When I first started (back in ’97) the Web sites I was turning out were 5 – 10 static pages. Because of these sites’ simplicity, clients knew exactly what they were getting.
Now, as we’re developing sites that are interactive, include backend programming and use dynamically-created pages, that’s not always the case. More often, especially with complex jobs that may take months to complete, I might hear things like, "oh, I didn’t realize it was going to work that way," or "I assumed this would work like it does at Amazon.com."
I’m not putting the blame on my clients. They’re honest people and this isn’t their area of expertise. I’m blaming myself. After all, I’m the "expert" here. If there’s a miscommunication it probably could have been avoided through more clarity on my part or managing expectations better. [Please note: I have a robust sense of guilt/responsibility that drives almost every decision in my life. Very healthy, I know.]
Often I’ll go back and look at the work agreement and although it’s the same language we’ve used all along, I can see where they’re coming from. We usually try and find some middle ground at that point.
However, this costs us extra time/money that we weren’t planning on. In addition, the client is frustrated because now the job isn’t exactly what they expected, or it’s now going to take an extra week or two to complete, or the budget just went up.
So much of this job, and most jobs, is about managing expectations. I often say that if you promise a client a Web site in 5 weeks and it takes 6 you’re a goat; tell them it takes 7 weeks and deliver it in 6 and you’re their hero.
This isn’t unique to flyte or our industry; I always try and understand my client’s perspective by reversing our positions and imagining we’re talking about my car…a subject I know nothing about. If I bring my car in for repairs and the mechanic discovers $500 in additional problems while he/she’s under the hood I’m pissed. I am completely at their mercy. I try and keep this feeling of frustration fresh in my mind when I’m "behind the counter."
Our clients, for the most part, don’t understand what’s going on "under the hood." Nor should they. We need to reduce the chance of surprises and manage their expectations for what’s possible given the scope of the project. In addition, we need them to feel that they got more than their money’s worth when they leave the station.
OK; so that’s the problem. What’s the solution they we have in mind? The answer tomorrow…
A while back, in April of 2003, I wrote a newsletter called "
Just as a follow up to my Email Marketing Seminar earlier this week…
Today, 
