Running Awesome Discovery Projects

7a6f8abf3af4af2ab8720782b06c9d77?s=47 Rob
August 22, 2019

Running Awesome Discovery Projects

The largest risk in any digital project is building the wrong thing. Yet you’re expected to define a project scope and provide an estimate after just a few conversations. Then you have to manage to that budget for the life of the project regardless of what else you learn. This is nuts. One of your most important constraints–budget–is defined when you know the least about the project, the beginning. Running digital projects is hard. When expectations are mismanaged (or forced too early) during initial client conversations, running digital projects is nearly impossible. A few conversations and a quick estimate do not provide what you need to build the right thing.

During this talk, we will discuss how you can implement Awesome Discovery Projects to dive into a project with confidence while removing some of the largest risks. You’ll be armed with a thoughtful, scoped roadmap to provide more accurate estimates and be able to correctly set client expectations for the rest of the engagement.

7a6f8abf3af4af2ab8720782b06c9d77?s=128

Rob

August 22, 2019
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Transcript

  1. Rob Harr RUNNING AWESOME DISCOVERY PROJECTS @robertharr

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  3. #DaytonStrong

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  5. We are hiring! https://seesparkbox.com/jobs Tangent!

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  7. YMMV!

  8. Websites are software.

  9. Determining scope on software projects at the beginning is irresponsible

    and impossible.
  10. Reason 1: Determining scope on software projects upfront is impossible

    because: Clients are really bad at describing their actual needs.
  11. We are bad at estimating work because we are optimistic.

    Reason 1: Reason 2: Determining scope on software projects upfront is impossible because: Clients are really bad at describing their actual needs.
  12. We are bad at estimating work because we are optimistic.

    Reason 1: Reason 2: Determining scope on software projects upfront is impossible because: Clients are really bad at describing their actual needs. Business needs change over time. Reason 3:
  13. Project don’t fail for technical or design reasons, they fail

    because of the people involved.
  14. I believe the biggest risk for software projects is building

    the wrong thing.
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  16. Running Awesome Discovery Projects DISCOVERY PROJECTS

  17. What are Discovery Projects?

  18. What problems are we trying to solve?

  19. Committing to a large spend.

  20. Trust.

  21. Finding a the right client.

  22. Training our clients how to work with us.

  23. Reducing Risk.

  24. A well defined problem, a set of goals, & determining

    the correct first step. GO AL
  25. “We’ll know more about your project tomorrow than we do

    today.”
  26. Client Happiness = A small delta between project expectations and

    project reality.
  27. Client

  28. Managing Client Expectations

  29. Setting Client Expectations

  30. Research Vendors Vendor Selection Negotiation Project Expectations Set

  31. Research Vendors Vendor Selection Negotiation Project Expectations Set Expectations Managed

  32. Selling Discovery Projects

  33. “I don’t know enough to estimate this right now, I

    don’t think that anyone does.”
  34. “There is no commitment to continue on with us”

  35. Take the risk out of the project.

  36. Initial phone call and gut feel estimate.

  37. Estimating Discovery

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  40. Large Discovery: 3 - 4 weeks $40,000+

  41. Medium Discovery: 2 - 3 weeks $25,000

  42. Small Discovery: 1 week $10,000 or less

  43. Running Awesome Discovery Projects RUNNING THE PROJECT

  44. All projects should be designed as human experiences.

  45. Prework In-person Meetings Wrap-up

  46. Prework In-person Meetings Client Excitement Agreement Wrap-up

  47. #1 Prework

  48. Interviews

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  50. Who to interview?

  51. Feeling Heard.

  52. Sample Questions

  53. Tell us about your role and how it ties into

    the project. Exam ple
  54. What are the primary business objectives with the project? Exam

    ple
  55. Who will measure the success of the project? Exam ple

  56. How we will measure the success of the project? Exam

    ple
  57. Almost always the last question: (In your opinion) what will

    keep this project from being successful? Exam ple
  58. Research

  59. Content Audit

  60. Competitive Analysis

  61. User Interviews

  62. #2 In-person Meetings

  63. Who?

  64. Studio Team

  65. The controller & anchor

  66. The pusher

  67. The closer

  68. Other smart people.

  69. This is a giant trust exercise. Story

  70. Home or away?

  71. Designing the Meetings

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  76. Setting Ground Rules

  77. Parking lot!

  78. Stick to your schedule.

  79. We always start with goals.

  80. What makes a good goal?

  81. Do not have implementation details.

  82. Can be measured.

  83. “Have an interactive, human website that shares relatable stories and

    reaches millennial and gen Z candidates.” Exam ple
  84. “Increase how often and deeply users engage with our content.”

    Exam ple
  85. “Increase revenue from new sales while maintaining renewals.” Exam ple

  86. Don’t forget to have fun.

  87. Our clients are wanting to be collaborated with.

  88. Embrace the unknown.

  89. It is ok to not have all of the answers.

  90. “That is a great question, let me get back to

    you with an answer.”
  91. We always end with prioritization and phasing.

  92. Other ideas http://goodkickoffmeetings.com/

  93. Don’t forget to share what the process will look like

    after you leave.
  94. Prework In-person Meetings Client Excitement Agreement Wrap-up

  95. #3 Wrap up

  96. Prework In-person Meetings Client Excitement Agreement Wrap-up

  97. Deliverables

  98. Project Brief

  99. Technical Strategy

  100. Experience Strategy

  101. Collaborative Estimate

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  104. A well defined problem, a set of goals, & determining

    the correct first step. GO AL
  105. Running Awesome Discovery Projects CLOSING THE DEAL

  106. Prework In-person Meetings Client Excitement Agreement Wrap-up

  107. Keep it simple.

  108. Negotiation

  109. Know where you stand.

  110. Running Awesome Discovery Projects THINGS I THINK I HAVE LEARNED.

  111. Don’t write code. Don’t create wireframes. Don’t design anything.

  112. RFPs

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  114. Rob’s two basic rules for happiness in business:

  115. Life is too short to work with people you hate.

    Rob’s two basic rules for happiness in business: Rule 1:
  116. If you ever become annoyed by a client, it is

    only because you’re not charging them enough money. Life is too short to work with people you hate. Rob’s two basic rules for happiness in business: Rule 1: Rule 2:
  117. THANKS! @robertharr rob@heysparkbox.com