This post is a real departure from my usual selection of topics, but I think it's really important to help clients manage technical contacts and conversations.

We know that we depend on our clients to survive, of course. But sometimes I think we forget how much our clients depend on us. Case in point: a phone conference I was on the other day where the topic was making two different LMS products communicate with each other. I represented w/ and our product: simpleLMS (www.simplelms.com) and there were two technical contacts from the other company who were trying to communicate what they needed from our joint client.

The details on this project are a bit deep for most clients...but what do they need to know, really? They need to know the end result of how the two products will share information, how much it costs, and how long it will take. That's it.

The mistake the technical contacts made was thinking that the client needed to understand how their database was designed and how many variables were allowed, at which different levels of the product. In other words, they were getting the client involved in the design of the solution...and that's not the client's job. All the tech guys needed to know is what information from the learners' profiles needed to be shared between products and why (login, password, course completions and prerequisites). From that, they could come back with a simple proposal to make things work, without getting the client in way over her head.

Now, you clients out there...applause for how hard you work, but don't let the techies take over the show and drag you into more work, or more information, than you need to be involved in...

• In a preliminary conversation, tell your supplier what you want to accomplish
• Make sure they ask you enough questions, so that they really understand what you need
• Make sure they clearly explain what they will need from you, in order to be successful with your project
• Ask your supplier to create a scope document that outlines all of the above parameters, and have them include at least a preliminary budget and time table
• Now, review the document with support from other people who may be able to spot problems or additional opportunities and go to a final version of the scoping document with your supplier