You’re Going the Wrong Way

A long time ago, before there were cell phones, I was driving home and as I came to the stop sign on the exit ramp, a little old lady was turning onto the exit ramp, maneuvering to get around me.

I honked and flashed my lights, and she stopped. I rolled down my window and said, “You’re going the wrong way!”

She smiled and nodded, “Yes, I know, I know!” Then she proceeded to enter the freeway.

Fortunately, there was a 7-Eleven right near the exit with a working pay phone. 911 calls were free, which was good because I didn't have any change.

I called the police, gave them a description of the car and driver, and they said they’d look for her.

I didn’t see anything on the 11pm news that night, so I guess the little old lady must have made it to where ever she was headed – safely.

A couple things come to mind in this story:
 - Someone was going the wrong way, who was in danger to herself and others, and I tried to intervene. Unsuccessful at that, I took the next step to get someone else – who had more authority and greater resources – to take over.
 - The technology of the times (this was 1982) was not immediate. I had to get to a working phone, make the call and wait until news at 11 to find out if she made the headlines. Fortunately, she did not.

This is relative to the way we do things today.

In advertising / marketing, everything is immediate. We operate trauma-esque centers that create and transmit messages to consumers at alarming rates, and at a volume where it all gets lost in the blur. Technology has allowed us to do a lot more – faster than ever.

How can you increase volume and speed safely – without errors?

In an agency or in-house marketing department, we put processes in place because of the speed at which we’re traveling in 2013.

We must to take those steps – in order – to ensure a good outcome. It’s like putting up a Wrong Way sign at the freeway off-ramp. They are reminders, and should be no-brainers. Yet, some people choose to ignore them.

Then we have to call the cops to apprehend those who don’t follow the most basic of rules.

Technology has allowed us to travel at warp speed, and gives us the tools to perform and respond more effectively. Process provides the rules so you don’t crash.

And when you disobey the rules of process, your Project Manager pulls you over.

Life is so much easier if you just follow the basic rules.​

What is the Drop Dead Date?

Do you ask the question when someone hands you a project? Are they honest with you? Hmm.

There is an article in the Atlantic about the clocks in Grand Central Station, which are set one minute ahead. The trains actually leave on time, but the perception (I guess) is that commuters who are rushing to catch their train find they don’t have to run – the train is still there. Thus, causing fewer accidents.

I think it’s ridiculous to do that. I’d like to see the actual data about the outcome of their deception.

It seems more like a snooze button to me. I’ll bet there are thousands of everyday commuters who know they actually have another minute to catch the train.

Okay, where I’m going with this is that I do not ‘pad’ timelines. What you see on your to-do list is real.

Because I believe in you, I believe in noting the exact date and time I want to see a comp, proof, final or whatever has been requested of you. That’s because I work with Responsible Adults who like expectations and I’m just not into lying.

However, in return, you are responsible for a) reviewing what comes across your desk (or to-do list) in a timely manner, and letting me know if there are any issues; and b) notifying me if you’re out for a latté, photoshoot or a day of repose. If you didn't take care of part b, then you have a problem. A sticky note on your monitor telling me you ran to Starbucks works for me – and a voice or e-mail if you’re out for a day or more.

It’s just plain stupid to tell you I need something today at 5pm when I actually need it tomorrow at 5pm. It’s not fair to you and a scheduling nightmare for me. But it’s really unfair – and plain rude – to everyone if you consistently deliver late.

In my superbly structured world, I have a comprehensive schedule in place for all projects and can see where everything is; who’s working on what, and if there’s enough time to work on the project I just assigned to you.

You see, I’m really looking out for you. I will not lie to you. Ever.

Earn that trust. And by the way, if you let me know when you’re going to Starbucks the latté will be on me.

There are benefits to honesty…and meeting expectations.

Setting Expectations in Your Agency

So now that you have the client on track, you, as the client-facing individual – which for simplicity I’ll call the AE – are charged with getting the ball rolling by outlining your own set of expectations inside the agency. (I know that in some agencies the client can have contact with anybody – I can’t even go there.)

