> ## Documentation Index
> Fetch the complete documentation index at: https://irisdocs.prescientlabs.ai/llms.txt
> Use this file to discover all available pages before exploring further.

# Client Management & Operations FAQ

> Quick answers on onboarding, communication, scope and project close.

## What should happen before kickoff?

Confirm commercial terms, scope, sponsor, process owner, stakeholder plan, security dependencies and the target decision date.

## Who should attend kickoff?

Include the sponsor/accountable owner, day-to-day process owner and anyone needed to agree scope or governance. Avoid attendees with no decision or delivery role.

## How often should I update the client?

For a short diagnostic, a concise weekly update is usually enough if blockers are escalated immediately. Include status, progress, next steps, decisions, risks and client actions.

## How do I communicate a delay?

State the cause, consequence, options and recommendation before the original deadline passes.

## What if stakeholder participation is late?

Explain how the missing perspective affects confidence or timing. Replace the participant, move the milestone or proceed with the limitation stated explicitly.

## How do I manage scope creep?

Anchor requests to the agreed business question. Absorb trivial clarification, trade scope, or use a change request for material additions.

## When should I escalate an issue?

Escalate when it threatens scope, timeline, quality, security, commercial terms or the intended client decision and cannot be resolved by the working team.

## How do I chase an overdue invoice?

State the invoice number, amount, due date and requested payment date. Escalate progressively if it remains unresolved.

## What should happen at project close?

Confirm acceptance, outstanding actions, handover, access/data responsibilities, final invoice and the next-step decision.

## What if a client asks me to work outside my expertise?

Say so. Use a specialist partner or a narrower advisory role rather than accepting delivery risk you cannot manage.