Job Blocked?

March 8th, 2010

Projects come and go in random and fortuitous ways. At my most destitute all kinds of opportunities present themselves. And they are all worth pursuing.

By my estimation, forty percent lead nowhere, sixty percent lead to work, and of that, twenty percent lead to paying work.

Of twenty percent, ten percent result in completed jobs either over budget or overtime or both (not going into how or why jobs go over budget or time, at this time). Two percent make up jobs completed within budget and on time. Two percent are on time on budget and you celebrate over drinks. One percent are started and put on hold.

Work that starts and progresses to it’s conclusion without interruption where the goals of the project are achieved and a good relationship built, is the preferred scenario.

Sometimes the work is done, but the experience wasn’t great. Maybe things went off the rails, but at least there’s the consolation that the project is complete.

Occasionally things go off without a hitch. Issues are creatively and capably solved because the moon, circumstances and team are in alignment.

Once in a while, a job is progressing as planned and the next steps are laid out, and for whatever reason (illness, lack of funding, politics, etc.), there is an inability to move forward.

It can be a blessing or a disappointment, but it’s something to take in stride. It’s not usually within the control of the person you’re dealing with.

So, thank your client for their business, keep the lines of communication open and make sure they know you’re invested in them and you’ll be there when they are ready.

Eighty percent of the time when they’re ready to move you’ll be included.

by Ginger • Comments (0)

Posted in Entrepreneurship • Reflection • Services

Responding to A Request

March 8th, 2010

My son is in Kindergarten. At his first three-way conference his teacher said he was doing great. Except for one thing. Sometimes he has trouble following instructions, i.e. he’s either selectively hearing or he’s distracted by all of the exciting and wondrous things his five-year-old self is discovering. She recommended that when he’s not listening at home to just utter the phrase, “responding to a request” (it actually works).

As adults, when a child is disagreeable or slow to respond it can be frustrating. I can’t speak for everyone, but being ignored or asked over and over, “why?”, makes me feel like what I’m asking isn’t important and it makes me feel disrespected. But, because I’m adult, I have to take the high road and calmly ask for a response to my request, instead of yelling at him to respect my authority and obey me.

It kind of reminds me of how a customer feels when their service provider ignores, scoffs at or otherwise disregards questions, ideas and suggestions.

Not to say that every theory, scheme and inquiry a customer makes is based on good reasoning. Ideas that fly in the face of every best practice aren’t uncommon in a relatively new industry with rapidly changing technology. Even if we make our living developing software for the web, we have to stay on top of our profession by doing almost constant research and learning. So, is it really a surprise that those who come to us for our expertise may have opinions about websites that aren’t informed?

How we react to requests can either gain respect and integrity or it can compromise our professionalism. How we respond to suggestions that we recommend against can make or break a relationship. It can also greatly influence the outcome of a project. Understanding what the client is trying to accomplish and coming up with a good strategy to meet those goals can make all the difference in your success or failure.

Over the years I’ve worked with all kinds of individuals, businesses, non-profit agencies and educational bodies. I’ve worked with people at all different levels of technical understanding, with varying levels of success. I’ve found that the success or failure of a web project does not depend on the client’s understanding of the medium. It depends on your ability to communicate with each other and the level of trust your client has in you.

It is not the client’s job, for example, to know why it’s not a good idea to turn their logo into an animated .gif, or put a slogan in red blinking text. It’s our job to educate and provide alternatives.

Dig a bit deeper into where those little suggestions are coming from. If you show the client you have a genuine interest in solving their problems, they’ll know you have their back. They’ll get why their request isn’t in their best interest, and even better, they’ll trust you to come up with an idea that meets their goals while conforming to your technical sensibilities.

by Ginger • Comments (2)

Posted in Reflection • Services

9 Ways Starting A Business Has Transformed Me

January 28th, 2010

1.) I get up earlier

- Back when I was punching the clock for the man, I had a serious case of insomnia. I would roll around for hours worrying about work and the snooze button constantly betrayed me. It hurt to leave the peace of a warm slumber and face the day. Now, I get up about 3 hours earlier than I used to. (Occasionally, if my schedule permits, I may squeeze in a lunch nap.)

2.) I drink more coffee

- I went from free office coffee at zu to paying $10/month for coffee at the university. And the coffee room was on the other side of the building. Paying bothered me and I felt there wasn’t enough time in the day to get my work done, never mind “wasting” the 15 minutes it would take to walk there and back (plus stopping to say “hello” to co-workers). Now I’m steps away from the coffee pot, and since I can’t stand to see wasted coffee, I average a pot a day.

