Are you enthusiastic about content and structure?

If you are enthusiastic about content and information architecture then we would love to hear from you.

At Headscape we work on complex projects for large organisations. These are typically corporates, higher education institutions or government agencies.

Many of these sites consist of thousands of pages administered by a distributed team from across the organisation. This results in a departmentally focused information architecture and lack of consistency in copy.

Increasingly Headscape is being asked to help organisations bring order to the chaos and focus their sites back on user requirements.

We do this through…

  • Information Architecture reviews and restructuring
  • Stakeholder interviews
  • Usability testing
  • Workshops and training
  • Content style guides

However with more organisations than ever rolling out content management systems that create these challenges, it is becoming hard for us to keep up with demand. That is why we are looking to employ a full time content and IA specialist.

Could you help?

If you are happy to move to the south of England and have a passion for organising and improving site content then we would love to speak to you.

Because you would be responsible for all the services we have listed above, we need somebody who is…

  • Analytical and methodical
  • Confident running user sessions
  • Able to engage with clients and other stakeholders
  • Experienced in running workshops and training sessions
  • An accomplished copywriter with a good understanding of writing for the web

However most of all we are looking for somebody who fits the culture of Headscape. This is a culture of enthusiasm, dedication and customer service.

If you want to be considered for the job or just have a question then email Marcus Lillington.

No recruitment agencies or freelancers. We cannot accept applicants from outside of the E.U.

Getting serious about GetSignOff

In October 2008 Headscape launched Getsignoff, a tool to help web designers get design approval. Like all startups we made some mistakes, but 2010 is our chance to set things right.

Like many web applications Getsignoff was started as a side project. It was built alongside our existing web design business with the hope that it might one day become an additional revenue stream.

To be honest it was an experiment. We had no idea whether it would succeed or fail. We didn’t really plan strategically for its development.

In reality it did neither. It has done ‘okay’. It generates reasonable income but has not been a run away success. We are however convinced that it has a lot more potential than has been realised.

Screenshot from GetSignoff

The shortcomings of a side project

So why has Getsignoff not reached its potential? We believe the problem is that it has always been a side project. We have never been fully committed to it. The problem with this is two fold:

The application has never received the investment in time and money it needed. There was nobody driving the product forward, developing new features and promoting it within the community. It was always fitted in around other work on the rare occasions time could be found.

It was perceived as a side project by potential users. We weren’t engaging with the community in the way we should have been. We weren’t demonstrating a long term commitment to the product that users expect. To many it appeared to be either dead or abandoned.

The irony of this is that these are exactly the kind of pitfalls we warn our clients to avoid. We constantly talk about investing in your websites long term and having a website owner to drive the site forward.

Fortunately we are finally addressing these shortcomings.

Welcoming Ryan Taylor to the team

We are pleased to announce that Headscape will be taking on Ryan Taylor to be Getsignoff’s product champion for an initial 6 month period (although we are hopeful this can be extended).

Ryan has been the driving force behind the Boagworld Podcast for some time now as well as his own show ‘Please Start From The Beginning‘. He is an accomplished designer and well known within the web design community. He is ideally placed to develop Getsignoff and ensure it meets the needs of the design community.

Screenshot from Ryan's Website

Give Ryan a head start

Although Ryan will not be joining us until the 1st of February, we are hoping he can hit the ground running. We are therefore asking you to share your thoughts on Getsignoff, both good and bad. Have you used the service? If not, why not? If you have used the service, where did it fall down and how can we improve it?

Post your thoughts in the comments below.

P.S. We are still looking for a .net developer to work alongside Ryan on Getsignoff.

Yet another job at Headscape!

As you may have already read, Headscape is currently recruiting a product evangelist. However, we also need another server side developer.

Are you a developer living in the South of England? Headscape is looking for a talented, enthusiastic developer to join its team.

We are looking for a graduate who is passionate about the web, has at least a couple of years of experience as a full-time web developer and can work out of our Hampshire offices.

Who we are looking for

We are looking for a server side developer who is absolutely passionate about the web and keen to develop new skills and experiences.

We are looking for somebody that loves finding innovative solutions to problems, enjoys working as part of a creative team and excels under pressure.

We need a graduate with a computer science, or similar, background preferably with a first or upper second degree. You will have at least two years experience of working as a full-time developer preferably in an agency environment.

Although Headscape is almost exclusively a .NET development house, we do not require you to have specific experience in this language. As long as you can write great code, we will teach you the rest. (Anti-Microsoft Bigots need not apply!)

What we can offer

Headscape has a lot to offer employees. Just some of the benefits include…

  • A great working environment in a beautiful converted barn
  • The opportunity to work on both client projects and internal developments
  • A personal annual training and conferences budget.
  • The chance to attend industry conferences (most of our team are off to SXSW in March)
  • A holiday allowance that increases with length of employment at Headscape.
  • The opportunity to work with an amazingly talented team
  • Loads of challenging and complex work that will stretch your skills
  • Some great client work to add to your CV
  • A decent office chair! :)

As for salary – Headscape always try to pay well and also to pass on our success in the form of bonuses when things go well.

