哦，让客户选择计费模式的快速方法：在向他们解释您的合同内容（与他们合作进行需求、开发、测试等）时，添加一条注释，其中包括 x 小时电话和电子邮件通信的影响，其中 x 是基于经验的项目规模的函数。 另外，额外的时间将花费每小时 250 美元，以 30 分钟为增量。 这将阻止他们就每个琐碎的问题与您联系，并列出要与您交谈的事项清单，这使得联系更加有效。 假设您对 x 的价值是合理的，低维护客户不会有任何问题，因此您可以从合同中删除该条款，因为它无关紧要。 一个高维护客户会想知道为什么它这么少，如果这只是一个很小的问题怎么办，等等。
Look for how much detail they know about their project, and how much they want to talk about it. If they seem focused on the details, they may drive you crazy by trying to micro-manage your work. If they don't seem to know much about the details, then they (the customer) may be in over their heads as they don't know the scope of the project. A good customer will know the details when asked, but won't want to drone on about them excessively.
Oh, a quick way to make the customer choose their billing model: when explaining to them what your contract includes (working with them for requirements, development, testing, etc) add a note that this includes x hours of phone and e-mail communication, where x is some function of the size of the project based on experience. Add that additional time will cost $250 per hour in 30 minute increments. That will discourage them from contacting you for every trivial question, and to put together lists of things to talk to you, which makes contact more efficient. Assuming your value for x is reasonable, a low-maintenance customer will have no problem with it, so you can remove that clause from the contract, since it's irrelevant. A high maintenance customer will want to know why it's so little, what if it's just a teeny question, etc.
They don't have a clear idea of what they are trying to achieve
They try to dictate a technical solution to you before you have even examined the requirements / They don't seem interested in your opinion as the consultant
They agressively haggle over price
If doing any kind of graphical front-end, they ask for spec-work in advance of any kind of agreement
I've been working as a contractor for a few years, and this posting shows a few specific instances of reasons I've walked away from jobs. What I want to see in a contract engagement:
A strong business sponsor with genuine commitment to the project and the clout to remove obstacles.
Evidence of adequate funding and support within the organisation for the project.
A line manager who won't drop you in it or interfere in your work to cover their own arse. This is a particular problem as you tend to be reporting directly to people on the first rung of the management ladder who don't really have much clout. For this reason the first point about a strong business sponsor is quite important.
Evidence that the project does not have powerful enemies within the organisation.
Edit:
For the first point, asking who the businss sponsor is and where they live in the organisation is a good start.
For the second point, ask for a reasonable market rate and if they quibble, it's a bit of a sign that someone's trying to do it on the cheap.
For the third point, the line manager's approach is often apparent from the way the conduct interviews.
For the fourth point, ask who might block the project and look for any hesitation in the response.
These are not hard and fast rules, but heuristics.
We recently had an "experience" with a customer so straight off the bat:
Did you underbid? If so, it's quite likely that you wouldn't be able to meet the customer's expectations within your budget and profit margin constraints, and it's going to cause problems.
Other vendors' experiences. What experiences do other vendors have working with this customer? Also, are you replacing another vendor, if so, why? Could the same reasons apply for replacing you?
Are the requirements vague? (Of course they are) I mean do they keep changing all the time? were you forced to sign off the requirements in a hurry?
Do you have the backing and buy-in of the best people in your company to make this work? They may not be directly involved with working for this project but they should have some stake in making it work out with this customer.
New country? Cultural issues could kill you despite your best intentions. Think of having local partners or go betweens, if not an option, at least familiarize yourself with the local language and customs.