So it should go like this: I want X (defined in a brief or at least a job order), by Y specified date and time, there are Z dollars to get this done. You have just set your expectations. What. When. Budget.

In my world, the PM would review the specifics, get you an estimate and confirm resources – right away – and notify you whether it is a GO or a NO.

But you would know that already, because you checked with the PM first. Can we do X by Y date for Z dollars? You are my favorite AE already.

If you have fulfilled the troika of essentials, the job is good to go.

But, alas – how many times have any of the three essentials been either tweaked, violated or completely ignored in your agency?

If you have good agency management tools in place, and people are playin’ by the rules (aka compliance), the deviation is quickly detectable.

As I mentioned here before – no one has a right to spend agency money without approval. That means, scope, timeline and budget are not defiled by an individuals’ decision to tweak a project.

If there’s a better idea, better anything – just have a discussion with the AE and PM – that’s all it takes to ensure there is room, or time, and/or budget to give the client…more.

Expectations can be the minimum, but when we’re dealing with what the client asked for, what we agreed to – exceeding them – especially in a creative environment – does need advance clearance if it affects scope, timeline or budget. It’s a quick conversation. Got it?

The dark side is not setting expectations. No regard for time or budget – and you walk over to someone who’s busy and you’re giving them direction – verbally – bypassing your PM.

Because it was faster. 

Well this causes grief, confusion and additional cost – jeopardizing the projects with expectations.

Have you ever noticed how well that usually works out? Rarely cost effective.

Be a good citizen. Set clear expectations. That means, do your paperwork, and engage your PM. You will get what you want, when you want it, at the specified budget.

How easy is that? Be my favorite AE. 

yes you should do estimates

I know another exciting topic, but there are a lot of very valid reasons for doing estimates. Like ensuring profitability through exercising just a little control.

How much does it cost to do the most mundane projects in your agency? I’m guessing you don’t know. Oh, it just takes too much time to do an estimate; it’s part of the client budget; it’s just a quick revision. Sorry, I just don’t buy it. But you always estimate big projects – right?

What percentage of your overall employee hours are spent on mundane projects? Maintenance consumes a lot of hours. You need to know where all those hours go. Every day.

I’m a proponent of the estimating process – which includes breaking a project down to tasks and allocating time to each because it:
– sets expectations
– ensures you remember all the steps that should be included
– gives you numbers to measure against
– data to track actuals against estimates in real time (requires diligent timesheets – do not whine)
– provides historical data that gives you a quick way to answer “how much time does X take / cost?”
– and solid data for reviewing the year, client or project type

Once you get in the habit, it’s actually easy and fast. Templates make it quick and there are plenty of software tools out there to tie-in everything – from estimates, to task allocation, time sheets and all that wonderful follow-up data you can actually see – in real time.

And just a little side-note: remind your colleagues to pay attention to the budgeted hours. Think about it. Budgeting hours is like setting a deadline. If your colleagues are going to be late on a project they should alert you. Likewise, if they need more hours they should let you know.

Right away.

Those alerts are the first indicators that your estimate is working. You could have under-estimated, there could have been unexpected problems, or an individual just wants to spend more time. Address those issues sooner rather than later and quickly revise your estimate, if needed.

When you have those discussions up-front, you can determine a solution and make sure the cost is covered.

Who likes surprises at billing time?

Ambassador to the Agency

As a project or traffic manager, you have most likely been placed in the middle of an argument between (usually) creative and account. Or my personal favorite, a writer and a proofreader.

It usually goes like this:

A proof is ready for the client. You check it, it fits the brief, log it in and send it to account for client approval.

Account reviews it, and it doesn't  in their opinion, match the brief... or perhaps their vision. They send it back and tell you it’s not acceptable.

Creative says, no changes, it does follow the brief, it is fantastic and we are not changing anything.

