-
cussed in this section. Reflect after the meeting on how it went. What would you
do the same next time? What would you do differently?
c58_online.indd 6 12/16/2014 9:08:10 PM
6
I m p l e m e n t I n g a p r o j e c t > c l I e n t I n t e r a c t I o n > 1
Going over the meeting, consider in particular:
• Is there information you did not get that you need? (Follow up with a phone call
or written communication, politely asking for the information, or add it to your
list for the next meeting.)
• Is there a possibility of misinterpretation? (Make sure that these points are very
clear in the meeting summary that you give to the client.)
Note: Reading this module you may have noticed a lot of emphasis on the physical
aspects of the meeting. The greeting is physical, the dress code is physical, and the
reactions to questions are physical at least in part. This is because the physical “body
language” is an important part of the communication with the client.
Key terMs
audience assessment (audience analysis)
open questions
agenda
action items
closed questions
5. Questions and activities1. Prepare for and conduct a meeting with your client following the procedure dis-
cussed in this section. Reflect after the meeting on how it went. What would you
do the same next time? What would you do differently?
c58_online.indd 6 12/16/2014 9:08:10 PM
