Interactive Project Management

How To Hire A Great Digital Project Manager

2012-01-11T17:30:00.003-05:00

Staffing a digital project management position with the right individual is a key factor in the success of any interactive project. Project management has become the most pivotal role on an interactive team. It's also a very challenging and rewarding career choice, and as the profession receives more and more attention, individuals from many areas are making the migration into project management. If you are working to fill a position at your agency, or even for a single project, there are some important skills and attributes you need to look for in the ideal candidate. Here are two I'd rank highly on the list.

People skills: This is probably the single most important quality a digital project manager must have. The PM will be working very closely with clients, vendors, project resources, and management on a daily basis. They need to be able to motivate, inspire, and guide in a way that gets the best out of everyone. If the individual in unable to earn the respect and trust of the all these team members, the project will suffer, and the entire experience will be one that's painful and difficult.

Master of process: The digital landscape has become incredibly complex, with new technologies, services, trends and tactics emerging daily. A project manager must understand the basic process of digital development inside and out in order to adapt to these changes, while still delivering a quality product. Mastering how a website is developed, as well as the skill-set and contribution of each resource, is an absolute must. This knowledge allows a project manager to mitigate risks and problem solve if things go off-track. Knowing how to achieve the same end result by altering process slightly is what saves many, many digital projects from disaster, but this kind of strategic thinking cannot happen if the project lead isn't intimate with the basic process.

Every project manager needs a chance to prove themselves on the job. Given the potential corporate process, client, team and project backgrounds they'll have to ramp up on, it will take time to get into the groove and really make a difference. The skills described above, however, will be evident immediately. Pay close attention, because a digital project manager will not succeed if either is lacking.

Sample Content Deck

2011-09-06T09:45:00.003-04:00

In response to a previous entry, The Power of a Content Deck, I'm providing a sample content deck for my readers to download and use. This sample deck is only a few pages, but the intention is to provide a format that can be replicated for each page of a site. This format has evolved out of twelve years of interactive project management, and is the best example of an integrated document that I've been able to develop. As mentioned in my previous entry, this document ties in the following aspects of the build:

Information Architecture - Each page within the content deck must be numbered according to the page numbers in the final information architecture, so that the documents correlate to one another, and the team and client can easily reference both in conjunction.
Search Engine Optimization - The deck includes page and meta description tags, which will be indexed and used by search engines to qualify and index your website content.
Multimedia - The deck makes specific reference to any imagery or video being used on each page of the site, so that the build team can locate these assets quickly as they develop each page.

This deck format will work for most website builds, and should be amended to meet unique needs as required. It's been my experience that this deck has saved hours of work by presenting relevant information in a single location. I've had great success and feedback, not only from my team, but from my clients, as well. Please share your feedback with me.

Sample Content Deck

The Power of a Content Deck

2011-04-05T12:37:00.000-04:00

One of the challenges of web development - particularly when you're using a waterfall approach - is to bridge together the discreet documentation the team produces, so that each individual element is part of a larger whole. Documentation produced by tech should reference and leverage documentation produced by information design, and so on. Not only does this help present a cohesive picture to the team and client, these references will be useful come development, when the team will be expected to stitch each piece together into a single product. Over the past year, I've focused on leveraging the content deck as a key document to help tie together supporting assets with great success.

Why the content deck?: The content deck comes at a key juncture in the life cycle of an interactive project - it is driven by information design, but will inform creative design. It is a lynchpin for the team, touched by everyone. More importantly, it may be the only complete reference to the site that exists. Wireframes and storyboards are often only produced for key or unique pages, but the content deck will likely include copy for each and every page of the site.

What to incorporate: Beyond actual copy, the content deck should reference and incorporate the following elements:

Numeration from the information architecture and wireframes - this allows an individual to understand exactly where individual content elements will live within the site and on a given page. Not only will this will help the client greatly during content review, which can be a disjointed experience, it is necessary for the technical team, who will have to populate each website page with the proper copy.
Multimedia files and server location - most sites include photography and/ or video, and the content deck provides an ideal opportunity to reference which specific media assets should be placed on which screens. Again - the content deck may be the only complete reference you have to the entire site, so it's a simple and easy way to pass this information along to the technical team for the build. But, don't stop at the image or video name - include the location of that file on the server, or on an external social media site, as well, so the team will know where the asset currently lives.
SEO data - title tags and meta descriptions for individual pages can also live in the content deck. This means the tech team will have a single place to refer to for all this information, instead of disparate documents they'd otherwise have to try and connect to one another.

Improvements to the way in which websites are built can easily be made by streamlining our work process. Consider maximizing the value of the content deck by incorporating much more pertinent information than simply copy. In the context of web development, the old saying, content is king, can be tweaked - content deck is king.

Making Web Analytics Easy

2011-01-15T14:40:00.002-05:00

One of the advantages the web offers over traditional forms of marketing is measurability. This means we can understand the success of a site by how users interact with it - how many individuals visit, how much time they spend on the site, what pages they view, and even how they arrived. No other medium offers the insight and ability for analysis like the web. But knowing what analytics tool is right, what numbers are important, and how to approach reporting can be overwhelming. As with most things, a logical and simple approach is the best way to begin - not only for you as a Project Manager, but for your clients, as well.

Determine what success means: The term KPI, or Key Performance Indicator, is used to describe the measurement of success for a site. In simple terms, it means identifying what activity on your website will be a sign of good performance. Success varies for each website - some sites are intended to grow subscriber databases, others aim to sell product, and the list goes on. It's important that the metrics for success are identified in the initial planning stages, so that the site can be built with an understanding of what it's supposed to achieve.

Select the right analytics tool: There are numerous options to choose from when selecting a web analytics tool. Important considerations include business requirements (how sophisticated will reporting requirements be?), costs (up-front purchase and ongoing licensing fees), and overall usability (determine whether the client will access reporting directly). For many, free tools, such as Google Analytics are more than sufficient. Do your research and try and demo the products you're interested in before making a decision.

Make reporting simple: Once you have access to your site analytics, you should standardize the format and frequency of the report that will be generated. Not every measurement is important to all websites, so pare back to the most critical metrics, or the report will lose its focus and impact. Remember the KPIs that were set initially - build a report around numbers that will support these benchmarks. Once you've determined what your report will look like, create a dashboard that provides a snapshot of the report. Most analytics tools allow you to set-up a summary screen that pulls in select metrics. This is the screen that appears immediately upon logging in, which makes it an effective tool if your client will access analytics on their own. Many analytics tools also allow these reports to be automatically generated and distributed via email, based on a schedule you can control. So, if your client wants a summary report every Monday, this process can often be triggered quite easily.

Presenting Information Architecture

2010-11-29T17:38:00.005-05:00

For Digital Managers, Information Architecture, or the IA, can be one of the first major deliverables of a website project. When working with clients who are unfamiliar with this document, the presentation of the IA can quickly turn into a series of misunderstandings, confusion, and mutual frustration. Regardless of who presents the document - the Information Architect, or the Digital Manager - recognizing the importance of framing the conversation is critical in the success of the deliverable. Knowing there is great variation around the style in which this document can be produced, there are a few key points that must be articulated about its meaning. While these points may seem obvious to web professionals, they may not always be for clients, and warrant repeating.

Information Architecture doesn't tell the whole story: An IA is intended to communicate very specific data - primarily, what content will be included within a site, and how it will be categorized, or grouped together. An IA may not indicate page layout or user flow. There also may be significant interlinking between pages that is not indicated on the IA, because the links will live within the website copy.

Information Architecture is not linear: Users may enter and exit a website from any page. Do not assume all visitors will first arrive at the homepage and navigate from section to section based on the order of pages presented in the document. Shared links, bookmarks, search engine results and paid media may all drive users to internal pages of a site, bypassing the homepage entirely.

Once the IA is approved, it will be used to inform content development, graphic design, and technical development. It is the basis for the structure of a website, so it's important that you ensure the client fully comprehends its meaning when you receive approval. Be patient and allocate sufficient time for the initial presentation. It will build confidence in your leadership skills, as well as in the finished product.

Calling the BEST Digital Managers in the Biz

2010-07-09T16:08:00.003-04:00

Rocket Digital Management is searching for consultants to help manage digital projects. Please share this message with anyone who may be qualified for this type of work. Applicants can apply directly at http://rocketdigitalmanagement.com/we-want-to-hear-from-the-best/.

I've Moved - Please Follow Me!

2010-04-07T15:42:00.007-04:00

After more than ten years spent working as a Digital Project Manager, I've become a partner in a new firm - Rocket Digital Management, where we consult with clients on digital strategy, program execution, measurement and optimization. Rocket is the new hub for Digital Management discussion, trade secrets, and leading industry information. All new blog posts will be published on the Rocket site, so please reset your bookmarks and make a habit of visiting the new site often for updated blog posts. Some archived content has already been migrated over, and new articles will be published moving forward. Also, remember to register for the Rocket newsletter, where the most important information will be delivered to your in-box. You can also follow Rocket on Twitter.

Thanks for following,
Gina Lijoi - Partner - Rocket Digital Management

10 Tips for Boosting Team Performance - by special guest blogger, Jason Westland

2010-01-27T21:21:00.000-05:00

As a Project Manager, your success depends on how well your team performs. So if you want to improve your team performance, then read these:

10 Tips for Boosting Team Performance

There are lots of different ways that you can boost your team performance. We’ve listed here our Top 10 Tips. We hope they help you...

Tip 1: Show them the vision

People only perform well in a role if they understand what it is that they need to deliver and why. For this reason, we suggest you get your team together to reinforce the project vision, objectives, timeframes and deadlines. Make your team feel wanted and needed by showing them that the project is critical to the success of the business. You will gain their buy-in and their commitment going forward.

Tip 2: Meet them individually

After your meeting, take each team member aside and tell them what it is that you need from them to help you deliver the project. Make sure they have a clear Job Description and they know how you are going to measure their performance. Ask them how they like to be managed, what motivates them and how you can support them in their role.

Tip 3: Give them room

At this point, you need to back off a little and give them room to perform. And if the pressure increases in your project, you need to give them more room than less. It’s hard to do this, but you mustn’t over-pressurize them or their performance will reduce, rather than improve.

Tip 4: Count the goals

As you back off, you need to put in place checks to measure their performance regularly. Meet with them individually every month to discuss their achievements, what’s outstanding and how they can improve. Make sure you don’t “bottle up” your concerns. Instead speak to them openly, keeping constructive at all times.

