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Revisions and changes are inevitable parts of the creative process. As a marketing project manager, it’s your job to collect feedback, interpret it, and make sure these requests are implemented correctly. To make sure this process occurs smoothly and effectively, you must have a plan.Here’s the best way to handle change requests.The change request process will vary from one project to the next. However, it’s very important for you to standardize it as much as possible. Then you can create a simple process that everyone can follow.Without a standardized process, you’ll find that things will quickly become chaotic. For instance:Stakeholders may be left out of the review process.Change requests will are tracked in a non-uniform way.Your team will struggle to accurately implement those changes.To help you standardize the change request process for your projects, here’s a look at a general outline.COLLECT AND RECEIVE THE CHANGE REQUESTFirst and foremost, you’ll want to define the method you’ll use to collect change requests. You should act on this process in a predictable manner that helps your team boost the quality of your project.At this point, you’ll want to think about the following kinds of factors:The stakeholders you need to work withThe length of time these stakeholders will have to make change requestsThe scope of change requests you can acceptThe tools you’ll use to collect change requestsIn this situation, Filestage is a lifesaver. Our tool makes it easy for you to quickly and seamlessly collect in-context feedback from internal and external stakeholders.INTERPRET THE CHANGE REQUESTNow that you’ve collected your changes, it’s time for you to sort through the change requests. As a marketing project manager, it’s your job to do an initial analysis of those change requests and start developing a strategy.You’ll want to make sure you check change requests for a few factors, including:ViabilityAre the changes realistic and in line with the project scope?TimingCan those changes be completed in a reasonable timeframe (without impacting the overall quality of the project)?ConsensusDo some change requests conflict with one another? If so, which one should take precedence?ClarityAre the change requests clear? Will your team be able to understand them as separate entities?Again, Filestage can help here. In-context feedback is clear, and it helps eliminate the complexity and confusion that’s caused by endless email threads.DISTRIBUTE TASKSNow that you’ve gone through the change requests and developed your strategy, it’s time to pass those changes along to your team in the form of tasks.The best project managers are able to retouch and repackage change requests that will make them clearer without affecting their meaning. This tactic helps each individual team member work efficiently and in line with the change request.Let’s imagine a scenario: A stakeholder has requested that a wipe transition be made faster. The marketing project manager will take that change request and translate it into technical, accurate language that the video engineer will understand.INCORPORATE THE CHANGESNow that your team has their tasks, it’s time for them to get to work. As the marketing project manager, you’ll be on hand to address any questions or concerns, while you make sure that everything is going according to plan.If you find that a change request was unclear at this stage, it will be your job to act as a go-between for your team members and stakeholders. Then you’ll need clear communication skills and a diplomatic approach to make sure both groups are satisfied.SECURE APPROVAL FROM STAKEHOLDERSOnce the changes have been made, you’ll have to confirm that the edits were accurate. In other words, you’ll have to recirculate the updated collateral among your stakeholders in order to get their approval again.Filestage makes it easy to expedite the review process, and make sure that no one misses a critical change request.5 Tips for Handling Change Requests Like a (Project) BossNow that we have a better idea of what the change request process will look like, here’s a closer look at some top tips for helping you really take control of the change request process.ACKNOWLEDGE CHANGE REQUESTSIt’s critical for you to properly acknowledge the receipt of change requests. All too often, some project managers fail to communicate with their stakeholders after they’ve received their change requests.This miscommunication could be due to forgetfulness or a desire to go through the change requests before they communicate their feedback.This situation is problematic for a few reasons:A lack of communication at this stage can put the client on edge and harm an otherwise warm relationship.A lack of discourse about the change requests may mean that key questions and talking points are missed.A lack of an explicit confirmation could be considered rude, so it’s important for marketing project managers to act quickly.You should be sure to keep your stakeholders updated as much as possible. Before assuring them of the next steps you’ll take to move the project forward, thank them for their constructive and insightful change requests.DON’T TAKE REQUESTS PERSONALLYMarketing project managers oversee the creation of some truly wonderful projects. They’re impressive on both a conceptual and technical level. It’s completely normal for you and your team to feel proud of the work you’ve created.Receiving a scathing change request can often be disheartening. If somebody finds a flaw in something you love, it’s only natural for you to have difficulty processing that piece of constructive criticism. Therefore, you should make every effort to avoid taking change requests personally.Before going through change requests, remind yourself that everyone wants the project to be the best it can be. Also, remember that people have different communication styles. If a piece of feedback sounds harsh, it’s rare for there to be any ill intent behind it.FOLLOW UP ON ANY DOUBTSIt’s absolutely critical for you to follow up on any doubts you have. Perhaps a project manager receives an unclear change request, but passes it along to his or her team anyway. If so, chaos could quickly ensue. Your team can become disengaged and frustrated, which would damage the project, rather than improve it.These doubts can reflect poorly on you and your team in the next review stage. So it’s very important for you to prevent this scenario from occurring. It can often be intimidating and difficult to communicate with senior stakeholders, but you should feel comfortable doing so. It’s better to run the risk of belaboring a point than eventually making an error.Your stakeholders will understand, too. They’ll appreciate the fact that you’re being thorough and working hard on their project.If you are interested in more information regarding project change requests, feel free to follow the link https://filestage.io/blog/project-change-request/.

