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    <p>If you are looking for the ideal world where the customer never changes his mind or you get the ideal spec - <strong>you are in the wrong business</strong>. That being said, the most effective mechanism I have found for managing customer expectations and change requests is to institute an accurate system of measurement.</p> <p>This is how I run my team:</p> <p>1) We start with user stories. The customer is involved in writing them and the development team estimates how long each user story will take in a relative manner.</p> <p>2) Using prior experience I take these relative estimates (story points) and create a rough schedule for when major milestones of the project will be complete.</p> <p>3) Within these milestones we run 2-week iterations. The customer is involved in setting the approval criteria and whether or not the story has been approved. A simple burn down chart shows the customer how close we are to meeting the launch goal.</p> <p>4) Often time during the approval sessions the customer will request a change because the feature did not turn out how he expected it (even though it met his original approval criteria). At this time you generate a new story with a new estimate. You can also adjust your milestone dates appropriately. This then puts the ball back into the customers court:</p> <ul> <li>Often times they realize their change request isn't worth it (they'd have to get approval from their boss) and we'll kill the new feature</li> <li>Sometimes it is important so we'll delay the due date to get the feature in</li> <li>And finally, there's always the option to kill another not so important feature that will take an equivalent amount of time. </li> </ul> <p>The key is not to run away from change requests, but to establish that every change request has consequences on the product. There's no such thing as a <em>free lunch.</em></p>
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    1. POHow do you manage customers with regards to changing requirements?
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    1. COSpeaking for me personally, I am guilty of committing the opposite evil: In the past I have been too permissive with new customer requirements. (My mantra was "No problem!") I'm trying to change that now, hence this question. Thanks for your answer!
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      1. USAdam Bellaire
    2. COMost developers who turn program/development managers have the same problem. I certainly did and learned the hard way. By being strict and following the no free lunch policy you will improve the morale of the team and be able to deliver to the business what they want in a dependable fashion.
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