 Fi gwnaeth gennych ar rai bwysig a wneud am gwrs hynny, gennych eu cyýmdd datblygaeth hyn yn cael ei gilydd, i fynd i'n ddelfwng am 4 llythdo梗iaeth mewn ddelfwng. Bydd yna wedi cael ei ddechrau i'r bwaith ac wedi bod yn ffodol yn y llwyddo. A oedd ymlaen i am Ysbyt Eistedd A Downall, Ysbyt Eistedd atheriaeth Halon am Ddelfwng, gallwch yn Manchester. Obliwch chi'n ddel wneud am y twitter, Ac oedd yn cael gwazio dwi'n gweithio, sgol, ac mae'n gweithio rydyn ni oedd unrhyw i'r ystyried. heavilywyr.nym ni'r awdraeth Cymru. Mae'r obweithio'r jell yn llawer, mae'r obweithio mae'n bach yn deilatio'r hollol. Mae'r hollol mae'n olygu 7 o 7 o 8 gw站. Mae'r tot ni'n gwneud, mae'r sail favourite o uniggylcheddau. Mae'r hyffordd yn meddiwyd. Mae'r cyfweld yn ychydig. Mae'r ddwylo'r cyfweld. Mae'r ddwylo'r cyfweld yn ymddangos. Mae'r ddwylo'r cyfweld yn ymddangos. Mae'r ysgol yw'r projiect Johnston. Mae'r ysgol yn ymddangos i'r ymddangos i'ch bwyr i'ch bwyr. Mae'r ysgol yw'r cyfweld. configured for four years now started off life as a designer and I didn't really like that very much. So for so and my Hunter been a developer, it turns out I wasn't actually very good at that but what was good at was telling people what to do? So that's how I came about to manage projects. So my first one was a complete disaster. It was for a company called Little Move Cakes. The time I was working in quite a small agency so we'd get working and basically handed in toys to deliver that. So I thought. Write. I know exactly what I'm going to do. I had a meeting and she was nice and told me kind of what she was after. It was all bit woolly. As meetings usually go sometimes. So I cracked on and I was like, well let's do design. Turns out ond y gallwn yn gwneud y cyffredinol, fod yn ddodd, yn ddodd, yn ddodd, yn ddodd, yn ddodd, yn ddodd, yn ddodd, yn ddodd, yn ddodd, yn ddodd, yn ddodd, yn ddodd, yn ddodd, yn ddodd, yn ddodd. Felly, ar y cysylltion fydd hyn oedd am gweithio fy tŷn ymddangos, nid o'n ei ddodd yn ei gydag. I don't have enough time! Yeah, don't have enough time, so my answer to that is make time. A lack of resource to plan, do it, shoot yourself away, give yourself a day, two days. Put the phone on hold. What's a silencer? Sounds like a good... Yeah, and just plan it out. Oh, there's no budget! That's also a good one. So, lack of budget should not be justifiable reason for not planning a project, because inevitably, by the time you go through, you'll come to a point and be like, oh crap, I could have actually captured that at the start rather than halfway through, and then you've got to reopen the design phase, and everyone's sat including the designer, the dev, the client, everyone involved basically, and your budget. So, yeah, saving a long run. So, planning, boring. It's not the sexiest of jobs, much like writing a spec or making a project plan. In fact, that sounds like an undermining job. We've introduced Eat Your Frogs, which sounds a bit odd, but I will elaborate. So, the first thing you do each morning is to eat a live frog. You can go through the day. With the satisfaction of knowing that's probably the worst thing that's going to happen to you that day. So, do have any volunteers who would like to eat a frog right now. Come on then. There you go. Does anyone else want a Freddy? I bought 12. Can I throw them? Is that allowed? I feel precarious if I throw it at the back, so I'm running out. Anymore? So, yeah, we go with the Eat Your Frogs, so just get the crappy tasks out of the way, and then you've made space in your day to do the things that you like doing, like updating tasks on JIRA, or scheduling. So, why is planning important? So, we've heard the excuses. It's pretty simple, really. You define and manage your scope. Identify a risk. Break it down. So, when it's stuck, you can be done at a given point. Give yourself realistic milestones and deadlines. I've seen four-week project plans, and it's like, do this then, this then, this then. But then, feedback isn't provided. So, that day slips when everything slips. With your nods in your hands. Track progress. So, with realistic milestones and deadlines, you can actually go right. We're doing okay. We've got a day in hand, or that task took less time than I actually thought it would be. So, that's always nice. And secure a resource, and the right resource as well. So, project scope. Sorry, I'm just going to have some water. Terrible. Brick-length curry wasn't a good idea either. But, unless we say about that, we'd better. So, define and scope. Talk. Always find that, kind of, you go to a meeting. You do your initial kick-off. So, you've done your quote. You kind of know what they're after. You have a meeting, and then you kind of go away. Squirrel away on some stuff. Come back, and then... But I find, kind of, just having formal meeting with people who are going to be involved in the project actually helps to work out some functionality that they may not have thought about, or they go, oh, well, we just thought you'd do that. Which is a classic. So, I find talking is always good. Time. So, how