3.) I dress more comfortably

- Where I used to wear dresses and skirts with heels, I now wear sweats, sports bras and bunnyhugs (hoodies, for those of you not in Sask.). The only drawback to this, as far as I can tell, is that you’re less likely to notice that your clothes are getting tighter until one day you have to put on a pair of jeans and can’t get them up past your butt.

4.) I think

- I very much wanted to be proactive, but I found that the pace kept me in the cycle of reacting to urgency. ALL THE TIME. Now I have room to make conscious decisions, to read and research, listen and be attentive and careful in the work that I do.

5.) I breathe

Holding your breath under stress is common. I practiced breathing, yoga and meditation, but I would always find myself holding my breath. Even when I recognized I was doing it, I would find myself repeatedly in the same pattern of inhaling and holding. I would hunch and peer so close to my monitor (probably trying to will solutions to problems) that people made fun of me. Now, even when I’m busy working with a deadline I sit up straight and haven’t noticed any lack of oxygen to my brain.

6.) I see daylight

Working in a cinder block basement with no windows is dim, especially in winter. Unless you take a lunch break somewhere outside the building, you don’t see the sun at all. Most days I ate my lunch at my desk while working. I’m not going to say that I’m blameless in that. When I commit I’m in; my needs go to the bottom of the list. I’m working on becoming more balanced and I think it helps that in my new office, I get light all day long.

7.) I’m good at what I do

I knew, for a few years, that I wasn’t serving my reports, clients, bosses, work, family or myself as best as any of us deserved. It took me a long time to get over the guilt, but I know that a person can only stretch so thin (my body still managed to expand). Instead of diluting my attention with hundreds of projects, tasks, people and responsibilities, I’m able to focus all of my attention and time on true priorities. I’m sure I’m better at my job now than I ever was. There’s no doubt in my mind that just having the opportunity to think and breathe is directly related.

8.) I get by with less

For most of my adult life I’ve done my best to prove my worth in the workplace. I wanted to be liked, to do the right thing and struggled for what I thought was respect. I love the field I chose, but I felt I should be paid more. And when I asked I received. By the time I quit to start my own business, we were finally getting somewhere. Saving money and planning for such luxuries as a vacation, laser eye surgery, and maybe even a deck. Things are different now, but not yet dire. The financial sacrifice is a bit scary, but it’s made us more creative. It’s also not remotely problematic enough to make me consider going back to the way things were.

9.) I’m a better wife and mom.

My old “job” no longer consumes my life, so I can put energy into being the mom I’ve always wanted to be. I have a place for hugs and kisses. I have more patience, and I am less selfish. I removed the self-imposed burden of bringing home most of the bacon, because trying to do that wasn’t working. I always suspected that going out on my own would be the best thing for me, but I never had the guts. I still don’t know how things are going to work out (but, who does), and looking back I can’t imagine switching places now with the me that used to be.

If you are looking for a recently enlightened and experienced pro, who can fully commit to your project, contact me.

by Ginger • Comments (2)

Posted in Entrepreneurship • Reflection

Tackle Your Web Problems, Delight Your Users

January 28th, 2010

You probably have a website, and if not, you’ve got a nagging feeling that you can’t afford not to have one. Not just any website, one that performs for your existing users and is enticing to your prospective ones.

Here’s a quick stats refresher, just to emphasize the point.

Statistics Canada reports:

  • As of 2008 Canada’s population was 33,212,696 with 28,000,000 Internet users, if you do the math, that’s 84.3% penetration.
  • In the private sector, 86.66% were online, and 48.49% purchased goods or services online.
  • In the public section, 99.87% were online, and 82.14% purchases goods or services online.

If you are in charge of your current website, or the one that is soon to be, I’m certain your number one priority is to take care of your users. Regardless of who your website target audience is.

You want them to be able to easily find you and find out about you, highlight a competitive advantage, see your products or complete transactions (these are just a few of the many goals you might have).

I bet you already know who your target audience(s) is/are, but do you know how to meet their needs online? And if you are meeting their needs, are you compelling them to return?