Tip 5: Be positive

If you’re stressed and weary, ease off on your staff. Shouting or being negative will only rub off on them. It’s incredibly difficult but you need to be positive, reassuring and supporting them at all times, even if the project is delayed.

Tip 6: Shake hands and pat backs

It’s easy to forget to praise your team’s successes. So every time you deliver a great quality product, finish a difficult task on time or get great feedback from a customer—congratulate those responsible in your team.

Tip 7: Meet at half time

Get your team together regularly to build a strong team spirit. Get them socializing together, so that new friendships are formed. The stronger the bond your team have with each other, the more likely they will work together as a single cohesive unit and achieve the objectives you have set.

Tips 8: Take time out

Don’t be afraid to give team members time off for working hard. By taking time out, it will reduce sick leave, improve motivation and increase efficiency.

Tips 9: Give them what they need

Everyone is motivated by different things. You need to know what motivates every different member of your team. Get to know them well. If you can reward each person differently based on their motivations, then you’ll improve their performance every time. This is the hardest trick in the book, but the one that pays the biggest dividends.

Tip 10: Celebrate your wins!

Staff all too often finish a project and move straight onto the next one without celebrating its success. When they do this, they carry their stress and pressure into the next project they work on. So help your team to “start afresh” by celebrating your success at the end of the project.

By taking these 10 tips seriously, you will improve the performance of your team and boost your chances of success.

And one further tip. Give your team the right tools to help them complete their work quickly and to a high level of quality. This builds personal pride in their work, improving motivation and performance.

Jason Westland has been in the project management industry for the past 16 years managing projects of up to 2 billion dollars. If you would like to find out more about Jason or about his new online project management software visit projectmanager.com.

Setting Up a Successful Outsource Model

2009-12-04T09:54:00.001-05:00

Please read my latest white paper on outsourcing, published by ExecutiveBrief. I welcome comments and questions to continue the discussion.

Three Strategies To Accelerate Web Development

2009-09-21T20:45:00.008-04:00

Most Project Managers would agree that process is everything, and following process is the law of their discipline. But in times of dire need, when a client's deadline seems impossible to achieve, a condensed approach may be your only option. Rapid development can be a difficult path to navigate, particularly if you're current using a linear waterfall model. In this post, I offer some sound strategies for safely accelerating the lifecycle of a web project.

Produce hybrid deliverables: This is a critical change in the way most waterfall project cycles function. Traditionally, resources assigned to a web project will work in relative isolation to deliver their respective portions of a product. By enforcing a collaborative team effort, however, deliverables that were once specific to a practice area can be rolled up with complimentary deliverables to produce a single, more robust asset. As an example, a graphic designer could be working to establish high-level visual elements, such a colour palette, title treatment and navigational style, while an information designer is producing wireframes. By providing a client with stylized wireframes that indicate page elements and aesthetic, you will combine two deliverables (wireframes and mock-ups) into a single document. If both resources work simultaneously, this can reduce the overall timeline of a project.

Prototype, prototype, prototype: Prototyping is a way of producing core functional elements of a site rapidly without applying any design, in order to receive team and client feedback earlier on in the project life cycle. Good prototyping requires critical technical and usability thinking to occur simultaneously. Combining this work effort will generally shorten the time it takes to produce an end deliverable, since the back and forth between the departments will be greatly reduced. Prototyping will also engage a client at a deeper level more quickly, as they think about not what their site will do, but how it will do it, before it's too cumbersome to change the specifications.

Spend more time with your clients: Although we live in an era of email and conference calls, spending time in front of a client will help streamline review and approval cycles. If a storyboard, for instance, is presented in person by the designer, feedback can be received from the client immediately, and areas that require further discussion can be worked-through as a group, without delay. Tone is difficult to convey via email, so being in the same room as your client will help you understand the nuances of their concerns, likes, and dislikes. Quite simply, spending more time with your client will develop a more cohesive relationship of mutual understanding, and will go a long way towards reducing the inefficiencies that email and other electronic communication can create.

While these suggestions are not guaranteed to increase speed to market,more often than not, thoughtful incorporation of these tactics will shorten the overall timeline of a web project. Sit with your team and discuss these options. Making sure everyone understands your goal will help move the entire team forward in unison.

Planning a Project Post-Mortem - Part II

2009-09-01T22:52:00.004-04:00

This entry is a continuation of the previous post - Planning a Project Post-Mortem - Part I.

At this point, you have solicited feedback from your team on a specific project, and the information has been synthesized and shared in a brainstorming session. Potential process improvements have been determined, and it's time to close the loop and act on the information. Below, the final phase of a post-mortem is described.

Implementation of process improvements: As a Project Manager, once decisions have been reached internally about how your current process could be optimized, it is your responsibility to implement these changes in future projects. If your current process is documented, work from this material to incorporate and formalize the changes in writing. If you have a project timeline template, the changes should also be reflected there. Regardless, the changes need to be communicated to the entire production staff - particularly since some individuals may not have participated in the project post-mortem. Ideally, this communication will take place at an all-staff meeting. What the team needs at this point are the highlights of key changes - how will these change affect each department? How can they prepare for the changes? People are more willing to adapt to change if they know what to expect.

A project post-mortem is one of the most valuable methods available for analyzing weaknesses in a project lifecycle. It gives team members an outlet for their feedback, and provides new perspectives to the Project Manager, who is sometimes too close to the process to assess it objectively.

The process outlined in this and the previous post are simply a guideline, and should be adapted for each organization for optimum effectiveness and ease of implementation.

Planning a Project Post-Mortem - Part I

2009-08-30T22:33:00.000-04:00

This subject will be presented in two parts, since the topic is complex and requires a certain level of explanation. Part II will follow in the next blog posting.

In order to continuously improve your organizational process, a Project Manager should conduct a post-mortem (also known as a post-implementation review) once each project has reached completion. No two projects are alike - each will have its own nuances, so taking the time to understand why a project did or did not go smoothly is an invaluable way of learning how adapting you process can lead to greater success. Any resource that participated in your project must be included in your post-mortem review. While some organizations will invite clients into the review, this can be a difficult and awkward decision, for fear of exposing internal weaknesses to your customers. It's not mandatory, but client participation will certainly result in a more comprehensive and holistic assessment.

Setting Expectations: The goal of your post-mortem is to identify the challenges your team and/ or client experienced in a given project, pin-point the source of each issue, and determine what could be changed in your current process to improve these specific challenges. Although it may be difficult to avoid blame as your team shares their frustrations and experiences with one another, there are tactics you can employ to minimize negativity and focus on more constructive feedback.

Deciding on a Format: A post-mortem can be a laborious activity. Multiple stakeholders will participate, and once feedback is gathered, it must be acted upon. Depending on the volume and nature of issues that are raised by the team, a post-mortem can represent a significant amount of documentation, brainstorming, and implementation. Let's break down these phases -

Information gathering: An effective method for gathering team feedback is to issue a common survey to each resource. Individuals should complete the survey on their own, prior to meeting as a group, and the survey should be focused on a single project. The survey should ask team members to discuss their own experience by commenting on personal successes and challenges at each project phase (planning, definition, documentation, production, quality assurance, etc.). When creating the survey, it's very important that each resource comment on their own contribution - what they felt they did well, and where they struggled. Asking resources to assess their own experience will prevent finger-pointing and result in a more constructive post-mortem. Collectively, this feedback will become the material from which you will identify opportunities for process improvement.
Team ideation: Once all resources have submitted their survey response, team managers should review the data together and synthesize the information. Look for patterns or issues that are raised by all departments, and then identify challenges that were specific to each department. Having the managers organize responses prior to a team meeting will help streamline the group discussion. Once the managers have completed this task, it's time to have the entire team assemble to review the survey results. The managers should present the common and departmental challenges one by one, allowing the group to brainstorm possible process improvements that address each challenge.

The final step in the process is implementation of the recommended improvements. This activity will be covered in the next blog posting - Planning a Project Post-Mortem - Part II.

The Kick-Off Meeting

2009-08-27T22:26:00.019-04:00

Regardless of what industry you may work in as a Project Manager, every initative must be introduced to your team at a kick-off meeting. While some kick-off meetings involve client stakeholders, this entry is about the internal kick-off - the objective, the agenda and outcomes.

Objective: The objective, or purpose, of the kick-off meeting is to provide context to your team. Who is the client and what are trying to achieve with this initiative? What business are they in? A Project Manager must also do some housekeeping at the kick-off. Review your approach for project development, identify milestone dates and allow the team to air any concerns they have related to delivering the project on time or within budget. The kick-off is a great opportunity for resources to identify potential project risks. For this reason, each internal resource that will touch the project must attend the kick-off meeting. No matter how small you believe their contribution may be, get as many poinst of view as possible to ensure no detail has been overlooked.

Agenda: You want to keep the agenda fairly high-level, and allow your team to delve into areas they want to explore in more depth. Your agenda should include client objectives, audience, website features, project timeline, and risks. Each item should be presented as a bulleted list. You want to give the team quick snippets of information and allow them to guide the conversation. This should happen naturally, as long as you allow open dialogue throughout the meeting.

Outcomes: At the end of the meeting, you should have a list of additional questions/ considerations you can bring back to the client. If you schedule a client kick-off to occur after your internal meeting, you will be able to present these questions at the client meeting. It's also important to follow-up and address any team concerns internally. If you're going to ask the team to contribute at a kick-off, do not disregard the points they bring up.

The internal team kick-off is often the first chance a Project Manager has to discuss a new initiative with her resources. Make the most of it by positioning the meeting as a round table discussion. The comments and questions the team poses may help define important details of the project, avoiding potential disaster along the way.

I'm Back

2009-08-27T14:37:00.000-04:00

As many of you know, I decided to cease posting to this blog many months ago after my identity was stolen online. Since then, I've received many, many notes from individuals who have found true value in some of my articles. For this reason, I've decided to return to my beloved blog and resume posting good information for the interactive Project Manager. If anyone would like to suggest some new topics, please get in touch - ginalijoi@gmail.com.

I have also decided to post Toronto multimedia job openings on my blog for free, to support employment during this difficult economic time. Send me a note if you'd like me to post something.

Looking forward to making many new friends in the coming months.