much time against your budget have you got to deliver the project, and does that feed into other business items, like when can we invoice it, and why can't we invoice it? Oh, because it's not finished yet. So, team. I was going to flash up a picture of time team, but I've got that taken a bit sad. So, keep in mind your team, and their expertise, and basically what you're able to do. Assumptions. Assume. Makes an asset with you and me. Which is a thing I regularly say in the office. Because assumptions, you can assume that that's how they want it, and you've actually defined it with them, or written it down and gone. Is that what you were trying to say? Objectives. So, what are the objectives for the site? And that's probably a wider thing, rather than just the technical side of it. So, is it for a launch of a new product? Is it to help with the rebrand that they're doing, that kind of thing? So, if you've got the objectives in mind, then you can crack on. Internal. So, I was fine that someone asked for something, and I go, have we done that before? Then I'll go and talk to a developer or account manager, and they will say, yes we have, and here's the documentation around it, and here's how much it costs. This is when it's delivered, and was it profitable, yes or no. So, that's always good to keep in mind. Key requirements. So, it kind of feeds into your objectives. And... Yeah, it feeds into your objectives. The expected outcome. There's a client one at the end, what they're expecting, how their expectations have been set. If you launch a site, or you give it to them to test, and they go, ooh, that wasn't how I expected that to work. I always thought you were going to do this. So, if I take this path, I should eat that out, which is good. So, risk. Do we all like risk? No one likes risk. He's risky. He fucks hand up. So, project risk. Identify project risk. You can kind of split it down into four. Yeah. He's drilled straight in and straight out. Project risks fuck this. So, has anyone had issues before where they thought something's going to be dead good, and then you start working on it, and then you think, oh shit, and that's actually going to take two times as long. Hey! It happens to everyone. And do you project plan? I should have asked actually. How many people have project managers? Yay! In the middle? No, very many. You have to do it all. I designed and built a path of time that I had to go in project management in place so I can work in a particular client because I don't get what they need to do and what they need to do my job. So you're literally spanning everything in order to get it done. Cool. So yeah, if we break it down, there's technical risks and that could be technology using. So I'm assuming most people here use Drupal. At Drupal camp. God. Yeah, but you might be using Laravel. Let node where it might be. So technology is always a thing. Open source obviously is a good way to go, but client doesn't necessarily know that to start with as I have found before. Performance, so that can be an issue if you've kind of spec'd out server and it worked on local or works on my machine. Not the right excuse. So bear in mind performance. Reliability of the site as well. So you need to guarantee up times. Can you guarantee set up times? Can you say that what you have built is reliable and then the quality of what you have created. Internal. So that's resource. Does anyone have internal fights about resourcing? Yeah. God, it's not just me then. Of course it is. Yeah, resource is a big thing. You want a particular person for your project and then they're on another project and you think, oh, shit. That's going to take another one on top. So yeah, just making sure that you understand that the resource that you want is there. Knowledge, so it kind of feeds into who you've got on your team or the right person for the job and if you do give it to the intern, is he going to make a dog's dinner of it and push it to live and everything's going to be sadness willing to you. So experience kind of rolls in with the knowledge side of things and dependencies is the stuff within the agency that needs to happen for other things and you take them into account. External ones. Third parties. Who likes third party integrations? Who likes managing them? No one. So yeah, third parties I give a massive wide berth so from doing kind of sales force integrations it was like, oh yeah it seems pretty straight forward we've done that before. Then there'll be a curveball that they want to Hello new person that they want to I've lost my train of thought shouldn't have said hello. Third parties, yes I give it a wide berth so like we integrated a site of sales force but then it turns out that there was another element that needed to sit between sales force and the website so we had to integrate with that instead because all of their POS machines fed into this server that pushed out data and that was risky. Data migrations so kind of getting I've done for what you should be migrating from let's say a legacy system or a dotnet site whatever it