Your website is, no doubt, an offshoot or a replacement for traditional advertising at the minimum. But, by thinking just a bit outside of the box, we can come up with ways to solve offline problems (like improving administrative systems), increase your exposure, meet marketing objectives, improve sales and two-way communication with your stakeholders.

Maybe after your website was created it fell to the bottom of your list or it was cost prohibitive to maintain, and you’ve left it to hang out in a corner of the Internet without attention. For your initial investment, it could be working better for you.

Possibly, you do you pay attention and your website is continuously being updated with fresh and interesting content. However, you aren’t seeing much of a return on your investment because it isn’t attracting users or when it does, they can’t find what they’re looking for. You watch your stats, but are disappointed with the numbers, where people are going, how long they are spending, where and why they’re exiting.

You’ve may have had complaints about the look and feel of the website. Or how users have difficulty using some aspect of the site, possibly the navigation or the CMS or e-commerce section. You know there are problems, but it feels like a big task to address them – energy and budget-wise.

Professional, experienced, high quality, and reasonably priced web advice isn’t as easy to come by as many “experts” say. It does exist, though.

For the sake of pleasing your visitors, meeting your goals (and putting your mind at ease), contact me and solve your web problems.

by Ginger • Comments (0)

Posted in Services

Opportunity Knocks Louder in 2010?

January 26th, 2010

A colleague passed on the article Donna A. Reed wrote for CM Crossroads, 2010 Trends in Project Management. Some of the trends like ” Enterprises continue to look for Efficiencies in Process & Technology”, “Agile and Lean Processes are overtaking Waterfall” and ” Social Media will become a Norm” are predictable. There are three, however, that were of particular interest to me since they reflect my thinking and business.

I know many freelance designers, developers and writers, but few (aside from myself) who specialize as Contract Project Managers or Web Consultants. So few, that when I tell people what I do (even in the web development industry) they seem confused and even downright doubtful that this could be a viable freelance career.

Some have a hard time separating the role from the idea that a Project Manager can just be “a manager of projects”. A Project Manager doesn’t have to be a manager of people or responsible for the stewardship or direction of the enterprise. The role does require a high level of experience, skill and leadership ability, so I understand why it might be difficult to imagine that project management can be outsourced.

I see contract project management, strategy and other consulting for the web as reasonable business offerings (or I wouldn’t be doing it!). Donna’s article supports the choice I’ve made in deciding to go out on my own. Possibly, it also clarifies why hiring someone like me vs. hiring staff to manage web projects is a smart business decision.

The trend of “PM’s becoming Independent Consultants” explains that due to the economy, fewer projects were initiated in 2009. No projects equals no PM jobs. With the recovery of the economy in 2010, companies will be interested in hiring Independent Consultants for specific projects and time periods.

Donna discusses how it is a benefit to the company to establish a trust relationship with contractors who can be repeatedly called on “get the job done”. Once the relationship is solid, it benefits the company to bring in contractors who understand the company’s environment, culture and processes.

Another trend, “Virtual & Independent Teams will be more Prevalent” discusses the efficiency for companies to leverage skills needed for projects where skills reside. Independent Teams can be assembled from employees, contractors, and consultants for a specific project and only that project. Donna notes that virtual teams have their challenges, but PM’s with “soft skills” such as exceptional interpersonal skills, strong leadership abilities and the ability to communicate well are suited to these types of projects.

“PM & BA Roles Converging” is an expected trend that I’ve been thinking about for a while. In my work experience, PM and BA roles have always converged under the PM title. This may have been because no one knew any different or because hiring one person to do the job of two keeps employee costs down. The article discusses how as the PM becomes more of a Product Owner owning the definition and delivery of the solution, there is a blurring of the PM and BA roles.

In my view, if you have both a PM and a BA working on the project there may be cross-over between the roles. If that is the case, areas of responsibility should be clearly defined for maximum efficiency and minimal confusion. The article also mentions that PMs will be in greater demand when they understand the business, are the liaison between the customer/business and the development team, and lead the project team from concept/initiation to launch/close. As a PM, without the benefit of a BA on any of the teams I worked with, it was natural for me to take on these responsibilities. It was also expected of me by my employers.

(The exception was working as a Project Manager with online course development at a university. In that case, Instructional Designers could be considered Business Analysts. There were frequently questions about the definition of Project Manager vs. Project Leader (Instructional Designer). It was an interesting problem, but that is another story for another time.)

by Ginger • Comments (0)

Posted in Entrepreneurship • Reflection • Services