Sincerely,
Gina

Shutting Down My Blog

2009-04-08T10:10:00.003-04:00

Hello friends,
As you have all noticed by now, I have stopped posting to my Interactive Project Management blog. Sadly, I became the target of some aggressive attempts at online identity theft. People were posing as me, posting comments on other sites using my name, trying to generate traffic by linking back to their own websites. This violation is a frightening example of the power the internet can give, and when used for malice, people are able to damage the good names of others with very little consequence. For this reason, I've made a personal decision to cease any further posts to this blog.

For those of you who are interested, please send a request to follow me on Twitter. I have protected my Twitter posts so that I must approve all followers, but don't hesitate to make a request if you'd like to be a part of my Twitter community. My Twitter name is GinaLijoi.

Thank you to the persistent followers of my blog - I wish you continued success!

Gina Lijoi

The Integration (and Growth) of the Online Channel

2008-10-09T22:51:00.001-04:00

Although it's difficult to keep this perspective when you're immersed in the interactive world, the online channel really only represents a segment of the overall marketing mix, and thus, a percentage of total spend. The side-effect of this is that online often takes its direction from offline strategies, creative and messaging. The nature of this positioning has actual impact on the role of an Interactive Project Manager, which is what I'll discuss in this entry.

Is the web an afterthought?: Most online agencies are full of creative and ingenious people - people who provide incredible strategies and creative direction for online campaigns. Sadly, however, these people are also often handed direction by their clients' traditional agencies, posing a real limitation on original thinking. Although the web brings to life unique and deeper opportunities for consumer engagement, insight and extension of brand value. For a PM, this scenario means reigning in your team before any intensive ideation occurs, to ensure you have offline assets in-hand before going off in the wrong direction unknowingly.

Making friends with traditional partners: If your client works with offline agencies, the best thing you can do is position yourself in alignment with their efforts. Ask your client to share offline tactics with you. Always request to receive approved collateral- print pieces, television ads - anything produced for other media channels. All of these materials need to be reviewed and leveraged to create an online experience that delivers brand consistency and on-target messaging. You will also save your organization needless time and money spent strategizing concepts that may turn out to be off-brand.

Evangelize the difference!: As a Project Manager, you work very closely with clients and can influence their outlook. Always champion the unique benefits of the online channel. Don't fight the offline tactics - take them and push them further. The web is a reciprocal medium - a two way street that allows for the exchange of information with consumers. It is measurable and can also be refined based on metrics and analysis of performance - something that cannot happen as easily with traditional media.

Over time, the industry will see a shift in marketing dollars, where online receives an increased spend - in fact, it is already happening. Traditional marketing channels will not disappear, but the web will receive its due glory as clients scrutinize budgets and realize interactive media can better conclude ROI and also respond more quickly to change. The future is indeed bright for Interactive Project Management.

Finding Satisfaction in Project Management

2008-10-06T20:32:00.004-04:00

A person who has been managing projects for a number of years can tell you that this is a job with little public glory. We all move mountains each day to achieve and deliver on client expectations without even breaking a sweat, and yet still no parades or standing ovations. Project Management can often feel like a profession that attracts minimal acknowledgment, and over time, this can result in a sense of disappointment. In this entry, I want to address this peripheral issue and discuss my own point of view to inspire renewed commitment and pride in our profession.

Ironically, if a PM is successful in their job, few people will notice, because the net effect is a project with minimal issues and quiet, consistent progress. By nature, this means there IS nothing to notice - and in this case, that's a great thing. We work with our teams as though we're perfectly orchestrated ensembles. Over time, this success becomes the expectation, and attention is then only generated by more serious challenges and errors. It's been my experience that the projects attracting the most attention are those that result in some failure or discontent. These engagements will captivate any stakeholder and place the Project Manager under a microscope - likely not the positive attention we seek!

All this is not to suggest there isn't an unspoken appreciation from your production team as well as senior management and clients alike. Because our underlying mandate is to ensure success, however, when we achieve it, we have simply met our objectives. The result is that even our more complex feats can go unnoticed, so satisfaction must come from some place other than public acknowledgement.

This discussion brings us back to the kind of individual that is best suited to Project Management - in my opinion, an independent and fearless thinker. Someone who does not rely on others for constant approval or affirmation - someone who can feel a sense of pride and satisfaction from within. It is entirely possible to give yourself momentum through professional success. As Project Managers, we need to set key performance indicators for ourselves. A simple goal is to introduce continuous process improvement to your own work style, or perhaps to achieve a slightly higher margin of profit on each subsequent initiative. This approach is particularly important where a formal PM department does not exist. Goals will provide a benchmark of improvement and help maintain focus on professional betterment. I have also found a deeper satisfaction in mentoring and helping others optimize their performance - as you grow in your own role, share your learnings and insight as a means of reinforcing your own ability.

You can find tremendous satisfaction in this profession - positive feedback may not always come from external sources, but I believe you will be the best judge for your own performance. Recognize your success and strive for bigger and better as you move forward. Even if it's not obvious to you, people will take notice.

Effective Project Communications

2008-07-30T20:15:00.002-04:00

I was recently invited to speak at a conference in Singapore on Effective Project Communications. I'm unable to attend, so I wanted to share my insights on this very important topic in a blog entry.

As a Project Manager, communication will occur in many forms, with many individuals, including project stakeholders, your internal team, management within your organization, vendors, and more. Communication may happen verbally or through email, as well as through charters and project plans, addendums and status reports. These long lists are a small indication of the significance of communication to a Project Manager. In this entry, I'll suggest some simple methods for maintaining clear communication efficiently with all parties involved.

Let people know: Your project plan should include an outline for an ongoing contact strategy, meaning how you will communicate with your team and client, how often and in what form. This could be presented through a simple chart explaining that there will be a weekly status call from you to the client each Monday morning with written action items as a follow-up. Regardless of the details, the point is to set-up expectations by describing your intent before the project commences. This will allow the team and the clients to request a different approach if they feel it would be more effective. People feel confident when they understand what to expect.

Repeating never hurts: When decisions or direction is provided verbally, whether it's to your team or your client, always restate these items in writing. The minute details of a project are numerous, wand what may seem understood today may be forgotten tomorrow. Never take this for granted - do your due diligence by recording and distributing actionable items and decisions for the team. A simple email will often suffice, and having a paper trail of a critical path can prove invaluable when important details get lost in the shuffle.

Get to the point: A rule I insist my Project Managers follow is to be as concise as possible. When team members or stakeholders read an email, for example, they are skimming the contents for some key items: Has anything I need to know about happened?; How does it affect me?; Am I expected to do something?; When? Cover off these basics and leave the rest for a deeper discussion. Always get to the point quickly, providing only as much background information as is necessary to explain your issue.

Communication is something I think about every day. I ask myself if my messages are clear, if I've provided sufficient context, and if I've made my expectations for any outcome apparent. As with most critical PM skills, communication is something that can be improved continuously. Putting some standard practices in place to force yourself into a repeatable communication pattern will ensure consistency, if nothing else.

Can We Combine Agile and Waterfall Development Strategies?

2008-06-17T22:11:00.000-04:00

While there are likely as many unique Project Management approaches as there are Project Managers, there are two well-know production cycle methodologies that have been the topic of much discussion in PM circles – agile and waterfall methodologies. As I evolve in my own area of expertise, I am constantly reinventing small aspects of what I consider best practice. Most recently, to address the incredibly complex requirements of a large client initative, I challenged myself to come up with a 'super' Project Management process that would not only improve the way in which we deliver, but what we deliver at the end of the engagement. I determined there was a way to combine the best features of waterfall development disciplines with agile principles for superior results.

Simplistically, the waterfall approach infers structure, control, progression and finite project cycles. This approach works when you have access to limited resources and when specific hours are assigned to granular stages of a project phase. Agile is different in that additional leaway is given for teams to iterate through a single deliverable numerous times until a level of satisfaction is achieved. It's difficult to implement this approach when you are working with shared resources, or when time to market and budget cannot be shifted. It's important to understand my descriptions of the two approaches are extremely simplified and highlight key differences – for this entry, it's important that I make the distinction clear. I encourage all readers to conduct their own research into each approach more thoroughly.

Both approaches boast significant and different benefits, and are generally seen as being mutually exclusive of one another. It can be argued, however, that certain elements of both paths can be merged into a single process to achieve greater results. With this in mind, I have proposed a slightly refined process to my internal team, where iterations can be accommodated, but are scheduled within a defined process and period of time. In order to deliver on this approach, the efforts of multiple departmental leads (such as Information Design, Interface Design and Technical Development) must ocur concurrently so that the team can produce deliverables as a single entity. By doing this, each person's feedback is representative of the iterations which normally ocur as a deliverable is transitioned from department to department. The net result is a more controled cycle where iterations can still be accommodated.

I believe that the quality of an end deliverable will be superior when the expertise of each lead can be amalgamated into a single output. This style of collaboration will also result in a greater understanding of practice areas among the larger team – this will create long-term synergies that spur individuals to consider varying points of view, even when they work isolation.

This approach may seem like a very small deviation from standard operating procedure, but asking different subject matter experts to come together and produce one element together represents a big shift in previous thinking. This approach moves traditional agencies away from a manufacturing-based production cycle, and propels them forward into a more advanced collective and collaborative environment. As online initiatives take on more sophistication in usability, interface design and technical functionality, there will be a stronger mandate for this style of production.

User Experience Design - Why We Should All Be Paying Attention

2008-04-28T21:35:00.000-04:00

In the interactive realm, user experience design, commonly referred to as UX design, relates to the practice of creating a website that considers an end user's interaction, intuition, and general acceptance of the end product. UX design relies heavily on established usability principles in order to produce assets that 'make sense' to an end user. Elements such as structure and organization, page layout, content and creative design are all factors in user experience. With good reason, UX design is gaining momentum in the interactive space. It places users at the center of the design process - this is also called participatory design.

If we don't consider how an end user will interact with products we develop, there is a very slim chance that we'll deliver anything of value. Case in point, a website could be jam packed with extremely useful information, but if users of the site cannot locate what they need, we have delivered a poor product. Likewise, if a user is able to navigate a website, but the experience is difficult and ambiguous, we have also delivered a poor product. If executed well, user experience design can help avoid these types of problems.

