Better Working Practises - Design Studio
Discussion
Hi PH,
I have been meaning to post for a short while now and have finally gathered my thoughts and a list of questions for all of those whom are in the design/creative industry (as I know a few of you are). However the questions below aren't necessarily specific to the design industry.
In short, over the last 3-4 years the business has steadily grown from a one man band to a small team of 6, made up of a mix of graphic designers and web developers. During this time we’ve re-branded, moved into our own purpose built premises (barn conversion) and all in all we have a lot to be proud of in what we’ve achieved. Foundations are in place to really kick on and take ourselves to the next level, not only in terms of clientele but also to standardise far better practices within the office when it comes to the day to day running of things.
I should also note that I am fully aware of the potentially naïve tone in which some questions may come across. We are effectively learning on the fly when it comes to the more business orientated tasks involved with the running of things so if you can please see past my apparent idiocy that would be great!
These two questions kind of go hand in hand. When working on a project we often have an issue of project closure. This is most commonly because we find ourselves awaiting feedback and/or project content for a website for example. How do you best push a client over the line?
We have in place a few basic terms and conditions which are included within our quotes to state that unless projects are completed within a set timeframe following a set milestone that we are entitled to bill for the final outstanding balance on a project. We added this in the hope that it would kick clients in to touch and assist with completing any necessary tasks they may have to do for us to aid a projects progress knowing that a bill would be heading their way.
As with all industries, some clients are better than others, but it is an issue and can have a negative impact when trying to schedule projects when some are incomplete and feedback/information could arrive at any time. How do you tackle any such issue?
With web based projects, typically the build of the site takes longer than the design. Because of this we often have a slightly uneven work flow when design work is handed over for development. Depending on the circumstances we can find that a web design is sat on shelf waiting to be built whilst another site is in its development. Because of this any such handover period can create a pause in the project. Ultimately a larger team would amend this issue but with that currently not a viable option I just wondered if you have some good habits to help streamline this sort of issue?
With expanding the team, as and when is necessary to do so, have you looked beyond the initial skill base of design and development and sought out different skill sets? How integral is/has a specified project or account manager been to you? Do you employ anyone on a more secretarial basis?
In addition to the required service skills of design and development – who is key to your studios continued success?
When it comes to quoting or tendering for projects, without wanting to sound too intrusive, how do you request payment?
Do you ask for a deposit followed by a final balance bill or do you work off any sort of monthly/annual retainer or subscription?
Having learnt the hard way, as touched upon with regards to pushing clients over the finishing line, we have recently introduced a 4 milestone system to break a project in to quarters in both its progress and payment structure. Milestone 1 is effectively a deposit and then after certain project milestones, 3 other payments are requested throughout the course of the project.
This has helped maintain cash flow for us rather than having to await balloon payments for any problematic clients. I am curious if any of you utilise a similar system or if you manage things differently/better perhaps?
Again, with quoting/tendering what sort of Service Level Agreement (SLA), if any, do you have in place and what sort of things does your SLA cover?
We’ve not yet got one in place but were recently invited to tender for a project that requested one. That particular brief highlighted a couple of other issues that we need to enforce and ultimately prompted this thought process on how to improve a few things here.
In addition to an SLA, what sort of cancellation policy do you have in place so to protect yourself if and when necessary?
Following on from the above, how do you price up a project? Again, I don’t wish to be too intrusive or have this information plastered all over Piston Heads with this and am just looking at some general guidance.
We tend to work on labour costs with a little cream on top of that. So we have some basic hourly, daily and weekly rates, from those we estimate what work is involved and quote from that.
I am well aware that ideally the works value to the client should be considered but with the mixed nature of our clients, we’ve found that time = money has been the fairest and most consistent way to cost things. If done differently, I am intrigued to hear how you may quantify the value of a new company logo for example or a promotional website?
Lastly (thank god I hear you sigh), how did you manage to get yourself in the mix with a higher tier of clientele?
We work predominantly with small to medium sized businesses, from which there is a mix of start-ups and already established. This is of course no bad thing and its great having the variation of clients. From which though there is of course a mix of budgets to adhere to. Having just touched on project pricing, we have managed to break away from those wanting to pay with a handshake, pat on the back and crate of beer but are still not quite at the stage to turn away those with slightly unfavourable budgets.
