Client Care - Level 2

Question 1

2a - What was the issue raised by the contractor?

Answer 1

• They had described the doem roof refurbishment as a maintenance task during a conversation with the landlord representative, to which they said that will probably not require consent - so the contractor was proceeding on this basis.

Question 2

2a - Why was proceeding without landlord consent a risk?

Answer 2

• It could breach lease terms and lead to legal or financial consequences.
• Rectification could prolong project and add costs.

Question 3

2a - What could have happened if works proceeded without a Licence to Alter?

Answer 3

• The client could face enforcement action and reinstatement costs.
• As a pluralistic client it would also be an internal reputational risk.

Question 4

2a - Why was a verbal conversation with the landlord insufficient?

Answer 4

• It did not give the landlord a change to make a informed review.
• It was not a formal and recorded agreement on the decision.

Question 5

2a - How did you manage this situation?

Answer 5

• I coordinated a meeting with the landlord agent and leasehold team to present the proposed project and agree the approval process.

Question 6

2a - Why did you involve both the landlord agent and leasehold team?

Answer 6

• These were the stakeholders I identified as required to ensure the conversation was productive.
• I could not agree to leasehold approvals or payment processes without the client’s leashold team.

Question 7

2a - How did your actions add value to the client?

Answer 7

• I mitigated a risk related to permissions.
• The approach also improve relations with the landlord’s team which is beneficial for future projects.

Question 8

2a - What would you have done if the contractor insisted on proceeding?

Answer 8

• As client-side project manager I would escalate within the client organisation, clearly documenting the risks and alerting poor standards.
• This would add weight to my instruction.
• If they insisted, I would not proceed with the works to avoid putting the client organisation at risk.

Question 9

2a - How does this link to your duty of care to the client?

Answer 9

• As a professional I should protect and ensure that I have the client’s best interest in mind rather than just progessing with the project.

Question 10

2b - What issue arose following installation?

Answer 10

• The individual units were working but the BMS software system was faulty and needed to be fixed.
• This delayed handover and subsequent formal training - but with the units in place they were being used without proper training.

Question 11

2b - Why was delayed handover a risk to the client?

Answer 11

• The risk was damage to the equipment due to poor use.
• Also dissatisfaction from the frustration of using equipment without training.

Question 12

2b - How did this affect building users?

Answer 12

• They lacked confidence in using the new heating and cooling units.

Question 13

2b - What action did you take to resolve the issue?

Answer 13

• I liased with the contractor and local FM to arrange an interim familiarisation session and basic guidance for users.

Question 14

2b - Why was an interim solution appropriate?

Answer 14

• It addressed immediate user needs in the brief period that the formal handover was delayed.

Question 15

2b - How did this demonstrate good client care?

Answer 15

I supported the end users who were utilising the system and maintained confidence in the project during a period of delay.

Question 16

2b - What would you have done if the contractor refused to engage?

Answer 16

• I would explain clearly the disadvanatges and risks of leaving the end users without operation instructions.
• I would escalate within the client organisation and add weight to my instruction.

Question 17

2b - How do you manage situations where service falls below expectations?

Answer 17

• I raise the issues quickly and communicate the problem clearly.
• I apologise if necessary but focus the discussion practical solutions or what is being done to address the problem.

Question 18

G - How do you manage client expectations throughout a project?

Answer 18

• I set clear expectations early
• I communicate regulaly
• I remain transparent about risks and challenges.

Question 19

G - How do you deal with a difficult or dissatisfied client?

Answer 19

• I let them speak and listen carefully to understand the issue.
• I apologise if needed and acknowledge their concerns.
• I confirm my understanding of the issues and focus on evidence and solutions.

Question 20

G - How do you balance client care with contractual obligations?

Answer 20

• I deliver within the contract terms.
• I communicate clearly when a stakeholders suggestions has a wider negative impact or contradicts with the contract.

Question 21

G - How do you ensure you are not over-promising to the client?

Answer 21

• I base my service and advice on facts of the project and evidence that I can find.
• I try not to confirm things before I have checked or know the answers.
• I manage expectations when I think they are asking for something unrealistic.

Question 22

G - How do you communicate risk without causing alarm?

Answer 22

• I approach project decision makers and budget holder with solutions or options at the same time as raising the issues.
• I try not mention the risks only unless it is necessary to do so.

Question 23

G - What would you do if a client asked you to proceed against your advice?

Answer 23

• I would highlight any risks and document this.
• If it was something that was likely to cause wider harm I may escalate or report it depending on the severity.

Question 24

G - How do you protect the client from risks they may not be aware of?

Answer 24

• I try to proactively identify risks. I speak to the end user client about their goals for the project and where the outcome sits in their operations to see if any wider implications or project constraints were missed.
• I stay up to date with standard for any upcoming impact on the industry.

Question 25

G - How do you ensure your advice remains objective while maintaining a good relationship?

Answer 25

- I keep my actions grounded on project facts and evidence. - I take opportunity in between objective decisions to use my interpersonal skills and attitude to build rapport. - A good relationship can also be built through delivering good service.

Question 26

G - How do you build long-term client relationships?

Answer 26

- By providing consistent good quality service and being an approachable and empathetic team member.

Question 27

G - How do you measure whether you have delivered good client care?

Answer 27

- I regularly ask for feedback on my personal conduct and also about the project outcomes through Learning From Experience sessions. - I reflect on how well the project objectives were met. For example, I would review KPIs if there were any.

Question 28

G - Can good client care ever conflict with project delivery?

Answer 28

Yes, if the client expectations exceed constraints or if keeping them happy impacts project progress.

Question 29

G - How do you prioritise between competing client needs?

Answer 29

- I step back and try to look at the overall desired outcome and look for a balanced solution. - Where that is not possible I communicate clearly with the client to understand their requirements and establish the priorities.