Integrating a process around UX design represents an investment, typically passed on to the client in the overall cost of a project. Because UX design often relies on user research, the practice may require new experts and new methodologies that are different from projects where UX design is not considered. Here are some tactics that can be employed within UX design, although the list is not limited to these concepts:

- Usability testing
- Heuristic evaluation
- Persona development
- User interviews

Something I've mentioned in numerous entries is that our clients will become savvier as we work with them on more web initiatives. As they assess these initiatives with more critical observation, more weight will be placed on performance metrics, campaign results, and return on investment. Practices of UX design that utilize research will help us justify strategic and tactical decisions, providing clients with a higher level of confidence when recommendations are made.

At this point in the evolution of web development, having an experienced Usability expert on staff is crucial. This expert may come in the form of an Information Designer, a Business Analyst, or even an Interface Designer with a special interest in usability. The point of view these resources bring to production will help strengthen the quality of all end deliverables, educating the other team members along the way.

To learn more about the basics of usability, visit this website.

Resourcing Project Managers

2008-04-20T20:26:00.000-04:00

Ironically, although resourcing production team members is a significant part of a Project Manager's role, very little focus is placed on resourcing the Project Managers themselves. Because of this, I've encountered many Project Managers that are overwhelmed, worn out, and in many ways, ineffective. Over time, I've developed some generic strategies to help Directors allocate an appropriate amount of work to Project Managers. In this entry, I'll discuss some simple ideas to help get started.

Base It On Budgets - As with any project team resource, a Project Manager's full work load should be based on the monies available in project budgets to support their work efforts. In other words, the hours allocated to Project Management within a project budget must dictate how many hours the PM dedicates to the initiative. As an example, if a Project Manager has 40 hours in a budget, and the project will be completed within four weeks, the PM should be averaging ten hours per week on that project. This is often how we resource production team members, and the Project Manager should be no exception to this very basic approach.

Portfolio Management - In this scenario, I am defining a portfolio as all projects associated to a single client. Allowing a PM to manage all initiatives for one client organization may not follow any mathematical equation for total hours worked, but the benefits of a Project Manager becoming familiar with multiple facets of a client's business represent added value to that client over time. The Project Manager will develop a global view of the client's online business, putting them in a position to identify synergies in marketing or technical strategies. If this approach is used, it's critical that the Project Manager's direct supervisor monitors work load closely. If the portfolio grows past critical mass, it may make sense to bring on a second PM to share the work, as long as project budgets support that decision.

Ultimately, a Project Manager's workload must be measured and monitored like that of any other production team member. Project hours must be charted across project duration, to understand how the ebb and flow of project work will affect a PM's workload over time. Weekly meetings should be held with each PM on your team to discuss any anticipated issues and to determine contingency plans for busier periods. As I've said before, when a Project Manager drops a ball, it tends to have a ripple effect on all their projects, so this is a case where an ounce of prevention is worth a pound of cure in preserving the quality of all projects through productive project management.

Understanding What Your Clients Expect

2008-04-07T21:40:00.000-04:00

I recently answered a question on LinkedIn regarding client management, and the content is relevant to Interactive Project Management. I've pasted the question and answer below for the readers of this blog, to reiterate the importance of managing client expectations - a topic I touch on in most of my entries.

Q: What are the unexpressed expectations of your customers, and how can they be brought more in line with what you will actually deliver?

A: Ultimately, any individual or team providing a service is responsible for understanding their client's expectations. As the question suggests, these expectations are not always clearly articulated, since they are often multi-faceted, and can affect more than one stakeholder. To be clear, you cannot meet expectations that you are unaware of, so the question becomes, how do you work with a client to unearth their true needs? Here are a few suggestions:

- Initiate the engagement with a thorough discovery process: Discovery is a fundamental due diligence that any service provider must execute. A discovery phase may include exploration of who key stakeholders are, their discreet business requirements, the immediate and long-term project objectives, project constraints, and how the project is tied to your client's professional profile. Working through these questions will formulate a more complete profile of their expectations.

- Be transparent: Let your client know exactly what they can expect from you. Describe your work process, mutual roles and responsibilities, and what project deliverables you will produce at the onset of the initiative. Again, this tactic will ensure you're managing your client's expectations, by providing them with an opportunity to flag concerns about your methodology or intended output before you invest a significant amount of time in the engagement.

Incorporating these strategies should help uncover and align your client's expectations with your own understanding of the project. It is your fundamental responsibility to guide your client down the right path, and you will not do so without properly understanding what they expect as well as what they actually need.

Setting Up A PMO

2008-02-20T20:49:00.000-05:00

A PMO, or a Project Management Office, is the central hub of project management activity within an organization. The PMO is responsible for standardizing practice and procedure, documentation and template creation, metrics and measures of success. There are organizations with Project Managers that have not set-up a proper PMO. Instead, the Project Managers create their documents 'from scratch', and make up the rules as they go. This leads to tremendous inefficiencies, and it becomes difficult to build intellectual property when each person works in a silo. In this entry, I'll discuss the benefits of a PMO as well as some must-haves.

What's Important?: If you want to standardize PM practice, there are some basics that should be produced:

- Standard operating procedures: SOPs detail the steps involved in each repeatable task the team is responsible for. in an interactive organization, you may create standard operating procedures for things like storyboard review meetings, scoping and pricing exercises or post-mortems. The SOPs should be detailed, providing step by step instructions. Most importantly, the purpose of the task should be explained, to provide context and background.

- Templates: Standard templates should be created for any document that is produced frequently by the PM group, such as Project Plans or meeting minutes. Formalizing this documentation will ensure consistency in deliverables, and will help each team member produce quality information. Templates also provide an opportunity to identify gaps or requirements that are not being met. Ultimately, the goal of any PMO is to strive for continuous improvement - documenting the way things are done allows the team to comment on how things can also be done better. A PMO can help develop best practice over time.

- Industry standard information: It's critical that Project Managers understand basic information about the industry they work in. In the interactive space, this can include stats about high-bandwidth usage, user trending, or response metrics. This information should be stored centrally and updated as frequently as possible. It will contribute to the overall acumen of the team.

If your organization hasn't already done so, take the lead and begin assembling documentation to set up your own PMO. Don't be reluctant to tweak your set-up if it will meet the needs of your project management team. Solicit input and build up your assets over time. Eventually, your department will be running like a seamless machine.

Managing Project Scope

2008-02-10T22:12:00.000-05:00

Ok - you're about to kick-off a project you're managing. The scope and budget are set, the team knows what they're delivering, and everyone is ready to begin. You're confident that hours have been allocated appropriately, but you also know how easy it is for scope to slip away from you - you need to keep a good handle on this project to ensure the team doesn't squander their hours and push the project over budget. In this entry, I'll review some solid tactics you can employ to progressively manage your project budget and maintain total visibility from beginning to end.

Granular Scoping: The first tool in your arsenal of budget management needs to be rolled out before the project is even approved for commencement. It's what I refer to as granular scoping, and it means that the budget should be allocated to each resource at a task level. In other words, don't estimate required hours in large lump sums - when you are going through the initial scoping exercise, ensure hours are broken down into as much detail as much as possible. This will allow you to subsequently assign and manage project hours in smaller steps, which will inherently provide you with greater control and transparency as your team consumes their allocated hours. The ultimate advantage is greater visibility regarding how long each project task actually takes. This information will be invaluable to you as you estimate future projects with similar tasks.

Accurate Time Capture: It amazes me to learn of interactive agencies that still are not capturing project hours through some sort of time sheeting system. There is no chance a Project Manager will have success in measuring project profitability with any comprehension if each resource isn't recording hours spent on specific projects. Ideally, resources will log how much time is used on each project task (back to granularity), so that you will understand exactly what areas of the project are most time consuming. This information will allow you to compare estimates against actuals, refining your scoping methodology by making corrections moving forward.

Milestone Reconciliations: If you've executed the first two recommendations, you'll also be able to complete this one - providing you with absolute clarity and opportunity to recover from potential pitfalls as you move through the project life cycle. Reconciliation is an exercise during which you analyze project completion (how much work has been done) in comparison to work effort (how may hours have been used). If you have broken down the scope and hour allocations in a detailed way, and hours are being recorded by each project resource, you will be able to reconcile at key points in the project to identify if you are over or under budget before the project is completed. IF you know you are over budget early on, you may be able to take action and correct this trend before it's too late to make a difference. Project reconciliations also present an opportunity for you to share accurate information related to scope and budget with your client. A client that understands how much effort goes into a project, and how the team is working to remain within budget, will be more amenable to paying for legitimate overages.

As a Project Manager, your most critical responsibility to the organization you work for will be scope management - it directly affects the bottom line, contributes to corporate success, client satisfaction, and professional achievement. While this task may seem overwhelming, it is within reach if you can breakdown work effort and measure profitability as you move through the project. Ultimately, agility will provide you with options - and understanding where your budget is at each stage of a project will allow you to react and manage project scope successfully.

Making The Transition From Developer to PM

2008-02-03T22:48:00.000-05:00

Every time I publish a job posting to hire a Project Manager, I receive applications from candidates who are working as developers. These individuals are seeking to transition laterally into a new role. With interactive Project Managers being harder to come by, I've decided to consider how a developer could bring value to a project management role. In this entry, I'll share my personal point of view on the good and bad of this substantial transition.

The Bad: I've been witness to more than one developer migrating into a PM role. The greatest challenge they will face is self-created - many 'outsiders' underestimate the complexity and stress of the job. As a result, their indoctrination into project management is clouded by immediate disenchantment and anxiety. Renowned author, Seth Godin, speaks about a concept called The Dip in a book he published. The basic premise is that anything worth achieving is worth working through - particularly in the harder times, when many people tend to give up. Project management is a career that can be trying, but if you're able to stick with it when it gets tough, the rewards on the other side of the challenges will be worth the effort. Developers moving into project management must remember that - give it time and put in the effort. In the long run, it will pay off.

The Good: Transitioning from developer to Project Manager is not entirely a bad decision. In fact, there are some distinct benefits with this scenario:
- An understanding of the full technical development process.
- A good grasp on how client requirements can be achieved technically.
- Better judgment relating to time estimates for technical work effort.
- You speak in developer 'language', making for improved communication with those resources.
- An outside perspective always sheds light on how things may be done differently (better).
- A methodical, logical developer who relies on thorough documentation may find some of these qualities translate well as a Project Manager.

