This article is about starting out a website project and asking the most effective questions. When you’re doing anything online these days, there are a lot of online channels to consider (websites, apps, social platforms, newsletters, …), the website still remains one of the central ingredients for doing anything online.
I’m going to try to be as complete as possible with the least amount of questions (4 max per topic) and work the way up from basic IT to content and purpose of the website.
It’s easy to cover a lot of ground like this in a short time. These questions are directed at whoever has the senior user role in the project, in many cases that role can be filled in by the business.
When you’re streamlining a recurring activity, templates are a great way of standardizing document layout and saving time. They’re also a very efficient way to confuse and bug people while looking really official for no particular reason … like the TPS reports from Office Space for instance.
The first thing I do is look for context when I’m asked to do a review, because people may ask for a document template but what they actually want is a business process model to be put in place. They hope the template will be clear enough to anyone to illustrate all the activity that surrounds it, this happens a lot.
A template helps but by itself it’s a very lousy way to communicate what needs to be done. A template is a tool, a work document that is easy to find and easy to use.
These are practical tips I give and the questions I ask people who want to create (hopefully not yet another) document template …
So there I was, on the phone with my CEO at 11 p.m. trying to get away from the noise of a very loud party on a Friday night. Someone in my team accidentally published a drawing in her on-line portfolio. The design was still under an ill-defined but active NDA and the client was getting ready to sue.
I had to borrow the laptop of the party host and spent the rest of the night in the kitchen, making calls, waking people up and getting sober against my will. Disaster recovery doesn’t mix well with cocktails, I can promise you that much.
A non-disclosure agreement (NDA) is pretty common right? Hope it never bites you like it did me. Here’s my checklist and some common NDA pitfalls. No legal stuff, I promise!
To get up to speed comfortably as a PM in a new environment it’s essential to get to know the people you’re working with.
I like doing interviews with people when I arrive in a new company. Just talks where I try to ask the right questions. I’ve done this in several companies now and it’s surprising to see how much you can learn in early stages. The interviews are casual but planned and I take my time to prepare them. I try to do them as soon as possible.
I’ve kept a log of questions that offered interesting answers and want to share them with you, they’re in random order.
Handing over a project or switching the PM on a project can be tricky and expensive, but if you’re the PM who has to leave a project behind to someone else I have some advice for you.
First check your project charter or project initiation documentation. If you’re working in a PMI environment and you have a maintained project charter, most of the important stuff should be in there. Making a project less dependent of the PM individual is a part of the reason why a project charter exists.
I’ve split up the checklist in 4 parts:
So if you find yourself in this kind of situation, here’s the checklist I promised a while ago.
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