Being a website owner…

So you are going to be a website owner… Or maybe you already are. What types of tasks might you be responsible for? (Excerpted from Boagworld [This site has since been deactivated.]

• Visionary “A good web design agency should be able to help their clients shape a vision for their organisations website, however it is down to the website owner to “own” that vision and develop it over the long term. The person responsible for a website needs to have a clear picture of what role the site plays within their business and how that role could be expanded over time.”

• Advocate “As well as having a clear vision for a site the website owner also needs to be the sites advocate. By that I mean he needs to defend the site against others within the organisation that would seek to undermine its focus.”

• Evangelist “But the job of the website owner is not just defensive. A good website owner should be offensive too, actively promoting the website within his or her organisation.”

• Content guardian “Probably the most time consuming and demanding of the responsibilities held by the website owner is to oversee the content of the site.”

• Project coordinator “Developing a website involves a lot of people. Designers, developers, usability experts, content contributors, hosting companies… the list goes on. Although in many cases a website owner turns to a web design agency to handle the management of many of these roles it is still inevitable that some management will be required by the client.”

• Referee! “The unfortunate truth is that the final role a website owner often has to fulfill is unofficial referee. Web development projects are a series of compromises. Accessibility needs to be traded off against design, design against marketing, marketing against usability and so on.”

If you are planning on being, or currently are a site owner, maybe you should reassess your tasks… By the way, the Boagworld podcast is fantastic for clients, and developers…

Embracing constraints

So you have a small budget… So you need your identity designed before an impending trade show… It’s no problem.

There is absolutely nothing wrong with constraint as long as it is understood, and utilized. We look at every project as having 3 components. Its not our original idea, but its a great one.

If you have a limited budget, rejoice in the fact that you can likely have your project completed quickly. If you have a short timeline, -feel comfortable knowing that it is wise to “just do less.” If you have a small project to do, -enjoy the fact that your timeline, and budget will be proportionately small, and that your quality can be exceptional.

Every constraint forces another portion of your project to be either more generous, or more limited. don’t feel bad that you have constraints, enjoy the fact that another portion of your project likely became easier to manage if you carefully consider it.

Some examples:

• I need a quick turnaround: Great, -start small, and if you have extra time, you can fit more in.
• I have a small budget: Great, -It’s an excuse to do something small but great, but have ti done really quick.
• I have a huge project: That’s fine, just know that a larger scope means that timeline and budget are proportionally larger. Take your time, and plan well…

Well Roundedness

Hire someone well rounded. It’s common advice you can read almost anywhere. Whether you’re hiring someone internal, or picking a partner, -look for well roundedness.

Of course, if you have an unlimited budget, you can hire individual specialists at everything. But if you’re like the rest of us, you need to find people who can focus on the generalities as well as the specifics.

Some advantages of well roundedness:

• You have a large world-view
• You can see how things interconnect
• You have a care for what’s over the horizon, -even outside of your specialty
• You have an ability to see where your skills recede. not just end… but recede.

Fundamentals – What if I want to make changes?

Changes are part of the normal process of development for any project. Whether it’s a brochure, a website, or an annual report, there will inevitably be changes. So as as client, or as a developer, how do you handle it?

As a client:

• Ask for exactly what you want, -Focus on why the change needs made. Expect that there may be apprehension, and that there may be reluctance to change. If a design agency is worth its salt, they’ll believe wholeheartedly that they are heading down the right path already.
• Be prepared to problem solve. Remember that you have introduced a new variable in the equation. You’ve hired problem solvers, and they will likely want to re-assess other portions of the project to see if they are effected.
• If the changes are substantial, rationally expect the budget to reflect the change in scope.

As a designer / developer:

• Receive changes willingly, and acceptingly. Changes are par for the course, and are to be expected in a collaborative project. Sit back. Think about the changes, and assess their impact on the project as a whole.
• Think clearly about how the changes will affect your work-load. If the changes are minor, try and include them in your working budget. If the changes are substantial, realistically asses how much time the changes may take, and be factual with your clients. The worst thing you can do is surprise them with an invoice.

At Entermotion, we’re really liberal (probably too liberal) with our allowance for client changes. We’re sympathetic with our client’s situation, -it’s a tough spot. Our clients have bosses, budgets, customers, and deadlines. There is always something pulling or pushing. Of course we have to charge for our time to ensure we can stay in business, and keep providing the services we love to provide, – but we’re not a penalty-based business. We hope that our industry maintains the same level of conscience.

Surprises are avoidable.

When do budgetary surprises occur? When bad planning happens…

This is not to say that scope never changes in a well planned project. The fact is that when you are planing a project, you know very little about the finish line. It’s a simple fact, but it rings true.

So how can you plan better to avoid surprises?

• Coordinate resources. Find what you have to work with first…
• Talk to relevant parties. If your project involves HR, make sure to talk to them before the project gets started
• Take a step back. Think about your real purpose.
• Have a simple goal, and stick to it
• Fight for empowerment. Ask your boss/partners for the power to make decisions
• Relinquish control. Determine what you can delegate and what you must micro-manage
• Be realistic with milestones