The landscape of the interactive space is changing very rapidly. More work is being outsourced off-shore, and as a result, technical work may diminish, but the need to project management will only increase. If you are a developer considering making a move to project management, due diligence is required to understand the reality of the job. If you work with Project Managers, pay closer attention to their responsibilities and contributions - ask them questions - most will be happy to give you some insight. Also consider the short and long-term advantages of such a move. It is a big decision that needs to be planned out and assessed.

Why A/B Split Email Testing Is Invaluable

2008-01-27T10:48:00.001-05:00

If you are working as a Project Manager in the interactive space, it is likely that you have (or will) work on an email communication program as part of an overall client strategy. As consumer in-boxes become more and more cluttered with brand messages, it's important that clients learn to compete in this saturated arena. This entry will describe the concept of A/B split testing, and why this very simple tactic can produce big results at low costs.

What is it?: A/B split email testing involves deploying multiple versions of a single email message. In other words, a sample of the total deployment list is split it into two (or more) lists so that each recipient group receives a slightly different message. The variation can be achieved through different subject lines, alternative layouts, varying calls to action, and so on. It is important to isolate the change and link improved results to the variation, so it's best to change only one element at a time. Once the email messages are deployed, results from each variation are measured (fairly quickly, so that the message will remain timely) and the single best performing message is redeployed the remainder of the list. The concept is simple - let's see what generates the highest response rate and send that to the majority of the list to boost results.

Because this approach to A/B testing yields results on a per-message basis, this testing style must be executed with each deployment, if improved results are to be gained each time. The client may garner general insight that can guide future email tactics, but consumer behaviour is not always predictable, and numerous factors are at play with each message sent. It is not enough to conduct a single A/B test and assume learnings can be carried forward without additional testing. This methodology is low-fidelity (simple), and is intended to be a tactic used with each deployment.

Why our clients will appreciate it: A/B testing can represent a very cost-effective approach to generating improved response rates. Put simply, A/B testing has a high ROI (return on investment). It does not require creating two completely different email messages - it only requires making slight variations to a single message, which keeps work effort, time to produce, and overall costs low. More importantly, test results can help debunk myths that will further educate internal and client teams regarding consumer behaviour. Test results may be surprising.

As a Project Manager, you should be pushing for continuous improvement so that client initiatives are successful. Not only will program success lead to an overall pleasant client experience, it will help establish your organization as credible and capable subject matter experts. If you have not already done so, suggest A/B testing as a refinement tactic that can yield immediate results with low investment. A/B testing is a simple step towards gathering consumer insight and research, which are key pillars in achieving continued success in a rapidly shifting medium.

The Value of a Website Prototype

2008-01-02T20:48:00.000-05:00

Project Managers are often faced with tremendous pressure to deliver complex initiatives in short periods of time. We all know what it's like to stare at a critical path, having exhausted every option to cut time from the schedule. As a Project Manager, you need to be able to think outside the box and develop new tactics to meet these challenges, even when it seems impossible to do so. In certain cases, a website prototype may be just the answer you're looking for. Let's explore what a website prototype is, and how it can be beneficial to a Project Manager.

What is a website prototype?: In simple terms, a website prototype is a pared down version of what the final product will be. A prototype should include actual creative, copy and functionality, in a much smaller scale than the complete solution. For example, a prototype may be ten pages of a 100 page website. The size and complexity of a prototype can be dictated by time allowances and the specifications of a particular project. As we explore how a prototype is useful, we will touch on factors that will help you determine how large a prototype should be.

Why develop a website prototype?: Developing a website prototype has many benefits - particularly when timelines are tight and the project is complex. A prototype acts as a representation of the final product, which can be used to obtain client feedback at an early stage of the project. Developing a few pages of the full site will give the client an opportunity to comment on creative, content, functionality and overall user experience before the majority of the budget has been spent. Once an entire website has been built, implementing site-wide changes can represent a more significant amount of work.

Prototypes also present an opportunity for team members to work more collaboratively on the overall solution. This will generally lead to a more thoughtful solution.

Most importantly, a website prototype may reveal flaws in usability that can be corrected during the remainder of the production cycle.

When developing a prototype, consider including unique pages, so that any anomalies can be dealt with during the prototype review. When the client approves the prototype, they should be approving look and feel, tone of content, user flow and any functionality that was included. This will allow the team to forge ahead knowing they have received sign-off on significant elements of the build.

From a project management perspective, developing a prototype can streamline production schedules, engage the client earlier on in the project life cycle, and foster teamwork internally. Consider developing a prototype for your next client engagement.

I invite all readers to post comments on their own experiences with website prototypes on my blog.

Two Crucial Components of a Project Definition

2007-12-03T22:10:00.000-05:00

In the early phases of a project, once the vision and scope have been clarified, it is important that the definition of the project is documented and shared with the client and project team. One of the first tasks a Project Manager will tackle on any initiative is to develop the Project Plan, which, once signed, becomes the project. It is critical that two distinct components are defined in the project plan - the project scope and the product scope. In this posting, I will explore what each of these components refer to, and why you need to consider both as you define the project for the larger team.

Project Scope: Project scope relates to the work effort required to deliver what was agreed upon. Project scope may encompass things such as planning and requirements gathering, design and development, testing and deployment, and even project management. Work effort will vary from project to project and from industry to industry, but the ability to identify what resources will contribute to the project and how intensive their involvement will be is a crucial element of project definition. A thorough description of this must be included in the Project Plan. Project scope will help demonstrate the breadth and depth of your work process, which can instill a sense of confidence in clients who have not worked with your company in the past. Ultimately, project scope can help justify the cost of doing business with your organization.

Product Scope: Defining product scope is equally important, and cannot be negated as the Project Plan is developed. As opposed to work effort and time allocations, the product scope identifies exactly what the end deliverable will be. For example, in the interactive space, product scope may mean a 25 page, single language website with two data-capture forms, a SQL database and a refer-a-friend email component. At a high level, this describes the end result of the project scope. It is what you will deliver to the client at the completion of the engagement. Product scope can be supported by numerous documents, including system architecture, database design, storyboards or wireframes. Anything that will help manage the expectations of the client can be used to round out the product scope definition.

Making a simple distinction between these two project components may help you break down and focus the definition of each. Relate these two concepts back to any project you are tasked to define, and you will ensure the team works through the solution prior to beginning any tangible work for the client.

Standing Out From The Crowd

2007-10-28T20:10:00.000-04:00

As more and more people are attracted to project management as a career choice, it's important to develop the soft skills that will separate you from a sea of candidates. If you are seeking a project management position, or looking to be promoted in your current PM job, here are some hard to beat qualities that will position you as a seasoned professional.

Courage - Believe it or not, courage is something that will push you further ahead as a Project Manager. Being able to handle any project, no matter what the complexity; being able to service any client, regardless of their tough reputation - this strength of character is refreshing to an employer who needs a fail-safe Project Manager on their team. This courage can truly only come from one source, which is confidence. Believe in yourself without being arrogant and you will exude competency and bravery. This attitude will foster a higher level of trust from your employer and your colleagues.

Finesse - I've discussed this elusive quality before, and while it may be difficult to define, it is absolutely real. By finesse, I mean an ability to deal with everyone you encounter in your job. This may include a harsh client or an unmotivated resource - regardless of who you are interacting with, there is a way to develop a positive and fruitful professional relationship with each and every person. Try to understand what motivates the people you work with - appeal to their priorities and you will create an immediate connection by understanding their needs.

Reliability - As a Project Manager, your very reputation lies in your ability to be consistently reliable. Always follow through on a promise, never forget a deliverable, constantly suggest solutions and forever respond to client calls and email messages in a timely manner. A Project Manager who can be depended upon will be one who is trusted, favoured and even requested from project to project. Aside from credibility with your clients, your employer will see you as competent, responsible and even authoritative.

These attributes can be developed and improved upon by every Project Manager, regardless of rank. In a client service role, such as project management, soft skills are just as important as education and industry knowledge. Demonstrating these skills in an interview will also give you an edge over your competitors. Never lose focus on these core attributes - they will carry you through difficult times, and more importantly, they will give you prominence and memorability in the minds of employers and clients alike.

How to Break Into Project Management

2007-10-21T13:48:00.000-04:00

Since publishing this blog, I've received numerous messages asking how a person can break into project management. There are many answers to this question, but at a basic level, there are some fundamental requirements that need to be met. I will outline some core considerations in this entry.

- Know what you're getting into: Before you commit to becoming a Project Manager, it's important that you understand the role and its responsibilities. Project management is not simply about administration. It is about planning and detail, communication and leadership, problem solving and contingency planning, mitigating risk and absolute perseverance. Project Management is a dynamic, intensive, and challenging career choice, so the decision to pursue it should not be taken lightly. It can represent a lifelong career with substantial responsibility, but equal reward, so before you commit to it, do your research!

- Understand the medium: If you are planning on pursuing interactive project management, you must be familiar with the online medium and have an understanding of the production lifecycle. This knowledge could be gained through exposure by working in an agency setting, through education in a multimedia program, or through self-learning, although this option will not provide any practical experience. I've seen people approach this job from all angles, and without a doubt, a combination of targeted education, coupled with agency experience, will provide the best foundation for a serious career in interactive project management.

- The straight goods on certification: So many newcomers to project management strive for PMP (Professional Project Manager) accreditation. This, alone, will not prepare you for the job, but once you have gained the minimum experience required to take the exam, certification will give you well-rounded credentials and a very solid foundation. There are requirements that must be met before you can take the final test which you should be aware of - details can be found here.

Like any other profession, particular people will be better suited to a life of project management than others. The best advice I can offer is to understand the day to day requirements of the job and the lifecycle of web development before pursuing this path. Do some research, look into educational options, review project management job postings and talk to people in the industry. For the right person, a career in project management will bring much satisfaction and security.

A Word (Or Two) On Quality

2007-10-14T20:27:00.000-04:00

In the world of interactive project management, the promise of quality has become cliché. Quality is sometimes seen as an incidental to each client delivery, as opposed to an independent, critical phase of the delivery. Because quality control is commonly compressed at the tail end of a project, the overall commitment to the caliber of work produced is inherently compromised. There is, however, one person that can change this negative trend - the Project Manager. Here's how every Project Manager can do their part to save the interactive industry from a decline in excellence:

- Include testing in the price to client: Always incorporate costs for a thorough quality control phase into the budget of your projects. It is a Project Manager's job to show value in the process and methodology they employ. This means you must be able to demonstrate the benefit of each project phase to a client in order to justify the cost of a job. By doing so, you will be able to recover any time spent against testing in the original price to client, and you'll be able to articulate the work effort behind the line item cost. This will also make you accountable for the integrity of the final deliverable, providing additional incentive to do a thorough, proper job.