I think a better approach than asking "Can you speed up this process?" is to say, "I have a tight deadline and X offers in hand. I would appreciate you doing all you can to help me move through your process as swiftly as possible. Please let me know what information you need from me to make sure we're set."The truth is that recruiters do not own the entire recruiting process. In most cases, recruiters are influencers, not final decision makers.Would asking a university admissions counselor to "speed up the admissions process" yield a swifter admission decision? Probably not. Though it depends on the school and their established admissions process.My first job out of college was as a teacher in the Los Angeles public school district. While I could have called my recruiter daily to ask him/her to "speed it up," the fact is I waited 4 weeks post-offer just to get background clearance. This piece was outside of my recruiter's control. It happened to be a busy time of year to be processed, and while it shouldn't have taken that long, it did.Gentle (or firm) reminders/updates/requests to your recruiting point-of-contact are much appreciated.But please keep in mind that recruiters rely on internal partners - recruiting coordinators, hiring managers, interview panel members, department leads, pre-employment vendors (background/criminal/drug testing) and compensation teams - to take a candidate from online applicant to final written offer letter.I once worked for a company that required CEO sign-off on every offer, so even if the timing can be expedited along the way, there are often some pieces of the process that are handled 1-2x a week (hiring committees, CEO final sign offs, board approvals, etc.)If you are the candidate of choice and the company is equipped to turn around a fast offer for you - based on how smooth and streamlined their internal processes are - they will. The recruiter will do what they can to influence their internal contacts to push things along.Over my 20 year career, I will tell you I have only seen one or two companies consistently turn around an offer in 48-72 hours. This would likely be a verbal offer. There were no reference checks, background checks, or drug tests built into their process. The other companies I've worked at have moved as swiftly as they could considering a myriad of moving pieces - including some legal requirements to keep the job posted X number of days or interview a slate of at least Y candidates.The more proven the hiring process, the better chance your recruiter will have of navigating it on your behalf. Good luck!Note: I'm speaking for internal corporate recruiters, not third-party external agencies.

Project delay is due to the following main three reasons, and the solutions are the following:1. Design and Engineering Delay- Join Client and Engineering Company Teams to resolve any and all issues in conjunction, in order to avoid back and forth recommendations, Q&A's and Approvals.- Limit Design and Construction approval dates and periods- Bring in Vendors Engineers to resolve any and all issues in-house and consider both Client and Engineering Company Engineers in said meetings for immediate approvals and go-ahead's.2. Supply Delay- Send on-site engineers, inspectors and/or expediters to the vendors installations, to approve drawings, expedite fabrication and fabrication approvals.- Pre-assemble as much as possible in vendors installations to shorten erection process on site.- Ship items as required and in function of erection or construction schedule and do not wait for bigger shipments.- Expedite shipping, consider airfreight where required.3. Construction Delay- Bring in additional construction and erection contractors before it is too late- Work more shifts- Bring in more erection equipment where required