Quite simply, clients count on quality

Quality is one of those things a business needs to get right early and quickly. Quality of service is not optional, nor is it interchangeable (or to be confused) with something else, like quantity. So would you impose a statute of limitations on the quality of the service you provide? No, you wouldn’t. And neither would I.

Of course, it wouldn’t do for everyone to be the same. At least that’s what my mother used to tell me. But then my mother didn’t run a business. As sage and sound as her advice often was, some things are an immutable prerequisite, like quality.

OK, let’s talk specifics — specifically, where a statute of limitations exists as a legitimate cut-off point for quality. Here I’m thinking of a time-limited warranty, like you get with physical goods, such as home electronics, food and vehicles.

In this kind of situation, you expect the guarantee of quality to fade over time, as the physical product ages, and is exposed to real world knocks, scuffs, tumbles and inexorable decay.

So that’s the physical time-limited quality issue out of the way. I’m sure we all agree on the legitimacy of warranties, yes? Now, I had an unusual conversation yesterday, one that forced me to think of the obvious in a way that, at least for me, is a constant I wouldn’t dream of tinkering with.

There’s no statute of limitations on quality

I was asked if, say, six weeks was a reasonable period of time, after which a client could no longer legitimately request fixes to software that myself, for example, had developed for them. As you can imagine, that threw me.

There were technical issues here — which I suppose we could consider as clauses — that needed addressing, as they were key players. Ultimately, they amount to an exercise in finger pointing, if I must be lazy about this. My reply was:

“If there’s a bug in your code and it’s your fault, don’t expect a client to observe a statute of limitations — they want a fix!”

And that’s only fair, and that’s where the technical clauses emerged — who made the most recent changes, to which files and when. However:

“If the client made any changes in or around the area of the fault, I’d make them aware of their liability.”

Which essentially highlights to the client the possibility that they will have to pay for those “fixes”, should any be required.

Now, don’t get me wrong, I’m not laying any blame on the person who asked me this question. After all, each industry has its own customs and practices. To me though, common sense wins out every time, and customs and practices be damned.

So I guess what I’m saying is, software doesn’t come with a warranty, and don’t expect a client to think otherwise.


How best to deal with the needs of leads

So you got a lead. Good for you! Warming that lead up is crucial. Fudging the numbers, or scaring them with big ideas can just leave them feeling cold. So what do you do? Scale those big ideas into bite-sized chunks and think long-term.

I’ve been thinking about project management a lot recently (and doing a lot of project management, also), which you’ll probably have detected as you’ve skimmed through the headlines to my earlier articles. In some ways, this article is a continuation of the last, which you may want to read, to give you some background.

Be the voice of trust

As with almost every facet of business, trust is a mandatory quality and not some interchangeable attribute you can substitute, by being cheap or quick. So when someone comes to you for your services, it’s as much about people management as planning and pricing — people won’t buy from you until they’ve bought into you.

Being eager is great, but there’s always the danger you’re coming across too strong and a little too eager, bordering on insincere. After all, we’ve all witnessed the say-yes-to-anything sales man and woman at work, and clearly the experienced amongst us have these encounters drifting forward from the back of our minds.

And here’s where I go slightly off at a tangent, but it’ll all make sense, trust me. And I begin with a confession — I don’t pitch for work.

Octane doesn’t do the pitch thing!

The problem with pitching for work is that you’re sort of relying on one thing while skipping several others. In the first instance, you’re assuming the brief you’ve been giving is worth the pixels or paper it’s written on. And then latterly, you’re skipping the all-important initial meeting where you initiate a Q&A, to disentangle need from want.

So when that brief arrives, I’m usually to be found shaking my head, wondering just what the hell I’m supposed to make of the whole thing. Worst thing is, the emphasis is nearly always on cost, in that they equate cheap to be synonymous with being good. Well, we all know where that road leads to.

I’m guessing that, by now, you see where I’m going with this, right? Ask the right questions, and keep asking the right questions. If required, and as I’ve said before, don’t be afraid to ask the obvious questions.

What I’m really getting at is, I either do things right and in their correct order, or I just don’t want to do them at all. And since I’m eleven years into the big game, I have the option of indulging in that particular luxury of choice.

Project priorities

Certainly from my point of view, the various requests and briefs I receive are either a cursory examination of needs, or technically incomplete, which is to be expected as their authors are unlikely to as technically competent and literate as I am. Either way, none of this is a problem for me. But, it’s at this stage that the problems can surface.

Curb your enthusiasm

“Yeah, I can do that.” being the reaction of many, upon reading through a brief. “This is easy.” they add, enthusiastically, quickly diving into a lengthy and detailed document of how they’re going to transform the humble and basic needs of the prospective client into some all-singing, all-dancing cavalcade of features and bells and whistles.