- Include a testing phase in your project timeline: I suspect the primary reason that testing is short-changed is time constraint. Project teams are often focused on completion of the build, forgetting that actual completion is achieved at the end of successful testing and bug resolution, not at the end of the build. If you incorporate a quality assurance phase into your timeline, your team will be able to work towards this project milestone from day one, allowing sufficient time towards the end of the project to work through the proper cycles.

- Don't do the testing yourself!: One of the worst mistakes a Project Manager could make is to complete testing themselves. Flawless quality assurance is an expert skill that is developed over time. Like Project Managers, professional testers will have solid process and methodology to support their efforts. When time and budget are running out, some Project Managers will take on the quality assurance portion themselves, thinking a quick review will suffice - this is never the case. Leave testing to professionals - facilitate the process, but don't overtake it if you intend on delivering a perfect product.

In summary, do not take quality for granted - designers, writers, developers, and even Project Managers will make mistakes. Quality assurance is the catch-all to identify and resolve these issues before client delivery. Flawless execution will always be remembered, and will go a long way towards a good name for you and your firm. Insist that quality be the golden rule for every project you touch.

Skill Building Exercise for Project Managers

2007-09-28T20:25:00.000-04:00

Good verbal communication is an absolute requirement for effective project management. A Project Manager must be able to communicate with internal team members, multiple clients, project stakeholders and third-party vendors as needed. Communication can often be a difficult skill to master, but there are some very simple methods for improving this core strength. In this entry, I will share my approach on how to sharpen verbal communication using a traditional exercise - role playing. My own team has benefited from minimal group sessions where the only rule is participation. Here is how it works.

Identify common communication challenges: Over time, Project Managers will identify recurring issues across all of their projects. Each issue will require a unique verbal communication strategy to ensure a positive outcome. As a starting point, Project Managers should be coached to navigate the conversations they encounter most often. This role playing exercise will allow the Project Manager to reenact each scenario in order to practice their verbal communication skills. The session should start by discussing what specific situations people would like to focus on. These situations will form the basis of the exercise.

Role play: The group is now ready to work through scenarios they have identified. Limit role playing to two people per scenario. Each team will stage a conversation in front of the group - one person will play a Project Manager, and the other person's role will be dictated by the situation. The team must work through the scenario without commentary or intervention from the group. The goal of each scenario is for the Project Manager to achieve a successful outcome.

Feedback: Once each team is done, the rest of the group can comment on their role playing, offering additional pointers, or highlighting successful tactics used during the exercise. This approach will encourage team knowledge sharing and mentorship. The exercise also affords the team lead an opportunity to coach the project management group using real job situations.

Role playing is a simple technique that can provide great benefits to Project Managers at all skill levels. The exercise I've described can be done with minimal planning, and can be tailored to focus on specific weak areas. I would recommend repeating the exercise on a monthly basis, working through new scenarios each time. Ultimately, verbal communication is one of the most important tools in the PM arsenal. Do not underestimate the power of conversation, and how much you can gain from this simple exercise.

How to Manage Scope Creep

2007-07-11T20:14:00.000-04:00

As a continuation of my last entry, The Art of Scoping, I wanted to explore the management of scope throughout the life cycle of a project. Establishing initial scope and cost are the first step in a project - the responsible execution of the scope, however, requires diligent management through the identification of any elements or nuances that should be considered additional. The concept of items that fall outside approved scope is generally referred to as 'scope creep', and it is a Project Manager's duty to flag these elements for resolution.

How do you identify scope creep?: Scope creep is one reason that precise, clear project documentation is critical. In order to identity scope creep, a Project Manager must be able to prove that a given item falls outside the original agreement. The best way to do this is to reference a project plan, project charter, statement of work, or other similar documentation. This means project documentation needs to define the work effort of an initiative in a very detailed manner. More importantly, exclusions and assumptions will also support the identification of scope creep by clearly spelling out any items that are considered additional work.

What do you do when you identify scope creep?: When you are confident that the client or internal team has requested an element that is out of scope, it's important to flag the item as such so that you manage expectations. When you do this, clearly define what is out of scope, why it is out of scope (referencing the original agreement and documentation), and what the impact might be to the project if you move forward with the out of scope element (the impact could be to the timeline, budget, or both). Ideally, you want to be able to go back to your client and suggest a solution - this could be a simpler solution that could be accommodated within budget, a cost for the additional work, or a plan to execute the additional work in a subsequent phase of the project. Regardless of your solution, be very clear, and work with your team or your client to find a resolution together.

Damage control: When you identify scope creep to your client, this may result in a very awkward situation. Many times, clients will request items without realizing they are out of scope. As much as you need to protect the project budget, ultimately, your relationship with the client is more important, so don't assume the client is deliberately trying to get something for nothing. Clients will often become frustrated and upset, but this also presents a key opportunity to strengthen your relationship by resolving the matter. Be transparent with the client to build trust - make sure the client understands why the item requested is out of scope. Have a discussion about options so that the client contributes to the solution and feels comfortable with the outcome. As a Project Manager, you need to be prepared for these situations, so do your homework by sitting with your team first to understand the details.

Managing scope creep is one of the more difficult parts of a Project Manager's job, but solid documentation, clear communication and detailed information will minimize any risk to the project and the client relationship. When in doubt, draw on the expertise of your team to determine a few options your client can choose from. In the end, this will help ensure your project are delivered on budget and on time.

The Art of Scoping

2007-06-29T13:26:00.000-04:00

The core objective of project management is delivering initiatives on time and on budget. In order to do this, a Project Manager must possess a combination of interpersonal skills, forecasting, risk management, problem solving and more! Regardless of skill level or experience, however, a Project Manager will have trouble delivering an initiative on time or on budget if the project wasn't properly scoped to begin with. In this context, scoping relates to the estimation of work effort and hours allocated to a given project for all the resources assigned to it. At a core level, it is the 'make or break' element that will drive a project from start to finish, and it is, without question, an art.

How do you scope?: Scoping happens very early on in the project life cycle - ideally before a client commits to the project. In order to properly scope an initiative, the person responsible must have a deep understanding of the production cycle, as well as the role of each contributor. In other words, who will touch a project, at what point, and how intensely. This information will determine how many hours each resource will need. This requires a grasp of the 'big picture', and an appreciation for the nuances and risks of the project. The person who is scoping a project must ask themselves 'what if...?' for any number of potential scenarios that could upset the original breadth and depth of the project. As an example, what if the client-provided content isn't written in a manner that's appropriate for the web? Who will be responsible for structural editing, and how intense will this effort be? If your team will edit the content, it will change the scope of the project because additional hours will be needed to complete this task. Identifying these project pitfalls is a key component of the scoping process, which leads to the next point....

Necessary companions of scope: Anyone who has worked with me will know I am as focused on project assumptions and exclusions as I am on the actual scope of a project. I describe scope as drawing a box around project deliverables. Scope is about identifying what will and will not be done to deliver a project, so that the client and project team agree to the end product. In order to do this, the scoping exercise must result in a definition of what is included, as well as what is excluded and what is assumed to be true. These are fundamental elements in the equation which will help clearly solidify the commitment of the agency and client alike. As a rule of thumb, a Project Manager should never provide a quotation or project scope without accompanying assumptions and exclusions.

Scoping is a complex and critical skill, which needs to be developed over a long period of time. Remember these fundamentals when you scope, no matter how small a project may be - you will do your company and your clients a disservice if you take any shortcuts. Practice by scoping smaller initiatives and by identifying assumptions and exclusions for them. After some time, you will feel confident enough to tackle larger projects. The test for any scope is to execute the project and compare actual work effort (typically measured in hours) to the hours you originally scoped. Identify the differences and learn from them. Doing this will ensure that each project you scope is estimated more accurately, resulting in improved profitability for your company.

Effective Resourcing

2007-06-17T19:49:00.000-04:00

In the world of interactive Project Management, the definition of resourcing is the estimation and scheduling of appropriate team members, based on the project timeline, requirements and budget. Resourcing is one of the most critical elements of Project Management, with the potential to ultimately affect the final delivery to client. If resourcing isn't done regularly and methodically, it can impact the entire origanization.

The software market is flooded with applications that support resource allocation. As a PM, you may work at a company that utilizes this type of tool, but it's important to understand the mechanics of resourcing whether you use an application or not. In this entry, I will share my own approach, which you can and adapt and implement in your own environment.

Regularity: Regardless of the type of projects you manage, the number of resources that make up your team, or the size of your organization, it is crucial that resourcing occurs on a regular basis. Ideally, resource allocation is forecasted for many weeks in advance. In other words, each Project Manager will allocate specific resources to tasks on a given project as far into the future a possible. This allocation will be calculated based on the initial timeline, scope and budget of a project. Together, these elements must be utilized as the blueprint for the management of the project. If this is done correctly, a project will likely be delivered on time and on budget, the hallmarks of success for any Project Manager. Timelines are fluid and often change, so your resource plan may need adjusting and readjusting.

While extensive forecasting is ideal, in many cases, a Project Manager may only resource for a single week at a time. This scenario works best for smaller teams of resources that are shared among a group of Project Managers. The objective is this case is to ensure all projects are given equal weighting and attention through Project Manager concensus, so that one project isn't neglected for another.

Communication: Resourcing will likely be done among the Project Management group, but it's important that the plan gets communicated out to the larger team as frequently as possible. Because Project Managers are responsible for project delivery, they are inherently responsible for the resources that contribute to the project and their overall utilization. This means the Project Management team must communicate what resources will work on what initatives in advance. There are numerous methods you can use to communicate the resource plan to the team, as long as a few rules are adhered to-
1. Communicate regularly so that any adjustments to the timeline or resource allocation plan are flagged to the team.
2. Put it in writing! A paper-based or electronic calendaring system that details who is working on what is an absolute requirement. Verbal communication is needed, but it must be reinforced through documentation, to avoid any misunderstandings that could lead to delays or under-utilization.

Resourcing can be a very complex system affected by many factors. The size of your organization and the amount of overall work in the pipeline will determine the approach, but regardless of the details, the methodology must always be driven by project timelines and budgets. By taking these into consideration, you will be able to define a resourcing system that will support project profitability, fluidity and success.

