Model of expectations
Expectations are qualitative conceptions concerning future acts, results,
and consequences that individuals, groups, or organizations have. These can be
general or situational expectations. Formal expectations are requests for
proposals, requirements, strategies, and target settings. With the formal
description, parts can become lost, generalized, and distorted. For this reason,
the model of expectations offers ideal preparation for the standard requirement
specifications.
The expectations of participants influence all phases of daily work. The distinction into, on the one hand, long-term, well-established convictions like values, mission, vision, SWOT (strengths/weaknesses and opportunities/ threats), CSF (critical success factors), strategic goals and (general), and on the other hand in the short term, momentary facts, events, opportunities and motivations (situational) affects the preparation and practical response time. Success means that expectations are fulfilled or even exceeded. Expectations can be formulated for acts, results, and consequences.
- Act
Expectations of acts are ideas that describe what has to be done, e.g., execution, activity, process, procedure. Results and consequences are not considered here. The expectation is fulfilled with the act (e.g., presence 8:00 - 17:00). The core question is: What has to be done? During realization, acting people decide the result. Expectations are fulfilled by proof of action.
- Result
Expectations of results are ideas that describe what has to be supplied, e.g., raw materials, modules, products, and services in appropriate quality. Necessary acts and consequences are not considered. If the relevant result is available, the expectation is fulfilled (e.g., 100 delivered pieces until 16:00). The core question is: What outcome has to be achieved? During realization, the acting people decide the required acts provide the expected result. Expectations are fulfilled by proof of the qualitative result.
- Consequence
Consequences are ideas that describe what has to be affected, e.g., follow-up activities, effects, opportunity exploitation/ risk avoidance. Necessary acts and results are not considered. If the desired consequences occur, the expectation is fulfilled (e.g., increase of turnover figures). The core question is: What arises from this? During realization, acting people decide the required acts and results that have to be accomplished to receive expected consequences. Expectations are fulfilled by proof of changes.
These expectations can be formulated separately or in an arbitrary combination. This means that expectations can consist of acts and related results. Absolute expectations cover all three aspects. In the respective constellation, all relevant aspects of expectation should be considered. General expectations should aim for rather general fulfillment. Situational expectations need detailed reports and proofs. Contrary to the requirement specification, which has a structured format, expectations usually are not formalized. Written preparation of expectations is recommended. These can be derived indirectly from discussion with the expecting people, from any publication, or assumed. It can be decided whether expectations have to be determined comprehensively or the restriction on assumed expectations is enough in individual cases. Exceeding expectations might not be honored, lead to conflict with other expectations (e.g., economy criteria), and wastes eventually capacities. For this reason, it is crucial to question expectations and to get confirmation from stakeholders.