Abstract
Customer expectations management is recognized as a major tool for every project manager. As such, it is of high interest for project marketing and project management. In order to manage expectations, which are supposed to appear during the project, Pinto and Rouhiainen (2001) have developed a model of the nature of customer agreement throughout the project. They delineate three major phases: sales, execution, and operation. On the basis of two case studies and throughout an abductive approach, this paper contributes to improve the management of expectations in project business by the taking into account of:<br /> · A more detailed project phases model than the original one developed by Pinto and Rouhiainen;<br /> · The introduction of the concept of ‘suffering’ of the customer as a result of dream-like expectation management;<br /> · The renunciation of the customer and the stakeholders as the best means to manage expectations in project business.<br /> The two cases confirm the critical relevance of time for expectations management: both the companies try to smooth and make stable the customer expectations, understanding that the entire relationship does count, not just the final delivery. The end of the project would always be charged of the history of the relationship. Although a project is finally and successfully accomplished, the negative points of the past would decrease the satisfaction/pleasure of the client.