might be getting that as soon as you can people do that already or do they kind of go oh shit, we've got about that better ask the agency that we're getting the site off client so clients are always risky I didn't agree to that I've got it in the contact report that you did giving clients a wide berth as well because they can be I love my clients though so integration so that kind of feeds into the third parties side of things integrating anything can be a bit of a shuffling nightmare and then we've got Projman I couldn't fit project management into the box to make it look nice so I've shortened it so scheduling if you're creating a project plan does that match up with what you've got resource wise with the team that you want to try and get on the project if that makes sense equipment might sound a bit silly but as everyone's computer working have you got the right servers in place stuff that sometimes creeps up and I told you last year that my MacBook doesn't have a screen what have you been doing I've been using external monitor tools is the like if you use, does anyone use Gira so do you let clients go on there or do you know yes and no how come no just confusing so from a kind of onboarding training point of view is that too much what does that mean, what's that task Christ what are you doing now why does that say done ok cool hello new person and then methods do people use the same methodology for all projects or do you take it on a case by case basis any question anybody chime in and you take that on a client basis as well as anyone come to you and gone I want to do scrum and I'll be on your daily stand-up on the floor do you want to finish the presentation good stuff so the breakdown well it's basically a damp chart so people do project plans or do they go we're going to do agile and we'll have four two week sprints yeah but you do document it yeah cool so good things to consider on your project plan client tasks making them accountable for tasks that they have to do is always nice because you can say well you're supposed to give me that yesterday and I go oh I didn't remember so I told you on the weekly update so you can hold client's accountable revision time so that's kind of enough time to review what you've done both from internal and external point of view dependencies I will actually go into even more detail but they're pretty basic things lag resource allocation and project milestones so if we start with dependencies so that's basically a great way to oh god I've lost it dependencies are a great way to adjust project schedules and set client's expectations so phase X task A cannot begin until phase X task B is complete or my mantra for today is Ash cannot start drinking beer until his presentation my dependency being the presentation that I have been worrying about so yeah I mean from a dependencies point of view oh bollocks it's kind of anything unexpected that slips in you can account for it basically so lag so that's the term associated with the amount of time expected between tasks so oh there's a real life version of lag don't know if I can hear games yeah can't try bosh so that's a good question you've allocated 8 hours for a homepage design how'd you approach it open question do you get it all done in one day and then send it back to him send it to the client and then go there you go it's done would you break it down I mean I can answer it I've got a slide bosh so you've got to wait for your like you can have a ffredo for that if you want in fact do you know what you can have the other 6 and share them amongst your friends and peers they've only found 25 now which is outrageous they should be 10 foot yeah so rather than I've seen people on my team take an 8 hour 7 hour task showed you're in for one day with design and then they've gone oh poo I've not actually accounted for revisions and then sign off if it needs to go back into design so that's kind of how you would break it down so you've got 3.5 hours design version 1 you've got day and lag so that's for the client to review but you can obviously if they're busy you do it in tune with their schedule so comes back in they want to make the logo bigger classic 2 hours of revision they go away they show it to the people internally it's all happy smiles so 2.5 hours just to pick off any last amends and then you've got another day's worth of lag that you're going to review and sign off which is what we like so an 8 hour task can take up to 6 days but I've seen people before think that it'll take a day and they get horribly surprised when it does take 6 days so yeah shock factor resourcing is a huge subject in itself does anyone schedule their teams or do you have traffickers or yourself open question we have coordinate the schedule resources to projects and they see the pipeline of work cool because access I'm basically responsible for scheduling everything that's coming in as well as everything else that's going on maintenance contracts meet those SLAs and it all becomes a bit of a nightmare does anyone else have the responsibility of scheduling in house