[asterisk-biz] Cheater Dedication

[Matthew Rubenstein]

	The key to clear communication across the client divide is precise
communication of expectations and explicit changes. The simplest
technique is to agree on an *acceptance checklist*, produced by the
developer from the client's requirements, and accepted *prior* to the
agreement. Then, when the software is delivered, the checklist is the
target against which to compare the software. When changes are proposed
by either side, the checklist is revised to reflect the new agreement.
And those explicit changes are used to renegotiate changes in schedule
and money.


On Wed, 2006-06-14 at 18:57 -0400, Paul wrote:
> Sika Spam wrote:
> 
> >Abdul Lateef wrote:
> >  
> >
> >>Yes, Treje you are right i did not ask for any
> >>deadline or for contract agreement. But for money Back
> >>gurantee he written in his web site for money back
> >>with week, if product is not according to which i
> >>asked them first time.
> >>    
> >>
> >
> >Paying people online who are basically untouchable legally is very, very
> >scary. I have been burned for $3,000 for graphics work, for example. The
> >problem is simple: just like online people will say very aggressive
> >things to others that they wouldn't dare say to their face, sometimes
> >people represent themselves as knowing how to do work AND deliver it
> >ontime, and this turns out to be false. Someone mentioned escrow, and
> >yes, that helps, ut it still is your word against the other's.
> >
> >I learned (for $3k) that you want a written contract that describes the
> >work to be done, deliverables, and the delivery date, and you want to
> >register this with the escrow. http://guru.com is one. You want people
> >with references and evaluations posted by clients. All this is available
> > on Guru and others. Unfortunately, even this doesn't guarantee you
> >won't be ripped off!
> >
> >I have since mostly had work done by people I can meet and possibly go
> >visit, even if it's far away. The possiblity you can reach them
> >physically helps forge a more honest relationship. Sorry to be cynical,
> >but I'm afraid it's true.
> >  
> >
> It can be scary for people on both sides of the relationship. As a
> consultant, the first thing I have to decide is how much time I will
> risk working for a stranger. Suppose I set a limit of 4 hours but I have
> already told the client that the total time for his project is much more
> than that. What I will do after 4 hours work is deliver what I have so
> far. That might include work logs, notes, config and source files that I
> have modified so far. The problem is often that the client is incapable
> of evaluating the information. Usually I tell the client that if he buys
> a prepaid block of time immediately, I will count the hours already
> worked against that rather than bill him at the higher rate. For prepaid
> blocks of 40 hours that means half the cost for the hours I already
> worked to prove myself.
> 
> In the past I have handed long credit application forms to small
> business clients who asked for terms. Nobody ever filled the things out.
> Most just told me they would write me a check when I delivered and the
> others decided not to do business with me. There are always people out
> there who charge a lot more, give anybody credit and spend too much time
> chasing receivables.
> 
> I would say that the general rule I use in making final risk management
> decisions is my availability. If I have time available I will risk more
> with a new client. If I am extremely busy, I only take on new clients
> buying prepaid blocks of time. That's because I might need to utilize
> subcontractors to get the work done right away. I limit my risk to not
> getting paid for my own time. My subcontractors always get paid and
> those with a good track record get advance payments.
> 
> My advice to those who can't evaluate the technical progress being made
> is that they need to find a key technical person. That can be partner,
> employee, consultant or whatever structure. You have to compensate the
> person correctly. If you don't have enough cash, give them a written
> agreement for part ownership or something. I have an ex-client who
> ignored such advice. He contracted with unqualified people who grossly
> misrepresented their technical capabilities. It may be that he never
> paid the new contractors but the total cost including lost
> revenues(online stores down for over 2 weeks) had to be in at least $30k
> range. This is what happens to selfish and greedy people who detest all
> computer geeks.
> 
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(C) Matthew Rubenstein