Get a hold on creep

Dear jay,

One of my clients is driving me nuts by continually asking for changes or alterations to her jobs. She doesn’t seem to comprehend that these modifications take time and are beyond the original brief. Worst of all, she thinks that she shouldn’t be charged extra. Help!

We refer to this issue as ’scope creep’ and the key to handling creep starts with a good upfront and dynamic documentation, and continues by managing the project efficiently and effectively. As the project manager, you have to lead your client through your process, eliciting their commitment at each stage.

Not being an advocate of the “scope creep is absolutely unacceptable” paradigm, I hold the view that scope creep should be expected and processes put in place to handle it. Of course, it is wonderful when a project goes exactly as planned but the larger the project, the more likely you will have to deal with creep even if in only a minor capacity.

Detailed Design Brief

A design brief from your client is vital. If they do not have one, then include the production of one as the first step in your proposal. Getting your client’s views in writing documents their expectations and direction; A valuable tool when the project looks like going off the rails. Check out our Proposal and Creative Brief Resources for further reading, including Stacy King’s Using the Creative Brief at HowDesign.com.

Detailed Proposal

We will save putting together a brilliant proposal for a later time but you can get started with Crafting the perfect proposal by Neil Tortorella over at Creative Latitude and Roger C. Parker’s Write better proposals.

A detailed proposal tells the client exactly what they are getting for their money. It will include your process where you give a clear plan for each phase or major milestone (and minor if necessary), listing for each:

• client input expected including assets and decisions,
• the scope to be covered in detail,
• what is not included, if known,
• the time required,
• the deliverables, and
• the payment required.

As an example, you may need content in electronic format but not included data entry and/or proofreading in your budget. The detailed scope may include the X number of scans and images and Y number of pages.

Out of Scope Process

Include your process for handling out of scope requests, but be prepared to make compromises. An arrangement that suits both you and your client is more likely to be adhered to when it comes to the crunch. Requests for major changes, for example, may mean a halt to the current project while a new proposal is prepared, or they could be assigned to a follow up project.

Inexperienced clients often are unaware of the consequences of what they perceive to be a ‘minor’ change. By discussing this prospect upfront, they have the background to accept your assessment later in the project and can then decide whether to go ahead, defer or cancel the request.

A Change Order should be among your collection of documents and used for every change request whether major or minor. Get it signed by the client! Documenting changes not only saves invoice disputes but also allows you to build a record for future estimating.

Give the consequences of delays in time and cost, clearly and precisely. This especially important, if delays will affect other projects on your schedule. If necessary, you could include a statement to the effect that nonadherance to the timetable will result in the project being downgraded in priority or put on hold.

Make sure you highlight your ‘out of scope’ rate(s) and how it will be applied. Include examples: extra image scans may be a set cost, while extra pages may be charged by the time necessary to produce them.

Project Management

Document each task, how long each takes, where problems arise and how they were resolved. Even though the client is unlikely to see this accumulation, it is an invaluable assistant to fine tuning future proposals and anticipating possible problem areas.

As each phase is completed get the client’s signoff; Include the agreed scope as well as any extra tasks involved listing the relevant Change Orders. Invoice the cost of the changes straight away along with the progressive payment for the next phase. You do get progressive payments, don’t you? Again, include the Change Order numbers or other identification on the invoice, so there is no confusion in your client’s finance department.

Busy clients may forget that a change requested during Phase 1, resulted in an extra charge in Phase 3, so review the next phases to ensure the consequences of any past changes have been recorded and give the client an updated phase plan, if necessary.

Good documentation can help solve client problems. You project a professional image and it gives you the basis to communicate your policies and procedures to your client. A frank discussion is all that is needed to get the money into your bank.

Good luck!

Until the next
Ask jay

You too can Ask jay!

So, you’ve had a momentary lapse of reason and decided to forgo the regular paycheck in favor of starting your own business. Welcome to the club. Being in business for yourself can be a WILD ride, so fasten those seat belts.

BoDo is here to (hopefully) make that ride a little smoother. We’ve all had our triumphs as well as tribulations. We plan on sharing all the ins and outs. The ups and downs. As well as the in betweens.

Quoting Creative Coach and visiting author Mark McGuinness from Wishful Thinking

To run a successful design business you need to be more than a great designer. You need to be an accountant, manager, negotiator, salesperson, marketer, presenter, networker, copywriter, debt collector, strategist, intellectual property developer and more. You need to be comfortable dealing with people, money, technology and sometimes even the law.

Take advantage of programmes on offer to help you develop these skills. Make use of resources like BoDo where you can learn from others’ expertise and experience. Read books, ask questions - do whatever it takes. Commit to learning these business skills - they are tools for turning your creative talent into creative success.

In our first series, BoDo Niblets: Starting Out and Setting Up, we will cover the bare basics. The series will be just a nibble, an intro, a bite of what BoDo will bring. Later posts will go into more detail on the running a successful design business.

We’ll also be introducing team members, visiting authors (like Mark), and a few odd friends who’ll stop by on occasion.

Below is the outline of the series. For each subject there will be joining posts, BoDo Experience. It’s where a few of us dig back into our start-up days.

Are You Ready?

Do you have enough experience (both with design and running a small business) to start your own design company?

Taking it Personally

Are you an independent self-starter, disciplined loner, superb marketeer, multi-tasking monk? Or do you feel more comfortable working mainly in-house, surrounded by living, breathing flesh?

Clients, Oh My!

How many clients do you need to get started?

Where’s the Money, Honey?

How much ready cash does it take to leap?

Location, Location, Location

Decisions, decisions … Will you rent office space, or work out of the home? Will you work on-site or via the Internet?

How Equipped Are You?

Can you start with the bare basics, or do you need the bells and whistles?

Who’s (ac)Counting now?

You’ve got the clients. You’ve got the projects. What kind of invoicing will you need?

A Recap of the Starting Out and Setting Up series

So, how’d we do?

Thanks for stopping by,
The BoDo Team
cat - nt - jay