you'll like this what tool do you use to do it aww sorry that's under me it works for you but what I would recommend is float do you have separate jobs with different job numbers that kind of thing what this does is you can I'm cleaning the tasks someone's on holiday yeah so basically float is a really good tool for like you said overseeing what's coming up scheduling in people how much time you've got allocated it also does reports off the back of it so you can see if your capacity kind of 70 to 80% of your team are going to be on tasks which is handy redundant to Jira is it what sir redundant to Jira redundant to Jira well kind of you've got your tickets on Jira but then you've also got your projects so from access we have projects maintenance contracts everything goes on to Jira's tickets but then in terms of what people should tackle or what project they're going to be on for that week is then done through this because the rest of the agency are then scheduled on that so the creative department and the account management department content department yeah so it's basically an easy way for Paul to go to this and go right that's what's pressing for today I need to get it cracked out it seems to work each person is updating that themselves and somewhere else suddenly I'm doing that manually there is no API for Jira so this is slightly higher level than Jira yeah this is literally so you can say you're assigned to this client for three weeks or I can see that some days people are doing quite different for you yeah so that's so basically it's a digital whiteboard without the whiteboard yeah we have a whiteboard at our place so you can't get a level of detail in that yeah plus you'd spend all your time doing post it now good thing is that you can obviously throw in a project and it's not a long which if you're on a whiteboard which is great though we have some people who go oh yeah we'll do that for the client and then two weeks later they go oh you didn't schedule it it's basically agency wide they can see how busy we are I can see how busy they are it's handy, it's a high level thing and then we've got milestones milestones are good I treat them as hot dates or undatables who knows basically adhering to your hot days tracking your progress ensuring you're on track everyone's in the know including yourself and the client my battery's going to run out so finally put it into practice so define a manage scope identify and minimise your risk make it manageable be realistic if you can't squeeze it into two days if you have to explain why do so track your progress make that part of your weekly updates you've got a set kind of template for it then put that in there secure the right resource fair into planning to fail planning up front doesn't necessarily guarantee that you are going to make it on time on budget with a happy team a happy client smiley face but it does help in the long run because you've done everything up front rather than firefighting as you go through any questions? I'll see you Phil thanks for your support we use Jira for issues flight for scheduling Slack for messaging is that it? we have an internal system that is a bag of shit it's called abnat did you film it? how is it being filmed? oh they're blanking out any more but any more yes it can I think you've got to do some fiddling but it works you can also hook it up to Slack or you can make it sound daily emails or check the actual link they can just get an email with you've got to do this, this and this go forth and be awesome we tend to do workshops because that's usually what works out all the detail you can do a call to send you a list of their favourite websites but I like the look of this one and could we borrow that element from there but doing a workshop and getting down and dirty with the client is usually the best way to get results because that's what we did with BAFTA we normally take a workshop that would be a range of elements and business representatives that would have at least a developer at least a senior designer and at least a project manager and then the client that kind of account director so that would be a good representation and we would record their requirements in many other different ways through noble board sketches and that then because that senior designer was there they would then work with any other designers so that would be the office that's put together much more can I ask a special bonus question do you have any particular killer app facilitation tools that you've found really useful for getting information out of people yeah, there are meetings we've used InVision we've used InVision before that's pretty cool so if you do wireframes and it's like clickable clickable wireframes basically but then do that with designs and kind of pulling feedback there rather than Microsoft Word documents so I think my favourite was an Excel doc with little attended notes yes I'll go through this document thank you and then waste two hours of my life any more for any more oh it's only half an hour it doesn't matter but there we go, thanks