Workshop: Running Discovery Projects Workshop - DPM Summit 2018

7a6f8abf3af4af2ab8720782b06c9d77?s=47 Rob
September 04, 2018

Workshop: Running Discovery Projects Workshop - DPM Summit 2018

Running digital projects is hard. When expectations are mismanaged during initial client conversations, running digital projects can be nearly impossible. Before the work begins, you and your client must agree to terms, so you define the project and provide an estimate. Once agreed, you have to manage to that budget for the life of the project regardless of what else you learn. This is crazy. One of the most important constraints–budget–is too often defined when you know the least about the project: the beginning. The largest risk in any digital project is building the wrong thing, but a few conversations and a quick estimate do not provide what you need to build the right thing.

We understand that Agile and iterative techniques can help mitigate risk during a project, but an iterative mindset can provide just as much value when planning that work. What if we started our projects with a smaller engagement that allowed us to “lean into learning” and teach our clients how to work with us? This unique way to gather requirements and start engagements has dramatically improved the way we run projects. In this workshop, we will discuss how you can implement Discovery Projects to dive into a project with confidence. You’ll be armed with a thoughtful, scoped roadmap to provide more accurate estimates and begin to chart the course of your project. During our time together, we will walk through setting the correct expectations, running in-person collaborative meetings and building trust with the client team along the way.

IN THIS WORKSHOP, WE'LL COVER:
-The value of Discovery Projects and how to convince your team and clients to work this way
-Interviewing Stakeholders and Users
-Setting the correct project expectations up-front
-Getting just enough feel for Design requirements
-In-person collaborative meetings: an approach different from a “Kickoff” which includes exercises designed to engage clients while providing critical insights
-Documentation that can set up project success
-Showing clients what effective collaboration looks like
-Making sure you start the project building the right things
-Lessons learned from running Discovery Projects

7a6f8abf3af4af2ab8720782b06c9d77?s=128

Rob

September 04, 2018
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Transcript

  1. Rob Harr RUNNING DISCOVERY PROJECTS WORKSHOP @robertharr

  2. GOOD MORNING!!

  3. None
  4. None
  5. None
  6. Workshop Guarantee.

  7. YMMV!

  8. Speak Up

  9. Why are you here?

  10. Collaborative Notes https://bit.ly/2NJMPRB

  11. Agenda Part 1: Context Part 2: Setting the Table Part

    3: So you got the Project Part 4: Closing the deal Part 5: Lessons Learned Part 6: Anything goes
  12. Running Discovery Projects CONTEXT

  13. Story

  14. Running a business is hard.

  15. Running a profitable business is even harder.

  16. Running a profitable business while treating people like humans is

    a constant struggle.
  17. Our Craft What we believe. Business

  18. Our Craft The Truth. Business

  19. Web software studio specializing in development and design.

  20. Rob Harr Ben Callahan

  21. Rob Harr Ben Callahan

  22. PM Buddy.

  23. Hourly work for hire.

  24. None
  25. Websites are software.

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

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

    because: Clients are really bad at describing their actual needs.
  28. 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.
  29. 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:
  30. Project don’t fail for technical or design reasons, they fail

    because of the people involved.
  31. I believe as an industry we often care more about

    how we get to the end, then the results.
  32. There is no “One Way.”

  33. I believe the biggest risk for software projects is building

    the wrong thing. Story
  34. What are Discovery Projects?

  35. What problems are we trying to solve?

  36. None
  37. Committing to a large spend.

  38. Trust.

  39. Finding a the right client.

  40. Training our clients to work with us.

  41. Reducing Risk.

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

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

    today.”
  44. This is paid discovery

  45. Research Vendors Vendor Selection Negotiation Project

  46. Research Vendors Vendor Selection Negotiation Discovery

  47. Negotiation Project Discovery

  48. Prework In-person Meetings Wrap-up

  49. This is what we sell now.

  50. Running Discovery Projects SETTING THE TABLE

  51. Client Happiness = A small delta between project expectations and

    project reality.
  52. Client

  53. Managing Client Expectations

  54. Setting Client Expectations

  55. Research Vendors Vendor Selection Negotiation Project Expectations Set

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

  57. Selling Discovery Projects

  58. The Pitch

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

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

  61. Take the risk out of the project.

  62. Initial phone call and gut feel estimate.

  63. Estimating Discovery

  64. None
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  68. None
  69. Types of discovery projects

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

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

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

  73. MSA vs SOW

  74. SOW Example

  75. SOW Example

  76. SOW Example 7*)."/74"$$77**#"70)707)2/./("(7#(7)(7)0 7)7+&!(0!)(7.7(7 *,)3"7 )&*(674"##7*+)3"7 #"(074"/77,2(7)707*)."/74"/"(70(7 72."(..7 6.7"7)(7".727 #"(174"#$77"(3)"7*,7/7/+'.7.*"