发布评论
评论（4）
看看他们对自己的项目了解多少细节，以及他们有多想谈论它。 如果他们看起来专注于细节，他们可能会因为试图对你的工作进行微观管理而让你发疯。 如果他们似乎不太了解细节，那么他们（客户）可能会因为不知道项目的范围而不知所措。 一个好的客户会在被询问时知道细节，但不想过多地谈论它们。
哦，让客户选择计费模式的快速方法：在向他们解释您的合同内容（与他们合作进行需求、开发、测试等）时，添加一条注释，其中包括 x 小时电话和电子邮件通信的影响，其中 x 是基于经验的项目规模的函数。 另外，额外的时间将花费每小时 250 美元，以 30 分钟为增量。 这将阻止他们就每个琐碎的问题与您联系，并列出要与您交谈的事项清单，这使得联系更加有效。 假设您对 x 的价值是合理的，低维护客户不会有任何问题，因此您可以从合同中删除该条款，因为它无关紧要。 一个高维护客户会想知道为什么它这么少，如果这只是一个很小的问题怎么办，等等。
Look for how much detail they know about their project, and how much they want to talk about it. If they seem focused on the details, they may drive you crazy by trying to micro-manage your work. If they don't seem to know much about the details, then they (the customer) may be in over their heads as they don't know the scope of the project. A good customer will know the details when asked, but won't want to drone on about them excessively.
Oh, a quick way to make the customer choose their billing model: when explaining to them what your contract includes (working with them for requirements, development, testing, etc) add a note that this includes x hours of phone and e-mail communication, where x is some function of the size of the project based on experience. Add that additional time will cost $250 per hour in 30 minute increments. That will discourage them from contacting you for every trivial question, and to put together lists of things to talk to you, which makes contact more efficient. Assuming your value for x is reasonable, a low-maintenance customer will have no problem with it, so you can remove that clause from the contract, since it's irrelevant. A high maintenance customer will want to know why it's so little, what if it's just a teeny question, etc.
其中任何一个：
Any of these:
我作为承包商工作了几年，这篇文章显示了我放弃工作的一些具体原因。 我希望在合同中看到什么：
强大的商业赞助商
对项目的真诚承诺
以及消除障碍的影响力。
充足资金的证据以及
组织内的支持
项目。
不会让你介入的直线经理
或干扰你的工作
捂住自己的屁股。 这是一个
你可能遇到的特殊问题
直接向人们汇报
管理阶梯的第一级
他们实际上没有太多影响力。
为此，第一点
关于强大的商业赞助商是
非常重要。
有证据表明该项目不
内部有强大的敌人
组织。
编辑：
对于第一点，询问谁
商业赞助商在哪里以及他们在哪里
住在组织里很好
开始。
对于第二点，请询问
合理的市场利率，如果他们
狡辩，这是一个迹象
有人试图在
便宜。
对于第三点，线
经理的方法往往是显而易见的
从采访的方式来看。
对于第四点，问谁可能
阻止该项目并寻找任何
回答中犹豫不决。
这些不是硬性规定，而是启发法。
I've been working as a contractor for a few years, and this posting shows a few specific instances of reasons I've walked away from jobs. What I want to see in a contract engagement:
A strong business sponsor with
genuine commitment to the project
and the clout to remove obstacles.
Evidence of adequate funding and
support within the organisation for
the project.
A line manager who won't drop you in
it or interfere in your work to
cover their own arse. This is a
particular problem as you tend to be
reporting directly to people on the
first rung of the management ladder
who don't really have much clout.
For this reason the first point
about a strong business sponsor is
quite important.
Evidence that the project does not
have powerful enemies within the
organisation.
Edit:
For the first point, asking who the
businss sponsor is and where they
live in the organisation is a good
start.
For the second point, ask for a
reasonable market rate and if they
quibble, it's a bit of a sign that
someone's trying to do it on the
cheap.
For the third point, the line
manager's approach is often apparent
from the way the conduct interviews.
For the fourth point, ask who might
block the project and look for any
hesitation in the response.
These are not hard and fast rules, but heuristics.
最近，我们与一位客户进行了一次“体验”，直接询问：
We recently had an "experience" with a customer so straight off the bat: