ChangeOrder

Estimating Projects by Long-Term Asset Value

In 1998, I remember catching up with one of my former classmates from college and hearing about their experiences of working at their first design studio as an intern. She related to me the following story (which I hope wasn't mangled by my faulty memory banks):

"All of the designers were really busy, so one of the owners gave me an identity project to work on over a week. I worked on a few concepts, but the one that I was really excited about had the last letter of the logo (a T) working like a construction crane picking up the letter to the left of it.

My boss showed the logos to the client and they immediately fell in love with my favorite. With just a little bit of further work, we delivered the logo and invoiced the client their standard fee for the logo. At the time, it seemed like a robbery for the amount of time I put into it.

My boss was really happy, they didn't have to spend much time art directing me, and they offered me a job when my internship was up."

As I asked her further questions about how the project went, then did the math:

One logo. One intern with minimal oversight. One week. $8,000 flat rate fee for just the mark.

How to Handle Change Requests

Tape this to your monitor:

"We'll be more than happy to make the changes that you've noted to this most recent round of [name of deliverable]. However, to accommodate your request, there will be an impact on the project schedule and overall scope, which may result in a change order. We'll get back to you within [X number of hours] with an idea of what kind of impact, if any, these changes may have."

Painting a clear picture of what deliverables and edits are included as part of your overall service offering, and then being just as clear about what client-desired changes are outside the boundary of that offering, are a fundamental attribute of running any service-oriented business.

Join Me for AIGA Seattle's "Design Business for Breakfast"

Whether you’re a freelancer, an in-house designer, or working at an agency or studio, you can never know too much about the business side of design. And in today’s tough economy, you need that business edge even more.

In "Design Business for Breakfast," a three-part series presented by AIGA Seattle, David Sherwin of frog design will host professionals from the Seattle design community—each of whom has deep experience in client service, project management, and design studio management. David and his co-presenters will give you a fresh perspective on professional practices and provide you with tips and tools that you can start using right away.

Each month's event will take place at Il Fornaio, Pacific Place, 600 Pine Street, Seattle.

 

Connect With Your Clients
Wednesday, January 13, 2010 | 7:30 - 9 a.m.
How to develop and sustain strong relationships with clients, whether you manage them directly or work through an account manager. Led by Erica Goldsmith, former Account Director at both Hornall Anderson Design Works and Cole and Weber United, and Executive Producer at Worktank.

Registration
Single Event | includes presentation, light breakfast, and materials
AIGA Members: $25 | Register
Nonmembers: $35 | Register

 

Structure Your Projects and Process
Wednesday, February 10, 2010 | 7:30 - 9 a.m.
Heighten your project management skills and build stable business processes that support your creative work. Led by Fiona Robertson Remley, who has built processes and managed projects at many Seattle agencies and corporations, including Worktank, Big Fish Games, Martini Design, Methodologie, Nordstrom, and Microsoft.

Registration
Structure Your Projects and Processes | includes presentation, light breakfast, and materials
AIGA Members: $25 | Register
Nonmembers: $35 | Register

 

Follow the Green
Wednesday, March 10, 2010 | 7:30 - 9 a.m.
Learn how design businesses make money: follow a designer’s earned income for a project, for a month, and over the course of an entire working year. Aimed at working designers and agency professionals. Led by David Conrad, Partner/Studio Director of Design Commission, an interactive design agency in Pioneer Square.

Registration
Follow the Green | includes presentation, light breakfast, and materials
AIGA Members: $25 | Register
Nonmembers: $35 | Register (link coming soon)

 

Full Breakfast Series | all three events
Connect With Your Clients (1/13)
Structure Your Projects and Process (2/10)
and Follow the Green (3/10)

includes presentation, light breakfast, and materials

AIGA Members: $60 | Register
Nonmembers: $90 | Register

Overpromise and Underdeliver

If you want to break a client's heart, sell what you don't know how to produce. Bill your client the time necessary to learn the tools you need to make them happy. Wow them with your big thinking and static comps, but be coy about how your ideas can be realized in the appropriate delivery technology.

How to Conduct Your First Client Call

The first fifteen minutes of conversation with a new client will often tell the story of your whole business relationship.

Just gauge the difference between these opening ripostes from two potential clients:

"Hello, my name is [REDACTED] and I'd like to see if your firm would be interested in taking part in an RFP for Big Fancy Technology Client's new website redesign."

"Hello, I was passed along your name by our mutual friend Lorrie. She said that you create amazing websites, and since we're looking to overhaul ours, I thought I'd give you a call."

In both cases, the budget and timeframe could be exactly the same. You just don't have any context yet for how the conversation will progress—except in how business and personal relationships are already being cued from their tone and assumptions.

So, how do you conduct your first client discussion to set yourself up for success?

Strolling to Conclusions

Roads lead to alleys. Alleys lead to dead ends. And you can't see them all before you've entered into a client engagement—no matter how much of a "design expert" you say you are.

"I've done a ton of logos, so this project is a cinch for me. In the client meeting, I'll share with them some design themes I've been exploring when drawing up my estimate. Just some riffing, really... nothing too serious that I can't back out of when the paperwork is finalized... It'll just help me cinch the gig."

What a bad habit. Sure, we get excited about the possibility of a new project and start sharing initial impressions that come to mind. But sharing your opinion like that—off the cuff—can be very damaging for the project you're looking to start, your long-term relationship, and the design profession in general. It belies an assumption that you are more important than the gazillions of people out there that form the basis of your client's design problem.

Let me provide a few examples.

How to Mitigate Major Project Errors, Pt. 3 of 3

Read Part 1 and Part 2 of this piece.

 

How to Mitigate Major Project Errors, Pt. 2 of 3

Read Part 1 of this piece.

How to Mitigate Major Project Errors, Pt. 1 of 3

Refreshed by your first eight hours of sleep in what feels like a decade, you stroll into your office, only to be stopped cold by the message light blinking on your voicemail.

It's your client, with a three-minute description of how their new shopping cart system—which you'd been slaving over for months, and finally deployed late last night—has been balking while trying to process credit card purchases. For hours. To the tune of many thousands of dollars lost in sales.

How will you resolve this issue, and how are you going to communicate a plan of action to your client?

Where we most often fail in the client management process is when, after all that work, errors still slip through—and we can't formally explain to our clients how we'll resolve them to their benefit.

Depending on the scale of your client's business, an error in project implementation could have a major fiscal impact—not to mention the drag on your long-term customer experience. Errors like the ones I noted above happen more often than we would care to admit. Most web designers understand the value of testing protocols, debugging code, and stabilizing a build in order to deploy a website or web app. But it's how we manage the errors that slip through while testing, printing, or fulfilling your design work that forges project success. Dealing with project errors in a professional manner is what defines the longevity of designer-client relationships.

Here's a quick primer on how to maintain your professionalism and protect the integrity of your client relationships when resolving these kinds of major project errors.

Unsolving the Business Problem

To get to point B, first you need to figure out how you arrived at point A.

Take the following example: You've been asked to lead a half-year marketing project for an international cruise line. They're launching a new luxury cruise liner that serves the Caribbean via Miami. Your new client wants you to help her sell out a full season on the new boat. They have a ton of ideas to share with you on how they can accomplish their goals.

Sitting down for your first meeting—an information-gathering session at corporate headquarters—your responsibility is to determine the scope of the campaign and help brainstorm tactics. After the meeting, you'll write a creative brief and prepare to kick off the project with your design team.

After a few minutes of small talk, your client starts to rattle off the details. Three new ports of call. An Olympic-sized swimming pool on the top deck. A new five-star dining menu with a first-rate wine list. Right away, the design ideas start flowing fast and furious in your mind. In the margin of your notebook, you start a few initial sketches that you just know will sell out all the luxury berths through the entire winter season. Suddenly, you blurt out: "Send the travel agents coconuts!"

Not five minutes had elapsed in your information-gathering session, and you've gone right to work. Such scenarios, where you have a clear vision of design solutions to marry up with a stated marketing goal, often seem serendipitous. But the habit of engaging in design ideation before having a thorough understanding of your client's business context is a bad one that should be broken. I'm not denying the value of intuition in the design process, but rather seeking that we employ our intuition after we have created a strategy by which to focus it.

Which leads to the crux of this scenario. A critical skill for any client-facing designer is the ability to scape away at the surface of a marketing problem to thoroughly understand its business context. Marketing is not business. Marketing is an activity that supports doing business. If you don't have a business context for a marketing project—i.e, understanding what business decisions led to engaging a designer's services to participate in sales and marketing activity—then talking strategy and marketing tactics can be somewhat ungrounded.

So, when situations such as these emerge during a client engagement, I immediately try to "unsolve the business problem." This is the act of shifting a client's conversational focus from the stated marketing problem to the underlying system of business conditions that led to its formation. By understanding the system of challenges in which your client's stated problem stands, you can better serve your client in forging a more strategic, better-designed result.

What follows are eight critical questions you can ask your clients—and glean insight into the business context around their marketing problems.

Do or Die? Six Secrets for Managing Deadlines

The art director shut the door quietly behind me, waving me into a seat. Out the windows of his office, I could see snarls of traffic waiting at a traffic light. Rain sluiced off our building in rhythmic waves. The gray weather outside lulled me into a sense of serenity. I liked my new job and the people that worked there. This was my first big agency job, and so far everyone I'd met had been quite helpful. I didn't know what this meeting was about, but I assumed it regarded a new, exciting client engagement that I would soon tackle.

The first thing out of my boss's mouth?

"The most important rule here is that you don't miss a deadline."

Always Try to Diversify

A long time ago, I worked at a firm that had a major telecommunications client. Over 50% of our monthly billings were derived from creating logos and names for new product launches, helping to brainstorm print ads and direct mailers, and otherwise serving as a creative sounding board. There was no retainer agreement, only projects that were opened with a rough time estimate and hourly rate.

It was creative nirvana. You could spend as little or as much time as you wanted on a project, as long as you had a range of thinking in your comps. Our clients trusted us, and we trusted them.

My wife and I had been discussing moving to Seattle for some time, and the final decision to make the move was very difficult -- mainly because this firm was such a great place to work. I gave my notice, my wife and I packed up our place and hopped in our car for a month-long cross-country jaunt. One morning in Chicago, while staying at a family member's place, I saw in the paper that my client's company had misstated earnings across all of their financial statements and was going to declare Chapter 11 bankruptcy.

Client goes poof, at least in the short- to mid-term. My former job vanished as well; they never rehired for the position. There's no way our clients in marketing or my boss could have ever known that would happen... and the client never recovered.

It's easy to be optimistic about what you can control in your designer/client relationship. You can make your clients happy and keep the bucks rolling in. But you can't control their business decisions beyond what you design and the observed impact of your designs in the world.

You can inform them and provide insight. You can educate them regarding what their options are strategically and tactically. You can even be Chief Design Officer and sit at the big polished mahogany table powering up your big presentation on how you'll optimize their customer experience and rethink their brand and make amazing new products that will bring in billions.

But you aren't the CEO. You aren't the Chairman of the Board. You control your domain, and unless you're the honcho who's dealing with the shareholders and making the tough decisions on critical business issues, you're SOL.

This is why you need to diversify.

And it isn't just about money. There are many sound reasons to pursue a more diverse client base, starting now...

Four Common-Sense Clauses for Design Contracts

It's incredible how a single sentence in your contract can throw a total wrench into an otherwise simple mid-project negotiation.

I'm no contracts lawyer, but after living through a good number of stumbles, I've started to mandate a few critical contract terms in my client agreements. If you're looking to be professional and be clear about IP ownership in the midst of a mid- to long-term design engagement, you should see if you include these kinds of terms in your standard design contract.*

The Eight Archetypes of Account Managers

Hello, fine friend. I adore you.

While I am in the midst of brainstorming the campaign, you are having Conversation #34 with the client about how they need to pony up the big bucks for the media buy. Or when I'm having a stakeholder interview with the ornery CEO, you are dutifully distilling our conversation into intelligent soundbites that easily weave into the user experience brief.

Can I imagine life without my trusty partner in (non)crime, the account manager?

Well, yeah. It would suck a whole lot more.

After working with a range of account managers across all sorts of industries, I've started to discern the roles that undergird the business side of our beloved design industry. And much like the various archetypes of art directors you may have met during your own journey through the designopolis, you may have enjoyed the company of these fine account management types that make our work more liveable:

Want a Little Client Feedback?

Whenever I receive client feedback, I think of stress tests for climbing ropes.

In a stress test, you tie a weight to the end of a rope, secure the other end of the rope, and drop it off a tall building. Then you see how far the weight can fall -- and how much force the rope can withstand -- before it snaps.

However, a rope doesn't just reach a instant breaking point. These ropes are designed to stretch and then bounce. The amount of flexion or "give" that the rope contains is a measure of its resilience.

A seasoned designer has a deep reservoir of resilience. This leads to a higher tolerance for change and ambiguity, as well as a certain level of professionalism around negotiating client feedback. At a certain point, you discover patterns in people's reactions and begin to anticipate them. This is a learned skill over a few hundred design projects. And through repeated stress -- not strain -- your tolerance increases.

But even with great designers, things like poorly considered client feedback can cause your design work to suffer. With that in mind, here are a few examples of how to triage client feedback to preserve a designer's resilience.

Starting a Disloyalty Program

I received my dividend check in the mail today from REI -- just as I was retiring my rock climbing harness. Talk about fortuitous circumstances. Right place, right time, right amount of free money to make the trip downtown worthwhile. It's like they knew exactly what I needed.

Then I walked into the store. There must have been hundreds upon hundreds of people just like me. The place was packed full of outdoorsy and not-so-granola types with their arms full of all those little things they'd been waiting until now to purchase. I almost balked at the very long line to check out, but it moved quickly. The woman at the checkout, Raven, thanked me for coming in and for being patient.

This scene was today. March 7, 2009. And it was only made possible because they'd sent me a check and held a sale.

When I got home, I read through the REI year-end report. Their earnings dropped from over $40 million dollars in 2007 to a bit over $14 million in 2008. That kind of shortfall is insane.

There are a large number of publicly-traded and private companies that are boldly suffering in the midst of structuring their businesses on extremely volatile business assumptions and premises. We're being told day after day and shown just how bad things really are. Perhaps your company or design firm has needed to lay off employees to gird themselves for potential failure.

As a result, we need to be honest with ourselves and our clients. We should be telling our clients what we can do to help them beyond fulfilling stopgap, immediate needs. It's time to stop being reactive and start being proactive through the downturn.

How can you start being proactive?

You're going to need to be a little disloyal when it comes to "business as usual" thinking around design business. You're going to have to spend less time worrying about business as usual and more time being present with your clients as people.

A lot of what I'll be talking about in this post is fairly self-evident. But in the midst of so much sturm und drang, it's worthwhile to remind ourselves of some of the fundamental ideas about working relationships that undergird our profession from a business perspective.

Not Good Proposals. Great Proposals.

With titanic battles happening nowadays over new business, it's crucial that you craft great proposals to win life-sustaining projects.

Not good. Great.

In the past, I've worked at agencies where proposal writing consisted of creating a laundry list: one final logo in the necessary formats, two rounds of client revisions, and so on. That worked fine when the money was flowing. Nowadays, the cost of entry is higher. Clients look at the deliverables, the price, and then start to haggle without mercy. Maybe that worked a few years ago. Not so much now. If you're bidding on a serious project for a new client, you need something a bit more... thorough. Be prepared to ante up with a great proposal.

Here's what to keep in mind when you write it.

