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Client Care Flashcards

1
Q

Why is client care important?

A

a. In order to secure repeat business from Clients and also to attract new clients through reputation.

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2
Q

How is client satisfaction measured?

A

a. Using customer surveys.
b. Key performance indicators used to measure satisfaction:
i. Overall service
ii. Value for money
iii. Quality of service
iv. Time delivery
v. Health and safety awareness
vi. Environmental awareness
c. Do you wish to discuss any issues with a director?
d. Would you like to discuss potential future project commission?

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3
Q

How do you identify client requirements from the outset?

A

a. Identify client objectives – time/cost/quality and risk.
b. Identify what value means to the client.
c. Value management process.
d. Through employers requirements.
e. Project brief and scope.
f. Talking to the client.

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4
Q

What is the RICS complaints handling procedure?

A

a. Formal response within 28 days.

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5
Q

What is AECOMs complaints handling procedure?

A

a. Complaints handling procedure is flagged within the Standard Terms of Engagement.
b. Details of formal complaints handling procedure can be made available on request.
c. Initially – all complaints are to be made in writing.
d. Dealt with at local level initially.
e. If not resolved, it is then escalated to cluster leader level.
f. Finally the head of London gets involved.
g. If it cannot be resolved, it is referred to an external third party with the authority to award redress.
h. Initial response within 14 days with a formal response and outcome within 21 days.

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6
Q

How do the two different complaints handling procedures differ?

A

a. Mainly in timescales – AECOM 21 days and RICS 28 days.

b. AECOM aims to lead in complaints handling.

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7
Q

What are the different types of customer satisfaction surveys?

A

a. Customer care survey – feedback at the end of a project.

b. Project review form – during a project.

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8
Q

How do you calculate fee?

A

a. Allocate resource – the individual.
b. Allocate rate.
c. Working days per month.
d. % utilisation on project.
e. Scope of services.
f. Graph
g. Calculate fee
h. Add margin
i. Include additional services fees below the line.

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9
Q

What are the different types of client brief?

A

a. Statement of need
i. A first attempt to describe the possible requirements of the project
ii. This may be used as the basis of appointment for the client advisors
b. Strategic brief
i. Describes the clients requirements in sufficient detail to allow the appointment of consultants
ii. Developed further with the comments from the consultants, this allows feasibility studies to be
carried out
c. Project brief
i. The key requirement on which the design will be based

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10
Q

Can you give me an overview of the principles of client care?

A

a. Identify clients, both new and existing
b. Understand the different types of clients and their objectives and interest
c. Make reference to the RICS code of conduct when building and maintaining relationships
d. Have a complaints handling procedure
e. Collect and respond to client feedback
f. Manage client accounts (CAM is big at AECOM)

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11
Q

What is burden of proof?

A
  • the obligation to prove one’s assertion

- Where the defendant has to prove the negligence of the plaintiff / claimant

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12
Q

What is Contributory Negligence?

A
  • Defense to a tort of negligence
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13
Q

What is negligence?

A
  • Failure to take reasonable skill and care which leads to personal injury, property damage or other
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14
Q

What is fitness for purpose?

A
  • Where a designer warrants a design will be functional.
  • (warrants – officially affirm)
  • i.e. contractor is wholly responsible for design on a design and build contract.
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15
Q

How do you assess what is reasonable?

A
  • Something which an ordinary competent professional would be expected to do.
  • The law provides that in the absence of any written terms and conditions to the contrary, a professional designer will have a duty to act with reasonable skill and care.
  • The common law test for negligence which provides that a professional person is not negligent if he carries out his work to the same standard that another reasonably competent member of his profession would have met.
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16
Q

What is reasonable skill and care?

A
  • Following procedures and professionalism
17
Q

What is a duty of care?

A
  • Moral / Legal obligation on an individual to act with reasonable skill and care
  • (when carrying out a task that could harm individuals)
18
Q

Value Engineering

A

 Act of evaluating the function, cost and objectives of a project with a view of increasing value between cost and revenue

19
Q

Value Management

A

 The process of defining value on a project in response to the Clients’ objectives
 Outlines how value can be managed throughout a project

20
Q

How do you assist the Client with decision making?

