Effective Planning for Small to Medium Sized Agencies | BrightonSEO 2018 | Pole Star Digital
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Best practice advice for Operations to ensure you plan effectively as an organisation, to provide both the best work for your clients and ensure you run your own agency effectively as a business as well. I've drawn on advice from various industry experts on the topics of tracking time, scope of work and over-servicing, outlining best practice recommendations and common pitfalls/challenges. This is from the point of view of a small independent owner-run agency, but draws on examples from my time at network media agencies as well. This was presented at the conference BrightonSEO in September 2018: https://brightonseo.com/conference-talk/effective-planning-for-small-medium-agencies-consultancies/
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Effective Planning for Small to Medium Sized Agencies | BrightonSEO 2018 | Pole Star Digital
- 1. http://www.slideshare.net/EllaGunson Briony Gunson @BrionyGunson POLE STAR DIGITAL Effective planning for small to medium agencies
- 4. Best practice inspired and informed by: My fuck ups Other people’s fuck ups We learn a lot from mistakes. See everythingas an opportunity for growth!
- 8. Project Management Process Development Resource Allocation & Capacity Project Scoping Client Services Team Development and Culture Other Avery variedrole. Operations Director “OnTheBusiness”
- 10. Ifatreefallsin aforest… If my recommendations aren’t implemented, am I doing anything of value?
- 11. Because gettingstuff donecan behard. Plus, proving what you’ve done can be hard without Operations and planning in place…
- 21. Timesheet confessional 54% Diligently filled in their timesheets 18% Do not track time
- 23. If you don't have the data, how can you measure improvement? Quite apart from the billing aspect, if a job is longer than my forecast…I need to look at why. For repeated jobs, template it, automate it, change the way its done so it's less time- consuming. If you aren't tracking time then you don't spot this. If you don't spot this you can't correct this. Tim’s nailedit… @timdotstewart
- 25. Howweapproach timetracking… Harvest integration with Basecamp Weekly spot check vs retainer Frequent team communications Quarterly Strategy review with clients Defined Billable & Non Billable terms
- 26. Weusedata toinform ourinternal strategy. We built a working prototype time tracking capacity dashboard, powered by Basecamp + Harvest
- 27. Awordof warning… Tracking time is really important but it is also a double-edged sword. If there's an over-zealous approach to time tracking, it can have a detrimental impact on morale, productivity and creativity… But you can’t have a carte blanche either…
- 28. Time tracking donepoorly. Get it wrong, and time tracking is nothing more than an inconvenience for everyone. Staff feel like they're being micro- managed and spied on and that can make people fearful. It stifles creativity in some cases, because people become so conscious of tangible, physical output and hours spent that they're scared of "empty" hours spent strategising or researching. @staceycav
- 29. Time tracking donewell. It should help prevent being overworked or pushed by clients and line managers. And it should ultimately mean that, as a team, everyone's investing in the right areas to deliver better results for clients. It helps to be transparent about what the data is there for and to share findings and actions off the back of it... @staceycav
- 30. Meetinthe middle… Tool keep it simple and easy to track time Define agree on billable and non-billable Communicate why and how you are using the data
- 35. Howweapproach scopingwork… Complete a thorough checklist before any activity is kicked off Obtain sign off by both the client and agency stakeholders Create clear milestones and book in regular check ins
- 36. Awordof warning… Scope creep is a common challenge. If you’re drifting off course, ask why? Newopportunities? Clientleadingus? Unforeseen blockers? If SOW needs changing, acknowledge it in writing – have a conversation first Use timesheet data to back your point
- 43. Howweapproach overservicing… Review timesheet data regularly. Where, how and why are we over servicing? Understand company run rates, are we still profitable? Innovate how and where can we improve internal processes? Automate to Innovate!
- 44. Awordof warning… Robust new business process Establish compatibility – strategic needs, set up and values Don’t discount Strip back scope of work, but show them the dream! Over-invest in first 1 – 3 months On-boarding takes time! Recognise the value long term Don’t forget project management Industry standard: 20% project management time Build in additional margin if there’s a complex structure
- 45. Reframeoverservicing as“investment”. See it as “new business” What’s worth the investment long term? Look at run rate and estimate over-servicing % per client Lay track for clients Show them where you want to go - fine balance Show you care Be proactive, interested and engaged with them and their business
- 50. Didyou know?
- 54. Havingaclear“why” helpspeoplegiveashit… Your why is why your staff get up and come to work in the morning It’s why they picked to work at your business and not one of your competitors It’s why they stick it out and come together as a team when the shit hits the fan
- 55. WhatdoImean By“why”? An organisation’s why acts like the beating heart – giving it life, warmth and energy
- 57. Tasks Actions focused on real world results Processes Across our services, internal & external Strategy What we offer Clients Fit our values? Services What do we want to famous for? Culture Beliefs & Behaviours Why Your“why” canpower everyaspect ofyour business… Example“why”: Goingaboveandbeyondforrealworldresults