And so it goes, back and forth. You are running interference between the two (or three, or more) because they’re all way too busy to get together – or perhaps they really don’t like confrontation.

Stop where you are. Pull them in one room to debate, argue and blame one another for failing to follow the brief / changing what they meant / being too creative.

Go for speed. As soon as a victor is declared – and they actually articulate exactly what they want – get direction in writing, a date and time you’ll see it, and then hold them to it.

It is not your job to run back and forth to mediate border wars. Your time is too valuable ensuring everything else GETS DONE.

So, next time you get a proof for the gazillionth time, save everyone a lot of time, money and grief. Get your awesome colleagues into a room and do not let them out until they compromise. (They may never agree – so show them the budget and actuals).

Tough love is efficient.

managing projects is like being a custodian...sometimes

Remember Carl the custodian in The Breakfast Club? He was the sage who knew everything about everyone.  There were no secrets. Always there to clean up the debris of the day. He went through everyone’s lockers.

A project manager, traffic manager, producer is important. We keep everyone’s work moving along. We have to know where everything is – all the time. Beside being a custodian, it’s also like being Mom. “WHERE ARE MY (insert item you can’t find but Mom miraculously knows exactly where it is)?” If you were organized this wouldn't be an issue.

Well, we’re all adults, right? Most of the time as project managers, we have all the answers. We know where we stand on the progress, budget, alignment with the brief – always on top of everything. Because we're constantly bugging you for updates.

But when you’re not around to provide an update, produce the item that was due an hour ago, or a change has just screamed into agency and must-be-done-now – we have to rifle through your desk, files, whatever.

Personally, I feel that your desk, your file system on the hard drive of your computer is your personal space. However, it becomes mine when I have to know what the status of a project is – NOW.  I hate going through someone else’s stuff. It’s a violation of space and makes me feel weird. But I’ll do it.

So, like a custodian, or a Mom, we find what we need and get to see what a disaster your personal space is. Compelled to clean it up for you, we do not. It is your job. We get what we need and leave a sticky-note on your monitor as to what had transpired.

Therefore, if your agency or marketing department has a centralized system for managing projects, updating information, communicating updates – USE IT. If you don’t have a central system – or if you feel that email is the end-all to organization, I recommend you do a Google search and find tools that bring everyone into the loop. Need help? Let me know.

Email is not a project management tool. It is not a database and requires a lot of sorting, searching and filing. Your IT department will love you for cutting back on the clutter and resources needed for bloated inboxes and terabytes of storage.

A little guidance from your Mom…Centralize your information. Provide updates as you move along. And clean up your files because one day, someone will need something and have to search through your debris.

It will all come down to you – whether you’re at your desk or at Starbuck’s. And by the way, let your colleagues know when you’ve stepped out for a sec. If we know you’ll be right back I won’t have to look in your locker.

I keep everything in my head

This is saying you’re indispensable. It's either laziness or arrogance, and it’s a recipe for disaster if something happens to you.

I have been, and will always be, a proponent of a system to document, track and manage jobs that is shared agency-wide. Creating a central location for all of your relevant information is essential to reduce errors, track work, manage budgets, and allow everyone to be ‘in the loop’. Further, a system that provides access for everyone to contribute key data (and they should) will provide a real-time snapshot of all projects.

No more searching for the person who knows what’s going on because they have it all in their head. 

Whether you use a simple system on your server (read: centrally located where others can access it), Google Docs, or a comprehensive software system, your agency will run more efficiently.

I can guarantee that if you do not have a central repository of client/job information, schedule or budget, your colleagues have some sort of ‘system’ on their computers that they devised (or downloaded) to track their work. Everyone needs a little structure because the alternative is chaos.

So if you’re keeping it in your head, your colleagues are wasting their time also managing work – in their own way.

And a couple other points: put a process in place – basic rules for everyone to follow as to structure and expectations of your centralized system. Email was not made for managing work. Don’t keep project-pertinent information on your laptop and think that is OK.

Think collaboration. Everyone will work better, smarter and faster when information is shared.