Don't Hit the Deck: Mitigating Risk in Your Design Contracts

While rock climbing this morning, I just couldn't get off the ground. The route, a 5.11- called something like "Slippery Nose of Death", started off with a smooth first-sized hold that resisted my varied attempts at sticking to the wall. That is, until I'd figured out a way to force my left foot onto a tiny toehold, prop my right foot against the faux rock face with a smear that could only keep me aloft for 3 sec -- whoops, there I am again: back where I started.

I'd like to try the route again, but I can't straighten my hands. Yet.

What do I love about rock climbing? It's physical problem solving. Pre-thinking each climb will only get you so far up the mountain. You need to fumble through climb after climb until you've internalized each move.

Over years of practice, muscle memory will guide you through a sort of flow that can feel (almost) effortless. Truly great climbers have an elegance and grace to their movements on the rock that belies thousands of hours spent staggering up different swaths of rock -- often in gnarly settings that would induce abject fear.

And then there are those who climb without ropes.

Call them daredevils or fools, but free climbers -- who are treated with awe in rock climbing magazines and equally fawned over and pilloried by the mainstream press -- are considered the true elites. Risking their lives with every ascent, they're pegging the tough routes at Yosemite while their lives literally hanging by a fingernail.

I can't imagine taking a risk of such magnitude. I need a harness and a rope securely fastened to an anchor, as well as a belay partner who is attentively watching and listening for any signs that I might need assistance. My belay partner is the guy or gal who's watching out for my well-being, making sure I don't "hit the deck," a.k.a. pancake out on the ground beneath our climb du jour. If I fall, they catch me through the system we've constructed to keep us safe.

Have you ever "hit the deck"? Maybe not as a rock climber. But you've experienced something similar -- like when a client tries to pull out of your signed contract after you've done the majority of the agreed-upon work.

Three Iron-Clad Rules for Documenting Client Feedback

1. Put it in writing. Then send it to all parties to approve.

Take the time to document your meeting's action items and critical feedback elements. If you don't, you're going to forget details and nuances. And when consideration of those details is lacking in the next round, you're going to burn time and money in missed changes, confused requirements, and wonky client conversations where you waste valuable time righting the furniture.

2. Make sure they're unconditionally saying it.

If a client can't give you confident direction and just wants you to "work it out in the next round of creative," strive to turn the situation into a direction instead of a implication. This must be in writing and agreed upon by all parties. Don't just say, "Client dislikes green color, wants us to explore other options." Tack on the end of that sentence a discrete way to focus and narrow the comment's implications. Otherwise, you'll be doing endless rounds of creative tweaks that get you only inches closer to your project goals.

3. Be clear about where you're at in the project process.

You need to come to a common understanding of what you agreed to do out of every single meeting, and how it contributes to your overall project result as part of your agreed schedule and timeline. Put this in writing after each round of feedback and approval. Be clear about how their input is contributing to the final goal, and what value you're going to add with the next round of changes to reach that goal.

The Road Less Driven

"The most important thing is to be able to enjoy your life without being fooled by things."
--Shunryu Suzuki

This morning I was crossing the intersection of Denny and Broad, and the truck heading towards me wouldn't stop. It wasn't until my eyes met the driver's gaze that he hit the brakes. Otherwise, he would have mowed me down.

Catching my breath, I couldn't shake from my mind the following thought: He wasn't even there until he saw me.

Just as when I'm in a meeting, or talking with a friend, or driving myself to work, or reading my news feed on Facebook, my mind regularly wanders off on a tangent, taking my everyday awareness with it. It's like my head is just a balloon tethered to my body by a thin red ribbon. When this happens, I lose the ability to understand what people really mean when they want to communicate with me.

This is very problematic, since some of the most important traits of a designer -- and by extension, a human being -- are as follows: to listen, to accept, and to understand.

You listen attentively because you don't know all the answers. As we get older, we increasingly understand how little we have a capacity to know.

You accept what you are being told because it's another person's point of view, no matter whether you agree with it or not.

You understand the essential feelings that your clients need you to express at a fundamental human level. This happens on a plane beyond language, and we attempt to distill those feelings through our practice into tangible things. And we can never afford to be fooled by them. You are not your work.