Listen To The Buzz

2007-06-14T20:29:00.000-04:00

I was privileged enough to attend the recent IAB Social Media Marketing Course in Toronto. Mitch Joel was the presenter, and he did a fantastic job of engaging the group of 175 for nine hours.

Mitch covered many topics related to social media, but the one that had me thinking most was how social media has allowed consumers to affect brands. With blogs, wikis, and sites like YouTube, consumers have taken marketing by storm. They are creating new brand messages, elevating brand awareness, and changing brand voice. In many ways, consumers have taken marketing into their own hands by shaping the messages which are broadcast over the internet and ripple into the real world. This feedback loop is tremendous and can be leveraged to strengthen a brand if harnessed in the right way. In order to do this, however, we all need to shift our mindsets to embrace a more transparent, open marketing dialogue - one that may not be completely controlled by a corporation. It's a paradigm shift in our approach to traditional marketing because it exposes a brand to ideas and opinions which aren't controlled by the corporate team.

The fact is that the internet has provided avenues for expression that can't and shouldn't be controlled. The discussion around a brand may be a negative one, but at least it's being discussed in a forum where the brand team can not only see it, they can actually react and respond to it. What an opportunity to connect with consumers and gain invaluable insight that can be leveraged to tweak and strengthen marketing strategies.

Ultimately, the message to marketers is to listen to the buzz - put your ear to the digital ground and understand how consumers truly view your brand. Pick up on nuances and utilize them to your advantage. If you respond to discussion and create a sense of efficacy and openness, you will set your brand apart from the competition, who will likely be running the other way.

Keeping Up With The Geeks (They Rule the World)

2007-06-04T21:17:00.000-04:00

I've spoken many times in this blog about the various subject matter experts a Project Manager will work with on web initiatives. From Information Designers to System Architects, each team member will bring a unique and deep skill set to the table. While a Project Manager will work closely with these people, the Project Manager themselves remains on the periphery of each contribution, overseeing scope and time lines without necessarily doing the actual work. In order to continue adding value to each account, however, it is important for a PM to stay current with technology and trends - something I call 'keeping up with the geeks'. In this blog, I will share my personal approach to keeping up with the latest and greatest technologies and trends.

Buddy up: The best way to stay current is to rub elbows with the people who live and breathe technology. One of my closest colleagues is Steve Giles, the finest geek I know. Steve is continually sharing links and articles on emerging applications and technologies. I click on every link he sends me and follow-up on the things that I find most interesting. I also have long chats with Steve about what he thinks will have impact and what will never see the light of day. I learn a tremendous amount from him because he is my personal subject matter expert for all things technical. So, my advice is buddy up with a geek who will keep you close to breaking tech news. You'll be amazed at what you learn. If nothing else, at least you'll be able to nod intelligently when someone begins speaking in techno-babble at the lunch table.

Read: There are hundreds of online tech/ internet magazines that offer free subscriptions to their e-newsletters. Sign-up for email or RSS feeds from sites such as ZDNet to receive regular updates. If you're reading this entry, you already know that blogs are also great sources of information, and many often explain more complex concepts in understandable terms. Check out Tech Blog for articles that discuss technology and how it impacts the business world. This is a particularly good source for Project Managers who want to stay current on IT and business.

Following these pointers will really help a PM who wants to keep up with the geeks. Geeks are our friends and they have a lot to offer - embrace them! If you're a PM who is a geek, even better! Just remember to share your knowledge with the other Project Managers you may work with. Staying on top of technology that changes this quickly is daunting - in the name of team work and commeraderie, help one another keep up. It will go a long way towards our contributions at the lunch table...

Sharing Accountability With Your Team

2007-05-29T20:52:00.001-04:00

So - your team has been working on an intense project for your most important client. Launch is scheduled to coincide with an extensive national marketing campaign. All eyes are on this project, which represents a huge investment to the client. Every detail was planned out and documented and production has been flawless. The launch date approaches and suddenly the team flags an issue that can't be resolved in time for launch. There were plenty of opportunities for the issue to have been raised and resolved throughout the life cycle of the project, yet the team neglected to mention anything. Through all the review periods and checkpoints and documentation, this important detail was overlooked. Your team turns to you and says 'Just tell the client it will be late'. Your stomach drops and your mind races to come up with a solution, and in that moment, you feel completely alone, despite working with a large team. All accountability lies with you and the pressure is unbearable. This is a nightmare scenario for a Project Manager, and it points to a bigger issue - lack of accountability among the team! When the team feels disconnected from the end client, delays, issues and errors seem acceptable, and the Project Manager begins to feel sole responsibility for the entire deliverable. The million dollar question is, how do you turn this around? I've got some suggestions that could improve matters - give them a chance and you will see results.

Engage your team in 'thinking' as well as 'doing': No one needs a Project Manager who simply barks orders. A Project Manager needs to lead the team in terms of when things need to be accomplished, but not always how - leave the 'how' for your team to determine. Allowing your team to think through solutions will spark a sense of accountability and pride if they succeed. This will do wonders in giving your team a feeling of responsibility towards the deliverable. By engaging the team during the initial planning phases, they will feel more connected to the process and the outcome. Suddenly, when a challenge arises, the team will feel compelled to offer a solution, since they will feel a greater sense of ownership towards the work product.

Put a face to the client's name: Many times, a development team will never even meet the client. This creates too much of a disconnect because the client will never seem real to them. Put a face to the client name by involving your team in client meetings. Although you should always remain the point of contact, allowing your team to develop their own relationship with the client will push them to feel a greater sense of responsibility towards the individual who has contracted the work.

Educate your team: It is sometimes difficult for a production team to understand why a client needs things done a certain way. By educating your team regarding the client's overall marketing objectives, target audience, media activity, financial commitment and history, the team will begin to better understand the bigger picture, and how their work product contributes to it. As they learn more about the client's business, they will also be in a better position to offer additional solutions that could prove valuable.

The message here is that while a Project Manager leads a team, accountability for the project should be shared among each individual. Unless the team feels a sense of ownership and contribution, they will continue to work in a bubble that disconnects them from the project objectives and the client.

An Outsourced Model

2007-05-08T21:24:00.000-04:00

Smaller interactive agencies seem to be trending towards more precise specialization. This means they are honing their internal skills to become subject matter experts in a particular space. A specialization could be database marketing, search engine optimization, creative design or email development. As a result, clients are beginning to work with multiple agencies to achieve their online goals, selecting the agency they feel can best deliver a portion of their program. The effect on the agencies is that their internal staff and skill-sets become very narrow. This may drive the need for outsourcing work when client requirements fall outside that core skill set. In fact, outsourcing is becoming a trend in the online world. There are a number of benefits to outsourcing work, and an equal number of challenges. An agency will have to endure a trial period followed by an analysis to determine whether outsourcing is a viable solution. Here are some of the more common issues you can expect:

Quality of sub-contractors: It is undeniable that when you outsource work you often lose a certain amount of control over the quality of the output. It's difficult to manage resources that may be working off-site, and even more challenging to monitor work process and work product until you receive the final deliverable. At this point it's often too late to make significant revisions, and the timeline and cost implications can be prohibitive. Sub-contractors need to undergo a thorough review and assessment period. You'll likely have to identify a pilot project to really put their skills to the test. Don't even consider hiring a sub-contractor if you haven't reviewed a portfolio of their work.

Increased management time: Working with sub-contracted talent will require additional management time. Initially, generating service level agreements, non-disclosure agreements and other required legal documents required to begin working with a sub-contractor must be considered. Once you begin work, communicating with an off-site resource can often be more time consuming than if they were a part of your internal team. As a Project Manager, you will have to determine effective, efficient methods of managing off-site resources. Engage the larger team in status calls or meetings with the sub-contractor so that everyone feels they're working towards a common goal. Try to integrate the sub-contractor into your standard process as much as possible. This will decrease the need for extraneous conversations that splinter your project management time and detract from the bigger picture.

Finding the right people: Simply put, never stop networking! There is legitimate value in leveraging external resources for skills your agency doesn't posses. Each day, new technologies and strategies are emerging, so continually network to meet the people who are cutting edge. Build up a pool of resources and potential partners so that when the needed arises, you can address it more easily. Being able to react and put solutions forward quickly is mandatory in the online world. Having to source the proper credentials in a short time can be stressful, so keep potential resources in your professional circle and call on them when the time is right.

Moving to an outsourced model can be a key factor in supporting a growing, dynamic business. Just make sure you anticipate the additional management requirements, and that your process can adapt to external resources before you begin.

3 Keys to Project Management Success

2007-05-03T20:08:00.000-04:00

Project Management is about continuous learning. Whether it's related to changing technology, production practices or client management, a Project Manager will never stop absorbing new information. As a PM evolves with their career, there are a few fundamental skills that will be required for survival - skills that will help mitigate the most severe risks and the most trying clients. Unfortunately, not all Project Managers will be 'naturals' when it comes to these fundamentals, but effort and practice can go a long way to honing this arsenal of ability.

Finesse: OK - this is the most difficult and intangible skill to describe. In this context, it refers to the delicate, nimble management of people. People can be clients, production teams, external vendors, or your employer. A Project Manager will need to finesse each of these people at various points throughout a project life cycle for different reasons. Being able to finesse can help develop stronger relationships, trust, credibility and a sense of competency. Most importantly, a Project Manager will use finesse to continuously focus people, keeping them on track towards objectives and deliverables. Project Managers who are great organizers but poor finessers will fall short of the mark. People skills are an absolute requirement - particularly when dealing with difficult client management issues.

Time management: Without this skill, a Project Manager may as well throw in the towel. The job itself is about managing time for large groups of people over long periods, working towards an end deliverable. If you are unable to prioritize and manage time, you will struggle with your own workload, and fail at delivering projects within expected time frames.

Multi-tasking: I've written about this before because it is part and parcel of any Project Management role. The secret is in prioritizing and focusing on a single task at a time, regardless of how long your to-do list is. You can learn some tips about multi-tasking in this blog entry.

If you're able to fine tune these three skills, you will be better equipped to tackle any challenge you face. Your confidence will increase and your clients will appreciate your capacity to manage their business. Most importantly, these are skills that will help in your own life and in any other career you choose.