Ultimately, like everyone, we want to work a little less and earn a little more. Obviously if it could be as black and white as that it would be great, but what I mean by that is be involved with bigger yet less clients and projects.
To date, pretty much all work has come to us as opposed to us seeking it. This is a good thing as our reputation across the North West is good, but how do you seek or get sought out for those more desirable projects and clientele?
As alluded to, we believe we have done a lot of good things here, but it is the business and project management side of things that we have fumbled our way through and learnt along the journey. As I am sure that you no doubt want to do, we just wish to improve. Any nugget of information that you could potentially throw my way that could aid any improvement would be fantastic.
Cheers,
Lund
I have been meaning to post for a short while now and have finally gathered my thoughts and a list of questions for all of those whom are in the design/creative industry (as I know a few of you are). However the questions below aren't necessarily specific to the design industry.
In short, over the last 3-4 years the business has steadily grown from a one man band to a small team of 6, made up of a mix of graphic designers and web developers. During this time we’ve re-branded, moved into our own purpose built premises (barn conversion) and all in all we have a lot to be proud of in what we’ve achieved. Foundations are in place to really kick on and take ourselves to the next level, not only in terms of clientele but also to standardise far better practices within the office when it comes to the day to day running of things.
I should also note that I am fully aware of the potentially naïve tone in which some questions may come across. We are effectively learning on the fly when it comes to the more business orientated tasks involved with the running of things so if you can please see past my apparent idiocy that would be great!
- How do you manage clients? And get them to do what you need/want?
- How do you timetable your projects across your team?
These two questions kind of go hand in hand. When working on a project we often have an issue of project closure. This is most commonly because we find ourselves awaiting feedback and/or project content for a website for example. How do you best push a client over the line?
We have in place a few basic terms and conditions which are included within our quotes to state that unless projects are completed within a set timeframe following a set milestone that we are entitled to bill for the final outstanding balance on a project. We added this in the hope that it would kick clients in to touch and assist with completing any necessary tasks they may have to do for us to aid a projects progress knowing that a bill would be heading their way.
As with all industries, some clients are better than others, but it is an issue and can have a negative impact when trying to schedule projects when some are incomplete and feedback/information could arrive at any time. How do you tackle any such issue?
With web based projects, typically the build of the site takes longer than the design. Because of this we often have a slightly uneven work flow when design work is handed over for development. Depending on the circumstances we can find that a web design is sat on shelf waiting to be built whilst another site is in its development. Because of this any such handover period can create a pause in the project. Ultimately a larger team would amend this issue but with that currently not a viable option I just wondered if you have some good habits to help streamline this sort of issue?
With expanding the team, as and when is necessary to do so, have you looked beyond the initial skill base of design and development and sought out different skill sets? How integral is/has a specified project or account manager been to you? Do you employ anyone on a more secretarial basis?
In addition to the required service skills of design and development – who is key to your studios continued success?
When it comes to quoting or tendering for projects, without wanting to sound too intrusive, how do you request payment?
Do you ask for a deposit followed by a final balance bill or do you work off any sort of monthly/annual retainer or subscription?
Having learnt the hard way, as touched upon with regards to pushing clients over the finishing line, we have recently introduced a 4 milestone system to break a project in to quarters in both its progress and payment structure. Milestone 1 is effectively a deposit and then after certain project milestones, 3 other payments are requested throughout the course of the project.
This has helped maintain cash flow for us rather than having to await balloon payments for any problematic clients. I am curious if any of you utilise a similar system or if you manage things differently/better perhaps?
Again, with quoting/tendering what sort of Service Level Agreement (SLA), if any, do you have in place and what sort of things does your SLA cover?
We’ve not yet got one in place but were recently invited to tender for a project that requested one. That particular brief highlighted a couple of other issues that we need to enforce and ultimately prompted this thought process on how to improve a few things here.
In addition to an SLA, what sort of cancellation policy do you have in place so to protect yourself if and when necessary?
Following on from the above, how do you price up a project? Again, I don’t wish to be too intrusive or have this information plastered all over Piston Heads with this and am just looking at some general guidance.
We tend to work on labour costs with a little cream on top of that. So we have some basic hourly, daily and weekly rates, from those we estimate what work is involved and quote from that.
I am well aware that ideally the works value to the client should be considered but with the mixed nature of our clients, we’ve found that time = money has been the fairest and most consistent way to cost things. If done differently, I am intrigued to hear how you may quantify the value of a new company logo for example or a promotional website?