Overload. That is the word most appropriate and often to be found on the lips and in the minds of the recipients this tome of a document sent back in reply to the author of the brief. Overwhelming. That’s another word, very similar to the first.

Needed now, Next time, Nice to have

Being objective is something that cannot be emphasized enough. What the prospective client may think is vitally important may well be of secondary or tertiary importance. So prioritizing those requirements is essential a function as just about anything else. In fact, getting things in the wrong order could be a project-ending event.

What I do is take those needs, break them down into what I see as their right order and then sort them again, this time by, well time. You see, any good project has a deadline. And since time is the final arbiter of all things, good or bad, by shuffling those needs around, based on which are Needed now, we can then sort the rest into those that are required Next time around, with the remainder being the ones that would be Nice to have at some later date.

Once you start thinking and then acting this way, everything then sort of looks better. Modular. Now there’s a good word, and appropriate, too.

Cooking up a feast of features

You’ve taken the needs of the prospective client and chopped, hacked, sliced and diced them into bite-sized chunks that are much more digestible by all, delivered to them in an appetizing assortment of textual delights!

OK, enough with the food theme, you get the idea. The point is, you’ve given dates their requirements by which you’ll deliver demonstrable evidence of your good work, packaging your ideas with their own, adding a quality of depth to a project, that allows them to structure their time and budgets accordingly. Keep in mind, the author of the brief might not be decision maker, so your reply may well be a sales letter to their immediate superior.

Packaging your project estimates

We’ve covered a lot of ground, here. So I think this calls for a break-down.

  1. Think strategically, and long term.
  2. Keep the technical talk to a minimum, or at least keep it simple.
  3. Since this is a lead, you’re still very much selling your self and your services, so write accordingly.
  4. Break everything down by their respective priorities, and sort those requirements into Needed now, Next time, Nice to have.
  5. And finally, since there’s no small measure of consultancy being thrown into this, fold those activities into your estimates.

So there you go, a neat list of suggestions, to keep you on your toes and help warm up that lead. Of course, these things are dynamic, but I’m sure you’ll not go too far wrong if you keep these suggestions in mind or at least at hand.


11 steps to building the perfect project

While we’re always eager to strike new ground and get working as quickly as possible, planning is the be-all and end-all of the success of any project. As the saying goes — fail to plan and plan to fail.

I’ve seen eagerness get the better of judgement. I’ve seen people lunge straight into the work side of things and be content to worry about the details afterwards. I’m not one of those people.

The best laid plans…

A few years ago, I took a former client to County Court because they were simply unprepared to let me plan a project they way I’d recommended from the very beginning. And then when things went wrong, the client simply would not accept responsibility for their own failure and refused to pay.

Now, taking my own advice, I chose to invoice the client in stages, mitigating the losses I suffered. However, because of their incessant adding of new bells and whistles, the latter stage of this failed project ballooned and the whole thing simple couldn’t be maintained.

Building the right foundations

So what’s the solution? As usual, the solution is best served when we first describe the problem in simple terms. During the County Court proceedings, I needed to make the case against the client as simple, clear and unambiguous as possible. And I did that by way of an extremely simple analogy.

Imagine you’ve been contracted to build a house; a small abode, not too dissimilar to a bungalow. You dutifully ask the client all the right questions, to which you receive clear answers and the work commences with you laying the foundations for the house.

But then the client realizes the true value of the land and changes their mind — now they want a twelve story apartment block. But they also want all of this work doing for much the same price you originally agreed to for the bungalow. And worse still, on the same plot of land on top of the same foundations.

That was my predicament described in painful detail. Sat across from me in the County Court room, the now former client squirmed with growing discomfort while his colleague looked away impassively and shame faced.

Yes, I won the case, but I’d rather not have been there in the first place. As clearly as I’d explained to the client these issues from the very outset, they were unprepared to heed my articulate protestations concerning the perils we were destined to endure, as we would eventually face each other down across a very solid wooden table in some anonymous County Court room somewhere in Yorkshire.

So again, what’s the solution? There’s no way of over stating how important trust is in all of this. And trust is a two-way street. Also, trust your instincts. I didn’t. Why? Because while I was prepared to plan ahead, I was the eager fool. So matters weren’t helped by the fact that I was being lied to by the client, which my instincts had informed me of, but I continued working with the client regardless.

Trust isn’t absolutely essential, so long as both parties adhere to what’s been agreed. Yes, that’s some kind of trust, but not the right kind. As we all know, trust is a hard-earned quality of any relationship, and for some, it’s simply not a given they can be trusted.