- Consider

A
  • Consider all options available
  • Assess the Pros / cons – T, C, Q (use consultants design / cost to assist
  • Make recommendation
  • Assist with any queries
21
Q

What is a peer review and how is it carried out?

A

Involves someone who is not directly involved in the project undertaking a review at key points in the project with the aim to pick up any potential issues before they develop
Ensures services are being delivered to the required standards.
Involves the following:
 Ensures that a formal agreement / appointment / contract is in place
 Ensures internal QA procedures are being adhered to
 Reviews technical accuracy and appropriateness of work being carried out
 Identifies risks / opportunities
 Compares work being undertaken to the scope
 Identifies lessons learnt / actions

22
Q

How did you manage your Clients’ expectations?

A
  1. Building a relationship that goes beyond client / consultant.
  2. Regularly communicating and addressing problems directly. (e.g. Hertsmere Stakeholders – managing MoL concerns)
  3. Agreeing on strategy, goals and timelines.
  4. Offering advice and direction; when I can’t offer it, I direct them to someone who can.
  5. Being a good listener.
  6. Being open & honest at all times; with issues, risks, budget, programme.
  7. Everyone is a potential client so I seek to treat everybody the way I would like to be treated myself.
23
Q

How would you deal with a difficult client?

A
  • The key element to dealing with a difficult client to be honest, open and transparent with communications & decision making to help manage their expectations.
  • Consider all options and the pros and cons of each; review with project team prior to meeting with the Client.
  • Give them adequate time to process information & guide them through the project and ensure that they understand their role & responsibilities.
24
Q

How do you assist the client with making decisions?

A
  • Consider all options available – use consultants (design / cost) to assist.
  • Analyse each option – pros & cons in achieving Client’s objectives.
  • Make recommendation – justify reasoning for acceptance & rejection of each.
  • Give the client time to think through each option.
  • Assist with any queries.
25
Q

How do you ensure that a Client’s key drivers and values are expressed through the lifecycle of a project?

A
  • Ensuring the Brief is comprehensive and capturing this in a PEP which is continuously updated.
  • Holding reviews at the end of each RIBA stage to analyse performance and the achievement of Client objectives; if targets have been missed, put mitigation plans in place (e.g. VE if over-budget).
  • Hold a ‘Lessons Learnt’ workshop when the building is in operation to capture experiences and ways to improve in future.
26
Q

If a Client had reacted negatively to your performance on a project, what is the client complaint procedure?

A
  1. Written complaints are sent to a specified director (Simon Johnson).
  2. An initial response occurs within 14 days with a full response following within 21 days.
  3. If the complainant is dissatisfied with the outcome, complaints can be referred to another Senior Director who will respond within another 21 days.
  4. Further stages include mediation (RICS Dispute Resolution Service) and arbitration (Surveyors and Valuers Arbitration Scheme).
27
Q

What mechanisms of client care are you aware of?

A
  • Client feedback forms.
  • Peer reviews.
  • Review of KPIs.
  • Quality Assurance procedures.
  • Complaints hanAecoming procedures.
  • EDMS (Electronic Data Management System): storing key information about clients – knowledge sharing.
28
Q

Who are the best Clients?

A

 Existing Clients as they generally present the highest potential / prospects for further work
 Built a reputation from past success / delivery
 e.g. IO Oil and Gas won from GE framework (Parent company)
 Existing Clients are most profitable than finding new ones.

29
Q

What type of clients are you aware of?

A
  • Public sector
  • Private sector (GE)
  • Developers (Greenland)
  • Experienced commercial
30
Q

Can you give me an overview of the principles of client care?

A
  1. Identify clients, both existing and new to maintain working relationships and bring in new work.
  2. Understand different types of clients and understand their general objectives and interests.
  3. Make reference to RICS code of conduct when building and maintaining relationships.
  4. Have a complaints procedure.
  5. Collect and respond to client feedback.
  6. Manage client accounts.
31
Q

Why is client care important?

A
  • To retain existing clients – secure repeat business.
  • Maintain a strong reputation within the industry and so attract further clients.
  • Due to the long term, bespoke & advisory nature of construction projects, it is important to establish a high level of trust with the client.
32
Q

What is Client Care?

A
  • Concept of identifying clients and the behaviours that are appropriate to establish good relationships.
  • Client Care is supported by systems and requires the collection of data, analysis and definition of client’s needs.

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