Dealing With the Stress of Project Management

2007-05-01T20:45:00.000-04:00

Project Management is a stressful and demanding position. In a typical agency, a Project Manager is often caught between the end client, the internal development team, and their own senior management group. The job can be compared to juggling - there are always multiple things to tend to, and if you drop one ball, you'll tend to drop them all. Deadlines, quotes, scope creep, resourcing and quality are a few examples of issues that will require constant attention. The pace rarely slows but the demands often increase. So how can a Project Manager cope with the stress day after day? Below are a few simple tactics.

Focus: Multi-tasking is a part of daily life, and the key to working through a variety of responsibilities is to focus on a single item at a time. Not only will this ensure you give adequate attention to each item on your plate, it will reduce your sense of being overwhelmed by breaking down your to-do list into smaller, more manageable chunks. Looking at the big picture doesn't always work - when you're multi-tasking, the big picture can be discouraging. Remember - you can only accomplish one thing at a time. Create to-do lists and prioritize each task for yourself. Make this a habit and stick with it. As new items get added to your list, re-prioritize and focus.

Delegate: Project Managers are universally bad at delegating. Most are perfectionists who would rather do everything alone. It's important that you utilize the team around you and assign the most appropriate resource to the tasks at hand. You may be surprised at how much there is to learn from the larger team - consider everyone a subject matter expert in their own area. Engaging the team will increase their sense of responsibility and ownership, resulting in a better end product, no matter what the deliverable is.

Balance: As the saying goes, all work and no play makes for a very dull PM. Keep a work-life balance by enjoying your time out of the office. Whenever possible, leave at a reasonable time and spend the evening however you wish. Make dinner or go for drinks - whatever you choose, do it out of the office! It's easy to stay at work later and later, hoping to get further ahead. Instead, try to improve your time management skills by focusing and delegating. Being happy outside of the office will help feel happier when you're in the office.

The tactics may seem simple, but taking a few small steps towards curbing stress may save your sanity. Project Management can be a very rewarding career for those who are able to handle to demands. Make your health a priority and incorporate the strategies above into your regular routine.

Print Publishers Moving Online

2007-04-27T20:45:00.000-04:00

The popularity of the internet has posed both opportunities and challenges for traditional print publishers. The opportunities, like the challenges, are numerous, and all are worth discussing. This entry will highlight a few key issues - more may be explored in future posts.

By now, print publishers have realized the web can be leveraged as a means to generate incremental revenue from existing and new advertisers. Compounded by the fact that most consumers expect an online presence for any brands they interact with, the pressure to offer an online experience is high. Some publishers have rushed to create a web destination, only to realize the tremendous learning curve that exists. Many errors have been made by many publishers along the way. As a result, this industry continues to tweak and rebuild their websites in an effort to find a viable, feasible and effective online model.

It's not an easy task to increase readership while avoiding cannibalizing the existing print audience. If print readers begin to abandon the hard copy for the web version, sales will drop and advertisers will begin to notice. Publishers must leverage the web as an extension of print, offering exclusive, interactive and unique content online, so that they print and web versions are distinct, each boasting their own value propositions. Replicating the entire print publication online is a sure-fire way to decrease print sales, given how ubiquitous and accessible the web has become.

Any publication that has attempted to leverage the existing print sales team to push online ad sales will know what a challenge this can be. Print and web sales require a different lexicon, a different sales pitch, and a true recognition of the value of online advertising in order to execute sales for both entities effectively. In most cases, the print sales team will continue to only sell print ads, despite a different mandate - it is what they are good at and what they understand. Some publishers have determined that introducing a dedicated web sales force is a more effective approach. Again, the goal is to drive incremental sales - not to split existing sales between print and online. Remember, the sales team must continually reinforce the distinct value of the website. This means that ad space online can never be offered as a bonus for purchasing print ads - the website will require it's own rate card and product offering for advertisers.

It's only a matter of time until a print publication masters the online space - the opportunities for business growth and revenue are endless if you employ the right people and bring creativity and tenacity to the challenges presented. The secret lies in an iterative approach where a website is launched and monitored, and then optimized over time to maximize relevance and ROI.

The CMS Debate - How to Counsel Your Clients - Part 2

2007-04-26T20:30:00.000-04:00

This is a continuation of the previous entry. Here is another crucial consideration when determining if a CMS is the right solution for your client.

Client resources: While a CMS is intended to simplify the ongoing content management process, this work still represents a time commitment. Often, when a client team intends on assuming this responsibility, the resource requirements are underestimated. In these cases, the results can be disappointing, since the primary goal of a CMS is client self-sufficiency. There have been countless CMS implementations that end up with the CMS never even being utilized - let's call it 'CMS abandonment'. The websites become outdated and the initial investment is essentially lost. Knowing this is a possibility, there are some measures the agency can take to try and prevent, or at least mitigate, these issues. First, any agency implementing a CMS must include client training as part of the solution. If the client team doesn't feel comfortable with the application, it will be very hard to convert them to users - and remember, the more the client uses the CMS, the greater chance that the entire initiative will be viewed as a success. Even after training is provided, expect the client to require support from time to time. To properly manage this, the agency should recommend a maintenance bank of hours to support the client - even if it's simply a back-up plan.

In the end, the onus for preventing CMS abandonment falls largely on the agency - all the risks and issues described in this and the previous entry need to be raised with the client during the planning stages of a project, so that the entire team is aware of the issues associated with the solution, and the steps that can be taken to make the implementation effective long-term.

The CMS Debate - How to Counsel Your Clients - Part 1

2007-04-25T20:58:00.000-04:00

At one point or another, every interactive Project Manager will be asked if implementing a Content Management System (CMS) is a good idea. For those who aren't familiar with the terminology, a CMS is just what the name suggests - an application that allows the content of a website (including images and sometimes even navigation) to be added, updated or removed using an interface which doesn't usually require any HTML or technical knowledge. The common objective of implementing a CMS is generally self-sufficiency on the client's end, as well as decreased external maintenance costs. The response to the question regarding a CMS has to carefully weigh many factors. Two primary considerations are broken out below. This entry will be continued with more considerations tomorrow.

Budget: A simple approach to determining whether a CMS is a viable solution is cost. Typically, a CMS implementation will represent a greater up-front cost, which should be off-set by reduced external maintenance costs long-term. It's important to note that although the client may save on vendor fees, the internal time which will now be allocated to website updates still represents an investment, and potentially a drain on resources as well.

Speed to launch: The CMS market is saturated with product options. Each product will vary, and an exhaustive (and often daunting) audit will be required to identify the appropriate solution. Factors such as up-front and ongoing costs, technology constraints, usability, product support and even language capabilities all need to be considered. Narrowing your search to meet the criteria can take many weeks, and securing stakeholder approval on a final decision before purchase needs to be factored into your timeline as well. In addition to the CMS selection process, there may also be a learning curve for the implementation team. Your technical resources, and perhaps even your designers, will need to learn how to develop within the CMS prior to commencing production. When all is said and done, a client's expected timeline may not allow for such a lengthy process leading up to development.

That's enough for now - more on the CMS debate tomorrow...

Analytics 101

2007-04-24T20:05:00.000-04:00

I recently attended a two-day course in web analytics, held by June Li. Analytics is a word that is often misused, generally when describing reporting, which is very different from actually analyzing the numbers in context to transactional or behavioral goals. While the future of web analytics is very bright, it's still early on in the life cycle of this service. As valuable as analytics can be, they are still seen as optional and not a requirement, despite how analytics can be used to ultimately optimize ROI.

Analytics recommendations will differ for each client, depending on the technology employed (server logs or page tags), overall online objectives, individual campaign goals, and the investment allocated to analysis. With this in mind, there are still some core basics that will be common to any analytics initiative. Below are some very high-level descriptions of a few simpler concepts for beginners.

Defining 'events': At the onset of planning for an analytics program, you must work with your client to define online events. An event could be directly related to acquisition, conversion, loyalty or any primary objective the client may have. As long as an event is defined in this context, you have a something to measure. An example of an event might be a visit for an acquisition program, or an email sign-up for a conversion program. This needs to be clearly defined with your client.

Identifying KPI's: A KPI, or Key Performance Indicator, is a measurement used to evaluate performance. Relevant KPI's are also dependent on the initial objectives. In other words, a KPI for an acquisition program may be different from a KPI for a retention program. An example of a KPI might be length of visit, number of downloads, or number of new visitors. KPI results should be assessed to determine if your online program requires tweaking.

The world of analytics can be very complex. Beginning with the basics is not only a good way of introducing concepts and demonstrating value to your clients, it is also a means to understanding analytics yourself. Eventually, analytics will be considered a mandatory element of any online initiative. Until that time, agencies must continue to educate themselves as well as their clients on the value and potential of this very powerful and insightful tool.

Internet Project Management in 2007

2007-04-23T19:25:00.000-04:00

In the late nineties, when many interactive Project Managers were beginning to find a place in the online world, the job requirements for success were very different. It was enough to have a handle on work process and technology - add some time management and organizational skills, and you were fairly certain you'd get through any given day. As the entire industry has evolved, so has the role of the interactive Project Manager.

With a much more savvy internet audience and better-versed clients, it is becoming increasingly important that a Project Manager is able to not only understand the components of development and execution, but the objectives, challenges and trends faced by each client and each business vertical they work within. In other words, a modern day interactive Project Manager must be able to offer strategic value to their internal and client teams. The ability to execute from production through to launch is a given. What separates the great Project Managers from the mediocre is the capacity to understand their client's business and offer solutions that achieve specific online goals. This requires adaptability and a broad base of business knowledge you may not learn at school. This type of know-how will come from on the job experience, for which there is simply no replacement.

The longer you work as a Project Manager, the more historical knowledge you will carry with you, which you will often be able to leverage from one client to the next. This will ensure your clients see you as a true subject matter expert who is able to offer value beyond a timeline and project plan. In no way does this minimize the importance of execution, but it draws a definitive line between the basics and the soft skills that can push a career in project management to the next level.

Here I Go...

2007-04-22T20:38:00.000-04:00

At long last, I'm publishing my first blog entry. After endless recommendations to others about how a blog can help build a personal profile and point of view, I've taken my own advice to explore this digital domain. My objective will never be to focus my blog entries on a singular concept or theme, but to forge upwards and sideways in an attempt to cast the widest net possible over all topics related to online marketing and communications. If an idea is relevant, interesting, valuable, or even puzzling, I may write about it here.