Laying the foundations of a successful project

Sadly, there’s no magic trick to managing client expectations. But there are a number of things you can do help insulate yourself from the death of a project, or to work towards keeping a project alive when circumstances are at odds with you and your carefully laid plans:

  1. Once the client is happy with using your services, reply to them either by post or email with a confirmation of the brief (or at least what you both agreed on), with a copy of your terms & conditions, and ask them to reply to this correspondence, which will be your proof of receipt and a tacit acceptance of your terms & conditions. And in a court of law, this acknowledgement is as good as a binding agreement between yourself and the client.
  2. In addition to agreeing on what your activities will be, the client has commitments, too — enshrine their commitments in the brief, also.
  3. Once they have agreed on their commitments, don’t be afraid to chase the client down when they’re being tardy. Yes, this can be an annoyance for them, but it’s preferable to seeing the project languish, stall or possibly even fail.
  4. Be thorough, objective and assume nothing — don’t be afraid to ask the obvious, as you’d be surprised just how many times the stark staring obvious gets over-looked!
  5. On the subject of being thorough, keep complete and precise notes of everything, and I mean everything — every form of correspondence, every conversation and every decision or moment of indecision. What you know is vital, and can serve as an audit trail, should things go wrong. Also, in keeping such detailed records, you increase your value to the client, as they may then rely on your for such things.
  6. Know who all of the stakeholders are in a project, and know what their roles are. As much as you can, limit the number of stakeholders who are charged with defining your work schedule. You do not want to commit to work that you may not be paid for.
  7. More importantly, don’t be afraid to say “no”. Seriously, Saying “yes” is often synonymous with “I don’t know, but I’ll try”, and that’s as good as a lie.
  8. Break the project into deliverable and demonstrable stages, invoicing at each stage.
  9. If you foresee problems, explain them to the client as clearly and as early as possible.
  10. Don’t allow yourself to be railroaded into doing something you know is either illegal or not in the best interests of the project.
  11. If the client begins to make additions and / or amendments to the project, assess their potential for disruption and be prepared to move them to the end of whatever stage you’re working on, or even the end of the project. While the client may have you believe those additions and / or amendments are vital, be thorough, objective and assume nothing — and stick to the plan.

Sometimes, the needs of the project are far greater than the wants of the client. Articulating that to a client takes a deft touch that not all can summon up the words for. So clearly, perils remain.

That aside, armed as you now are with various ways of staving off project failure, the only thing you may lack is the guile, the gumption and the sheer guts to ask those obvious questions and to say “no” where and when appropriate.

Beyond that, you should now have the right idea about how to manage a project and all of its attendant delicacies and details. So good luck!

Do you have your own project tips, tricks and things to avoid? If so, why not share them in a comment.


Q: customer acquisition versus customer retention?

As any business owner will tell you, usually through allegory, analogy or cliche, running a business is a balancing act, like spinning plates. And they’re not wrong! You’re either generating leads or doing the work. And of the latter, which is the most important — customer acquisition or customer retention.

Personally, I don’t think it’s as simple as “or” but actually “versus”, because for the most part, they conflict with and exclude each other.

It’s a contentious subject, and it’s a subject I’ve been aware of more subconsciously than anything else. And thanks to an article on the Marketing Donut asking where the priority lies in customer acquisition or customer retention, I had a mind to comment:

“If you’re a small business just starting out, many will have no clients, or perhaps only a small selection, so their efforts absolutely must fall into the pursuit of new customers.

For the established businesses like Octane, new clients can be a diversion from the main focus, which is that of servicing the loyal band of clients I’ve had, in some cases, for over ten years.

For the very large businesses — and here I’m thinking of telecommunications and utilities giants — customer loyalty is almost an anathema; they simply cannot afford to dedicate time and resources to consumers or small businesses.

I never set out with the intention of being a big business, or of being a business that deals with big companies, because I know first hand where that can lead. And in the end, you’re not living a lifestyle, but chasing money, and that’s not for me.”

Just to clarify that last paragraph, while I don’t exclude large businesses as clients, I have to be wary of engaging with them, given my size relative to theirs. Also, when you deal with large businesses, you’re often not dealing with the decision makers, and that for me is almost a total waste of my time.

Why? Because for the most part, I need a very direct dialogue with the people I’m dealing with, something that not all appreciate or welcome. And then there are the questions I ask which are either outside the remit of or not immediately answerable by the people I may be dealing with.

Right now, entering into 2011, my priorities are firmly with three clients, all of which have invested heavily with Octane in so far as the projects I’m working on at the moment.

So when new work comes along, the conversion I have will be an honest one — I’ve prioritised my loyalty to those clients who’ve been loyal to me.