    7"(70")(7 7)7/7.0+7 -3 .7 -&(07   ".7+&(07".7(2%#7(73)"7"7()0752074"0"(7 772."(..76.7                                
  77. SOW Example

  78. SOW Example

  79. Still takes time months to sell discovery.

  80. None
  81. Not talking about something gives it more power.

  82. The best way to make sure your project does not

    hit budget, timeline, and scope is to not talk about it.
  83. People are scared of things they don't understand. 
 We

    can take the mystery out of things by talking about them a lot.
  84. Short Break

  85. Design Direction Exercise

  86. None
  87. None
  88. The goal

  89. The setup

  90. Design Gut Check Exercise

  91. Running Discovery Projects SO YOU GOT THE PROJECT

  92. None
  93. Now what?

  94. All projects should be designed as human experiences.

  95. Having a plan vs planning

  96. None
  97. Prework In-person Meetings Wrap-up

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

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

  100. #1 Prework

  101. Interviews

  102. None
  103. Who to interview?

  104. Feeling Heard.

  105. Sample Questions

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

    the project.
  107. What are the primary business objectives with the redesign?

  108. Who will measure the success of the redesign?

  109. How we will measure the success of the redesign?

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

    keep this project from being successful?
  111. Research

  112. Content Audit

  113. Competitive Analysis

  114. User Interviews

  115. #2 In-person Meetings

  116. Who?

  117. Studio Team

  118. The controller & anchor

  119. The pusher

  120. The closer

  121. Other smart people.

  122. Technical

  123. Creative

  124. User Experience

  125. This is a giant trust exercise. Story

  126. Client side

  127. Point of contact

  128. The fan

  129. The relevant executive

  130. The person who could kill the project

  131. Other stakeholders

  132. Home or away?

  133. Designing the Days

  134. Agenda Sample

  135. None
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  138. None
  139. Setting Ground Rules

  140. Parking lot!

  141. Stick to your schedule.

  142. We always start with goals.

  143. What makes a good goal?

  144. Do not have implementation details.

  145. Can be measured.

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

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

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

  149. Goal Setting Exercise

  150. The setup

  151. The goal

  152. Goal Setting Exercise

  153. Lots of listening and showing you understand.

  154. Don’t forget to have fun.

  155. UX Sketching Exercise

  156. The setup

  157. The goal

  158. UX Sketching Exercise

  159. Our clients are wanting to be collaborated with.

  160. Embrace the unknown.

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

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

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

  164. Prioritization & Phasing Exercise

  165. The setup Exercise

  166. The goal Exercise

  167. The step back Exercise

  168. Prioritization & Phasing Exercise

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

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

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

  172. Short Break

  173. #3 Wrap up

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

  175. Deliverables

  176. Project Brief

  177. None
  178. What is it?

  179. Situation

  180. Goals & Measurements

  181. Roadmap

  182. Estimate & Timeline

  183. Executive Summary

  184. Technical Strategy

  185. What is it?

  186. Architecture Diagrams

  187. Challenges & Recommendations

  188. Delivery

  189. Experience Strategy

  190. What is it?

  191. Tone & Voice

  192. Audiences

  193. Design Aesthetic

  194. Visual Vocabulary

  195. User Experience (UX) Strategy

  196. Collaborative Estimate

  197. None
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  200. None
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  204. None
  205. None
  206. Running Discovery Projects CLOSING THE DEAL

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

  208. Keep it simple.

  209. Negotiation

  210. Know where you stand.

  211. Working with purchasing departments.

  212. Don’t forget about cashflow.

  213. Embrace the “Office of the Presidency”

  214. Running Discovery Projects LESSONS LEARNED

  215. The best part of project teams is that they are

    made up of humans. Humans sometimes suck. The worst part of project teams is that they are made up of humans.
  216. Don’t write code. Don’t create wireframes. Don’t design anything.

  217. Deliver a populated task board.

  218. RFPs

  219. Other types of small upfront engagements.

  220. Deliver a popluated task board.

  221. Embrace your super power and understand your blind spots.

  222. Be willing to change directions.

  223. None
  224. Running Discovery Projects ANYTHING GOES

  225. THANKS! @robertharr rob@heysparkbox.com