Where you would work

One of the best things about working for Headscape is our offices. Check out the video tour below. This was originally recorded to show people the room we have for rent. However, it also gives you a nice idea of where you would work.

The office is based in Lockerley, Hampshire. This makes it well placed for those living in Bournemouth, Winchester, Southampton, Romsey, Basingstoke and Portsmouth. However, its such a damn nice place that it is worth relocating for!

Interested?

So are you interested? If so (and you are not a recruitment agency) then email your CV to [email protected] or call him on 01722 320596.

Are you always looking for a new challenge?

Headscape has a position available for the kind of person always looking for new challenges and experienced in marketing and managing startup projects.

For nearly eight years Headscape has been producing outstanding websites for our clients. However, although we enjoy delivering sites for our clients, that is not the end of our ambition.

For some time now we have been actively developing our own projects both online and off.

We have developed Boagworld.com, a prominent source of web design information. The award winning Boagworld Podcast is the longest running and most popular web design podcast catering for all those who design, develop and run websites on a daily basis. It has a vibrant community and is beginning to generate significant revenue for Headscape through advertising.

Headscape has also developed its first product – Getsignoff. Getsignoff.com is a tool for managing the design sign off process and is aimed at freelancers and web design agencies. Initial sales have been encouraging, but we would like to grow and market this product further.

Finally we have also started running workshops and consultancy clinics to further broaden our revenue streams. As with getsignoff, these need further promotion and management to become truly successful.

We have no shortage of ideas and have put some of them into action. However, what we need now is somebody to champion these ideas and take them forward. Are you up for the challenge?

What we are looking for

We need somebody who has experience in managing and promoting startup projects. Somebody with drive and enthusiasm. Somebody always looking for a new challenge.

We are looking for somebody who could:

  • Grow and help monetize Boagworld
  • Relaunch Getsignoff and champion its development moving forward
  • Manage and promote upcoming workshops
  • Assess the feasibility of other ideas as they emerge and put together business plans for those with potential

    However, most of all we are looking for somebody who can help us shape the non service side of our business. In consultation with the Headscape directors you would form your own role, identifying and pursuing new business opportunities.

    Is this for you?

    So are you interested? No doubt you have questions. Why not get in touch by emailing [email protected]. Please include a CV and any thoughts you might have as to how you see the role developing.

    Consultancy clinic twitter competition

    Win a 30 minute consultancy clinic conversation with me worth £54.

    I am pleased to announce that the winner of our first consultancy clinic twitter competition is @SimonFrank for the Wildlife Aid website.

    As you may or may not know Headscape runs regular consultancy clinics. Although we also provide more traditional consultancy services, we recognised that sometimes all people need is a chat over the phone (or skype) to point them in the right direction. The idea was to make access to expert advice affordable to everybody.

    Consultancy Clinic Website

    In a rather shameless and transparently obvious attempt to promote the service, we are running a consultancy clinic competition over twitter. To win a 30 minute free clinic with me simply tweet the following…

    I want s0me free web consultancy for this url [insert your website] #freeclinic (http://boagworld.com/news/cc)

    If copying and pasting is too much like hard work, you could just use this pre-filled Twitter post. You may need to use a URL shortening service to get your website address to fit!

    Although I would like you to include a URL your consultancy session doesn’t have to be a review of your site. As it says on the consultancy clinic website...

    In your call the consultant can review websites, discuss strategy and answer any web related question you have.

    It is entirely up to you.

    I will pick a winner on Monday 8th June. I will let the winner know by DM on Twitter, so make sure you are following me.

    Hampshire Web Developer required

    Are you a web developer living in the south of england? Once again, Headscape is looking for a talented, enthusiastic developer to join our team. We really need to stop expanding ;)

    It was only 5 minutes ago we hired Helen but we are already looking to hire a new developer. We are looking for somebody with a computer science background, who is passionate about the web and can work out of our Hampshire offices.

    Who we are looking for

    We are looking for a server side developer who is absolutely passionate about the web and keen to develop new skills and experiences.

    We are looking for somebody that loves finding innovative solutions to problems, enjoys working as part of a creative team and excels under pressure.

    We need somebody with a computer science background preferably with a first or upper second degree.

    Although Headscape is almost exclusively a .net development house, we do not require you to have specific experience in this language. As long as you can write great code, we will teach you the rest. (Anti-Microsoft Bigots need not apply!)