Managing and making the most of your software

Let’s face it, our businesses probably wouldn’t function without a computer or two, yet we do things every day that leave us vulnerable should things go wrong. So let’s assume your software is broken, or you can’t do something and you need help — well here’s how to make the most of your software and solve those problems.

Finding the right software resources

First up, I’m not going to explain how to use this or that piece of software. What I am going to do is explain how to ask the right question to the right people in the right places.

Bookmarks and Favourites

So you’ve bought some new software. Good for you! Now go to the website of the company you just bought it from and bookmark their:

  • home page for your country;
  • their blog, perhaps subscribing to their feed;
  • their support section, and;
  • their support forums.

I’m using Apple’s Safari as my main web browser to manage all of my bookmarks, which I’ve organized into folders. I use Safari because I can synchronize all of my important data with my iPhone, so I’m always connected.

Important data — that’d be like passwords, right? Here’s my 7 security tips for your computer and the web.

So instead of groping around, wondering what the hell to do, you have instant access to the web resources you’re going to need to solve those problems.

All good software vendors will be as connected as possible, not just hiding behind a premium rate telephone number, or some Byzantine and labyrinth-like support structure, to wear you out before you’ve found the help you need. And those vendors that are really connected will be socially networked…

Twitter and Facebook

While hooking up with your software vendors via a social network might not smack of support, it is in so far as paying attention to their messages, which are often hints, tips and notifications of security patches and upgrades. Also, with Twitter, you get to message them directly and stand a good chance of getting a reply to your question.

If they have a Page on Facebook, then you’ll see much the same as you will on Twitter, but more in depth, with comments from other users and what their thoughts are.

Sometimes, you might get more help from the user comments than from the vendor themselves; especially if you’re considering an upgrade but it turns out to be problematic for some.

Why not read my beginner’s guide to social networking?

When software goes wrong

First of all, don’t panic! Write down your problem, try to re-create that problem and then make some notes. Sometimes, major problems can result in a loss of data, so get into the habit of saving; make that thumb and forefinger save shortcut an instinctive reflex!

Urgent problems

Once you’ve got your notes, write them out as a series of 1, 2, 3 style steps, explaining what you did, right up to (and perhaps beyond) the problem you encountered.

Next, go to the support section for the vendor of the software and look for a support contact form, where you get to add your details and your notes. This is urgent, so follow up with a call.

Why bother with the support contact form if this is urgent? Because this will be the basis of your support query, which they will then work from. Also, this offers you some redress, should they have problems dealing with your support query.

The next steps are crucial, because we can’t assume you’re dealing with the right people first off. Most support calls will lead you to the front line of support, often called level one, which are people who’re often reading from scripts and might not be technically familiar with the software. If you know you have a genuine problem and it is urgent, ask to speak to someone senior to them.

Next, make more notes! Seriously, take names, mark down the time and make complete notes of what they’re telling you. Because if things go wrong here, you’re going to need those notes.

I can’t tell you how many times I’ve experienced problems with support personnel and used my notes because they simply haven’t even bothered following their own support tickets, or even making any support tickets in the first place.

Dazed and confused?

Well, you may be as well posting your problem into their support forums, for other users to help you with. In most cases, you’ll need to create an account before you can post (unless you’ve not already done so as part of the registration / sign-up process), but it’ll be worth the effort, believe me.

Some of the people you’ll meet on their are as or more knowledgeable about the software than the people who wrote it. Also, the people who maintain the forums — the moderators — will often assist, too. These people are the ones you’re really going to benefit from most.

But, before you post anything, use their search engine first, to see if anyone else as had the same problem as you. Sometimes, you’ll find a whole stream of similar problems, with solutions already provided.

Sometimes, their search tool isn’t the best, so what do you do? Why, use Google, of course! Google is often much better at finding things on forums than the forums themselves.

Software Q&A

So your problem is small, mildly annoying, but otherwise not a show stopper. Try messaging them on Twitter to get an answer. Or, you can just Tweet a message with their @name in it, to get their attention.

Some people confuse being rude with asking for support, by posting borderline abusive messages with their @name in them, for effect more than anything else. I suppose it goes without saying that you shouldn’t do this!

And finally…

Aside from the vendors themselves, there are plenty of unofficial resources out there, many of which are well maintained and very, very popular. Mostly run by fans, these places can be abuzz with tips, tricks and solutions. So be on the look out!

If you can’t explain what happened, don’t expect much more than a fake frown and a shrug of the shoulders from the support people. So there are no software tricks and keyboard shortcuts when it comes to getting the help you need — you have to be calm, methodical and have the right resources just a few clicks away.