Lastly (thank god I hear you sigh), how did you manage to get yourself in the mix with a higher tier of clientele?
We work predominantly with small to medium sized businesses, from which there is a mix of start-ups and already established. This is of course no bad thing and its great having the variation of clients. From which though there is of course a mix of budgets to adhere to. Having just touched on project pricing, we have managed to break away from those wanting to pay with a handshake, pat on the back and crate of beer but are still not quite at the stage to turn away those with slightly unfavourable budgets.
Ultimately, like everyone, we want to work a little less and earn a little more. Obviously if it could be as black and white as that it would be great, but what I mean by that is be involved with bigger yet less clients and projects.
To date, pretty much all work has come to us as opposed to us seeking it. This is a good thing as our reputation across the North West is good, but how do you seek or get sought out for those more desirable projects and clientele?
As alluded to, we believe we have done a lot of good things here, but it is the business and project management side of things that we have fumbled our way through and learnt along the journey. As I am sure that you no doubt want to do, we just wish to improve. Any nugget of information that you could potentially throw my way that could aid any improvement would be fantastic.
Cheers,
Lund
I'd concentrate on doing what you're good at and making good money doing it.
I used to work for a small regional ad agency. It was run by joint MDs, a photographer and a cartoonist - personable people with good sales skills. When the business was small and employed 6-7 people it was fantastically successful, had some big name clients and made loads of profit. So they 'took it to the next level' and bought a big new building and spent loads making it shiny. The MDs started taking big salaries and big pensions and now employed 22 people. And guess what? Suddenly they had too few people making money and too many people costing money. The production side fall apart. In short they didn't know how to run a business that big. The few good people left to start up rival businesses, the rest got made redundant.
Maybe that won't happen to you, but it's a worst case scenario to try to avoid. Big isn't always best, especially when you have only your own skills. Or you could employ a 'business manager' - but they aren't cheap and will come straight out of your profits. Then in desperation you spend your last bucks on a 'new business manager' who says he will perform miracles - and doesn't.
Profit is what counts. The size of the building and the number of staff really doesn't in my book.
I used to work for a small regional ad agency. It was run by joint MDs, a photographer and a cartoonist - personable people with good sales skills. When the business was small and employed 6-7 people it was fantastically successful, had some big name clients and made loads of profit. So they 'took it to the next level' and bought a big new building and spent loads making it shiny. The MDs started taking big salaries and big pensions and now employed 22 people. And guess what? Suddenly they had too few people making money and too many people costing money. The production side fall apart. In short they didn't know how to run a business that big. The few good people left to start up rival businesses, the rest got made redundant.
Maybe that won't happen to you, but it's a worst case scenario to try to avoid. Big isn't always best, especially when you have only your own skills. Or you could employ a 'business manager' - but they aren't cheap and will come straight out of your profits. Then in desperation you spend your last bucks on a 'new business manager' who says he will perform miracles - and doesn't.
Profit is what counts. The size of the building and the number of staff really doesn't in my book.
Lund said:
- How do you manage clients? And get them to do what you need/want?
Lund said:
- How do you timetable your projects across your team?
Lund said:
These two questions kind of go hand in hand. When working on a project we often have an issue of project closure. This is most commonly because we find ourselves awaiting feedback and/or project content for a website for example. How do you best push a client over the line?
We have in place a few basic terms and conditions which are included within our quotes to state that unless projects are completed within a set timeframe following a set milestone that we are entitled to bill for the final outstanding balance on a project. We added this in the hope that it would kick clients in to touch and assist with completing any necessary tasks they may have to do for us to aid a projects progress knowing that a bill would be heading their way.
As with all industries, some clients are better than others, but it is an issue and can have a negative impact when trying to schedule projects when some are incomplete and feedback/information could arrive at any time. How do you tackle any such issue?
Firstly, try and foresee information you need from the client and get it as early on in the project as possible. For the end of a project, you could hand over the project for final sign off/testing and say you'll be invoicing the final payment in 7 days regardless. Or have 30 day payment terms on the last payment and say that those 30 days give your client time to come back to you with any changes or problems. We have in place a few basic terms and conditions which are included within our quotes to state that unless projects are completed within a set timeframe following a set milestone that we are entitled to bill for the final outstanding balance on a project. We added this in the hope that it would kick clients in to touch and assist with completing any necessary tasks they may have to do for us to aid a projects progress knowing that a bill would be heading their way.
