There are many twists and turns in the road after you've signed a new client. Setting and managing their expectations, resourcing a team, collaborating, designing, building, managing, through to going live with your digital initiatives. Do you find yourself reinventing everything every single time? Are you more reactive than proactive? It's important to make the road as straight as possible, every time.

1. Digital Business Overview Chris Kedwell 1

2. The Lowdown Organization Structure and Roles Making Sure Projects are Profitable Continuous Improvement Tools 2

3. Organization Structure and Roles 3

4. The Disciplines Business Development Account Management Project Management Measurement Usability Strategy Design Technology User Experience SEO Information Architecture Quality Assurance Operations 4

5. Structure and Roles 5 Client Services Bus Dev Sales and Marketing – Developing pipeline and new relationships. Account Mgmt Manage client relationships, up-sell, client escalation point for projects. Project Mgmt Plan, define scope, manage projects, manage project profitability, manage risks. Strategy Work with client to define the overarching objectives for their digital initiatives.

6. Creative Structure and Roles 6 Design Design the digital interface and all associated components. User Experience Design the flow of the User Experience so that the site works from a user perspective. IA Document the Information Architecture and map functionality to the design.

7. Technology Front-End Tech Back-End Tech Structure and Roles 7 Implement interface functionality and integrate with back-end applications. Develop required back-end functionality, database interaction, systems integration etc.

8. Structure and Roles 8 Optimization Usability Ensure that interfaces are usable, Holding focus groups as required to prove it. Measure- ment Analyze the performance of sites to make sure they meet the objectives defined by strategy. SEO Optimize the sites from a performance and search engine perspective.

9. Operations Structure and Roles 9 Resource Mgmt Assign the appropriate resources to projects at the right time. Office Mgmt Make sure that the office environment is conducive to work. IT Make sure the appropriate IT resources are in place at the right time. Finance Manage billing, cash flow, AR/AP, ensuring that the business is viable.

10. Quality Assurance Structure and Roles 10 QA Ensure that the quality of the output from the group is at the required standard.

11. Managing Projects Profitably 11

12. Is the work worth doing? Decide on: Minimum acceptable project budget Minimum acceptable Gross Margin (GM) Minimum acceptable Rate Per Hour (RPH) Average Cost Per Role Per Hour (CPH) Target Staff Utilization and Billability % Maximum acceptable project risk score Who decides! Examine project risk and financials Make an informed decision! 12

13. Set the type of relationship In order of preference: Retainer Time & Materials Fixed Price Fixed Price usually wins out Never do T&M with a cap as you will lose money! 13

14. Set things up properly Services Agreement Statement of Work Make sure scope is ultra-clear! Don’t start work until the client signs, despite the pressure. Train your clients – they are not project managers. Get client milestones/deliverables agreed and make them understand the impact of missing them. Get the client to understand the impact of scope changes! 14

15. Estimation Break down the project into its components Discipline Leads estimate Challenge them! Get them to think harder! Add 20% QA to all development time Add 30% Project Management to all time Add 20% contingency to all time Don’t negotiate yourself down – manage scope instead! Measure, refine, LEARN! 15

16. Keeping the project under control Plan well and re-plan as necessary Create a Risk Register Resource project appropriately Get everyone to relentlessly record their time Monitor the GM Monitor the RPH Monitor Staff Utilization % Manage the client tightly – if their deliverables slip, extend the deadline or get more money Keep a iron hand on scope creep Manage risks and issues 16

17. Keeping the business profitable Measure the Gross Margin of the department Manage resources relentlessly – Maximize Utilization and Billability Use contractors appropriately, and at the right cost level Outsource what is not core at FIXED PRICE Offshore work if possible Re-evaluate the GM if scope or staffing changes Make Project Management part of the DNA 17

18. Continuous Improvement 18

19. Measure, review, improve Project debrief, review, learning Analyze estimation versus actual Analyze GM - cost budget versus actual Analyze staff performance Risk and issue review MAKE SURE LEARNINGS ARE APPLIED AND NOT LOST!!! 19

20. Tools GM Worksheet Risk Assessment Worksheet Resource Management Worksheet Risk Register Revenue Projection Worksheet Timesheet System Issue Tracking System Project Management Tool 20

21. Thank You Questions? 21 Chris Kedwell Managing Director Arachne chris.kedwell@arachne.ca +1 416 726 3386 Twitter: ckedwell www.arachne.ca