Problem Solving › Consulting
Il team promesso e il team consegnato · Consulting · Beginner
Midway through a 300,000€ project, the client's general manager summons you holding a sheet: the comparison between the team presented in the proposal (two seniors, one manager, one analyst) and actual attendance over the past two months (the star senior seen three days, the rest covered by two capable but green juniors, billed at full rates). He is right: staffing went that way because the senior was absorbed by an emergency at another client, and the substitution was never communicated nor discounted. The client demands a 30% reduction on issued invoices and guarantees for the future, hinting that the alternative is a formal breach claim. The delivered work, on its merits, is good. How do you respond?
A metà di un progetto da 300.000€, il direttore generale del cliente ti convoca con un foglio in mano: il confronto tra il team presentato in offerta (due senior, un manager, un analista) e le presenze reali degli ultimi due mesi (il senior di punta visto tre giorni, il resto coperto da due junior bravi ma alle prime armi, fatturati ad aliquota piena). Ha ragione: la partita di staffing è andata così perché il senior è stato assorbito da un'emergenza su un altro cliente, e la sostituzione non è mai stata comunicata né scontata. Il cliente chiede una riduzione del 30% sulle fatture emesse e garanzie per il futuro, e fa capire che l'alternativa è la contestazione formale dell'inadempimento. Il lavoro consegnato, nel merito, è buono. Come rispondi?
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