As with all industries, some clients are better than others, but it is an issue and can have a negative impact when trying to schedule projects when some are incomplete and feedback/information could arrive at any time. How do you tackle any such issue?
Lund said:
With web based projects, typically the build of the site takes longer than the design. Because of this we often have a slightly uneven work flow when design work is handed over for development. Depending on the circumstances we can find that a web design is sat on shelf waiting to be built whilst another site is in its development. Because of this any such handover period can create a pause in the project. Ultimately a larger team would amend this issue but with that currently not a viable option I just wondered if you have some good habits to help streamline this sort of issue?
Get the hand over written up in a PM application. That way it's not a problem if someone forgets stuff several weeks after finishing their work, or goes sick, or leaves, holiday, etc.Lunch said:
When it comes to quoting or tendering for projects, without wanting to sound too intrusive, how do you request payment?
Do you ask for a deposit followed by a final balance bill or do you work off any sort of monthly/annual retainer or subscription?
Nearly all my clients I've worked with now for several months or years. Due to the trust we have with each other, for small jobs I just bill on completion. Medium sized projects are 50% up front, 50% on completion. Big projects are 1/3rd up front, 1/3rd on design/spec sign off and 1/3rd on project completion. I do work on a retainer with one client, X amount of days up front, unused days can be rolled forward by one month only, billed every month.Do you ask for a deposit followed by a final balance bill or do you work off any sort of monthly/annual retainer or subscription?
Lund said:
Again, with quoting/tendering what sort of Service Level Agreement (SLA), if any, do you have in place and what sort of things does your SLA cover?
On one big project I have a support & maintenance agreement which covers work required to support new devices/browsers and upgrading the app framework/extensions. Any bug fixing work is done for free - unless those bugs appear due to requested further development.Lund said:
In addition to an SLA, what sort of cancellation policy do you have in place so to protect yourself if and when necessary?
Any work up until the point of cancellation needs to be paid for. Any deliverable milestones passed will be handed over upon payment. Again, nearly all of my clients I work with on a long term basis and I've not yet had a project or development phase cancelled.Lund said:
Following on from the above, how do you price up a project? Again, I don’t wish to be too intrusive or have this information plastered all over Piston Heads with this and am just looking at some general guidance.
Unfortunately this is where experience comes in. If the work involves something I've not done before then I'll make a proof of concept or 'walk through' the work to make sure I know where the headaches will be. Then, again from experience, you add a buffer in for 'oh s
ts'.Lund said:
We work predominantly with small to medium sized businesses, from which there is a mix of start-ups and already established. This is of course no bad thing and its great having the variation of clients. From which though there is of course a mix of budgets to adhere to. Having just touched on project pricing, we have managed to break away from those wanting to pay with a handshake, pat on the back and crate of beer but are still not quite at the stage to turn away those with slightly unfavourable budgets.
Ultimately, like everyone, we want to work a little less and earn a little more. Obviously if it could be as black and white as that it would be great, but what I mean by that is be involved with bigger yet less clients and projects.
To date, pretty much all work has come to us as opposed to us seeking it. This is a good thing as our reputation across the North West is good, but how do you seek or get sought out for those more desirable projects and clientele?
Up your day rate then. I've generally found those that want to argue over every pound will be the most problematic clients. Those that are happy to pay what you quote are those clients that understand the value you're creating for them and appreciate the fact that they have to pay for quality. Unless there is a particular client/project you want to win, at which point you can discount your higher day rate and the client feels even more special because you've given them a big discount.Ultimately, like everyone, we want to work a little less and earn a little more. Obviously if it could be as black and white as that it would be great, but what I mean by that is be involved with bigger yet less clients and projects.
To date, pretty much all work has come to us as opposed to us seeking it. This is a good thing as our reputation across the North West is good, but how do you seek or get sought out for those more desirable projects and clientele?
Getting the really juicy projects? I've found that's just the luck of the draw. They'll come along once in every 20 or 30 projects and there is not a lot you can do about it.
