Summarize the below and how it relates to Project Management as a whole and what are the overall implications for future project that might need to be managed in the future.

Provide 2 references sourced for the related topic (Project Management and Project Management Process).

CUSTOMER SATISFACTION MIGRAINE

Companies have traditionally viewed each customer as a one-time opportunity, and after this customer's needs were met, emphasis was placed upon finding other customers. This is acceptable as long as there exists a large potential customer base. Today, project-driven organizations, namely those that survive on the income from a continuous stream of customer-funded projects, are implementing the "engagement project management" approach. With engagement project management, each potential new customer is approached in a way that is similar to an engagement in marriage where the contractor is soliciting a long-term relationship with the customer rather than a one-shot opportunity. With this approach, contractors are selling not only deliverables and complete solutions but also a willingness to make their EPM methodology compatible with the customer's methodology. To maintain customer satisfaction and hopefully a long-term relationship, customers are requested to provide input on how the contractor's EPM methodology can be extended into their organization. The last life-cycle phase in the EPM methodology used by ABB (Asea, Brown, and Boveri) is called "customer satisfaction management" and is specifically designed to solicit feedback from the customer for long-term customer satisfaction.

This best practice of implementing engagement project management is a powerful best practice because it allows the company to capitalize on its view of project management, namely that project management has evolved into a strategic competency for the firm leading to a sustained competitive advantage. While this approach has merit, it opened a Pandora's box. Customers were now expecting to have a say in the design of the contractor's EPM methodology. One automotive supplier decided to solicit input from one of the Big Three in Detroit when developing its EPM approach. Although this created goodwill and customer satisfaction with one client, it created a severe problem with other clients that had different requirements and different views of project management. How much freedom should a client be given in making recommendations for changes to a contractor's EPM system? Is it a good idea to run the risk of opening Pandora's box for the benefit of customer satisfaction? How much say should a customer have in how a contractor manages projects? What happens if this allows customers to begin telling contractors how to do their job?