It sounds like you need a Project Manager who drives things for you. It's a bit of a bullst title, but either find someone already in the business or recruit someone in who's able to put down some firm rules with clients, look at the scope of work and the resource requirement, then match that up with the timetables your devs are working on. In some cases he'she will need t manage the devs as well, and organise sprints and other such things. It'd be as much about organising the internal resource as the clients
t title, but either find someone already in the business or recruit someone in who's able to put down some firm rules with clients, look at the scope of work and the resource requirement, then match that up with the timetables your devs are working on. In some cases he'she will need t manage the devs as well, and organise sprints and other such things. It'd be as much about organising the internal resource as the clientsandy-xr said:
It sounds like you need a Project Manager who drives things for you. It's a bit of a bullst title, but either find someone already in the business or recruit someone in who's able to put down some firm rules with clients, look at the scope of work and the resource requirement, then match that up with the timetables your devs are working on. In some cases he'she will need t manage the devs as well, and organise sprints and other such things. It'd be as much about organising the internal resource as the clients
Or a experienced PA that can use PM software and lay down the processes - PAs are usually very organised.t title, but either find someone already in the business or recruit someone in who's able to put down some firm rules with clients, look at the scope of work and the resource requirement, then match that up with the timetables your devs are working on. In some cases he'she will need t manage the devs as well, and organise sprints and other such things. It'd be as much about organising the internal resource as the clients1/3 1/3 1/3 is how to charge as well I think - I'll pop in in a week or so Tom
Thank you all for your feedback and comments. I'll take some time to digest the information above and run through it with the team in Monday morning meeting.
Yes, currently we invoice for deposit once the site structure, quote and terms & conditions have been all agreed, we call this Milestone01.
Next, when we've mocked-up the website designs (which we host within a previewer in the browser) and when the client has seen both desktop & responsive designs we ask them to agree to the site design terms and then invoice Milestone02.
Website development follows, which is then offered up to the client on a temporary web address. Once the client has seen a working version we send Milestone03 and just like the design, the development terms are then to be agreed first.
Lastly, once the site is deemed complete in both our & the clients eyes, we then submit the website live along with a sitemap & submitted to Google (amongst other bits & pieces) and send a final bill to the client - Milestone04.
Next follows a 7day snag/bedding in period deadline and then complimentary training is offered - set 30 day deadline.
Cheers
Lund
Yes, currently we invoice for deposit once the site structure, quote and terms & conditions have been all agreed, we call this Milestone01.
Next, when we've mocked-up the website designs (which we host within a previewer in the browser) and when the client has seen both desktop & responsive designs we ask them to agree to the site design terms and then invoice Milestone02.
Website development follows, which is then offered up to the client on a temporary web address. Once the client has seen a working version we send Milestone03 and just like the design, the development terms are then to be agreed first.
Lastly, once the site is deemed complete in both our & the clients eyes, we then submit the website live along with a sitemap & submitted to Google (amongst other bits & pieces) and send a final bill to the client - Milestone04.
Next follows a 7day snag/bedding in period deadline and then complimentary training is offered - set 30 day deadline.
Cheers
Lund
As above, sounds like an experienced Studio manager is what you need.
As for sizing, the general consensus from most of the studios I've worked or freelanced at, where owners have had first hand experience of growing things (and often shrinking), has been that once you go much beyond around 10 – 14 people (Number varies depending who you ask), it becomes a very different beast.
Personally I struggle to grasp how any agency/studio/whatever they're calling themselves, can even claim to be creative when you go beyond 12 people, is beyond me. By it's very nature when you go above that number you become a more service based agency just to cover overheads. Whether or not that concerns you, is of course a different matter.
One book I have personally have found to be fantastic as a reference point is studio culture (Sure you can find it on Amazon or similar: https://uniteditions.com/shop/studio-culture). Primarily because it offers an insight into people's studios, all of which have hugely varied backgrounds, and perspectives on things.
As for sizing, the general consensus from most of the studios I've worked or freelanced at, where owners have had first hand experience of growing things (and often shrinking), has been that once you go much beyond around 10 – 14 people (Number varies depending who you ask), it becomes a very different beast.
Personally I struggle to grasp how any agency/studio/whatever they're calling themselves, can even claim to be creative when you go beyond 12 people, is beyond me. By it's very nature when you go above that number you become a more service based agency just to cover overheads. Whether or not that concerns you, is of course a different matter.
One book I have personally have found to be fantastic as a reference point is studio culture (Sure you can find it on Amazon or similar: https://uniteditions.com/shop/studio-culture). Primarily because it offers an insight into people's studios, all of which have hugely varied backgrounds, and perspectives on things.
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