    What we can offer

    Headscape has a lot to offer employees. Just some of the benefits include…

    • A great working environment (watch our recent tour below)
    • The chance to attend industry conferences
    • All the training and careers development you need
    • The opportunity to work with an amazingly talented team
    • Loads of challenging and complex work that will stretch your skills
    • Some great client work to add to your CV
    • A decent office chair! :)

    As for salary – Headscape always try to pay well and also pass on our success in the form of bonuses when things go well.

    Where you would work

    One of the best things about working for Headscape is our offices. Check out the video tour below. This was originally recorded to show people the room we have for rent. However, it also gives you a nice idea of where you would work.

    The office is based in Lockerley, Hampshire. This makes it well placed for those living in Bournemouth, Winchester, Southampton, Romsey, Basingstoke and Portsmouth. However, its such a damn nice place that it is worth relocating for!

    Interested?

    So are you interested? If so (and you are not a recruitment agency) then email your CV to [email protected] or call him on 01722 320596.

    Case Study: Wiltshire Farm Foods

    One of the biggest challenges of running a successful website is balancing the needs of users with those of the business. This is especially true when an existing business model conflicts with user needs.

    Although not always the case, one situation where this conflict can arise is with franchise based businesses. For the last few years I have been working with a franchise business called Wiltshire Farm Foods. Although, their business model has been phenomenally successful it caused significant problems for their online customers.

    When business models and user needs conflict

    When hired to redevelop the Wiltshire Farm Foods website I saw an opportunity for a quick win. Before a user could enter the website, they were required to provide a postcode. This was a massive barrier to entry as users do not like handing over personal information (such as a postcode) without being given a reason. From looking at the website statistics it was obvious many users were abandoning the site because of this requirement. I couldn’t understand why the company had created such a huge usability hurdle.

    The Old WFF homepage

    The answer was simple – Wiltshire Farm Foods had chosen to give their franchisees control over pricing. Without knowing where the user was located it was impossible to provide a price.

    The decision to give franchisee variable pricing was a good one in the pre e-commerce era. However, as the importance of the web grew, it created a significant problem when competing against large supermarket chains with a national distribution network and standardised prices.

    Although this was a problem for online users, the model worked for the business as a whole. Wiltshire Farm Foods had an incredibly successful relationship with its franchisees. Some had been with the company since day one. The business was driven by the entrepreneurial spirit of its franchisees and independent pricing was a key component of that success.

    Working within constraints

    With the variable pricing constraint remaining unmovable it became a case of managing the impact. Our first step was to move the point at which users were asked for a postcode. Instead of requesting it up front, we only asked for it when users asked for a price. This allowed users to view products and clearly linked the request for a postcode with pricing. We also explained why this step was necessary to reassure users this was not a ploy to send them unsolicited mail. However, ultimately we could not get around the extra step required to see prices.

    It would have been counter productive to dig our heels in and refuse to compromise the user experience. Instead we took a pragmatic approach and worked within the business constraints. Ultimately this worked in our favour. When Wiltshire Farm Foods saw the increase in sales that came from moving where users entered their postcode, it encouraged them to consider changes in their business model.

    Users now get a web price for each product when they arrive on the site for the first time. This price is then ‘adjusted’ once they login or provide a postcode. The user is notified of the change and because the price normally decreases they are generally happy. It is not ideal but it is a dramatic improvement that has greatly increased sales.

    Turning a negative into a positive

    Although the introduction of web prices is significant, it has not been the biggest change in the site. The real change has happened in my own thinking. In the beginning I saw the franchise model as a hurdle to overcome. However, I have since come to realise the benefit it has to the overall user experience, especially for the site’s target audience.

    The Wiltshire Farm Foods audience is elderly with the average purchaser being in their eighties. Not only does this audience have certain accessibility requirements, they also have a number of concerns that need addressing.

    One of their biggest concerns is security, both when purchasing online but also when meals are delivered. They are nervous about letting strangers in their house and yet need help unpacking and storing their meals.

    The Wiltshire Farm Foods franchise system accommodates this perfectly. Customers always get the same driver and feel they are dealing with a local supplier rather than a national brand. They can even pay with cash on delivery and place new orders directly with the driver.

    The problem was that the website did not reflect this local caring service. I was so preoccupied with the negatives of the franchise system, that I failed to identify it as a major selling point.

    Franchises can offer personal service

    Fortunately as I grew to understand the business model, I was able to grasp what Wiltshire Farm Foods had known since the beginning – that service was what set them apart. Wiltshire Farm Foods did not need to be overly concerned about universal pricing because they offered things no national supermarket could. They offered a friendly, caring service from police checked uniformed drivers. These drivers would even unpack meals and take next orders. However, most importantly they were a local supplier who customers came to know personally.

    Once I understood this important selling point it fundamentally altered my approach to the site. The homepage shifted away from merely showing products to promoting the service that was supplied alongside the meals.

    WFF homepage

    The homepage now focuses on promoting these ‘value added’ services through the use of animation. However, more importantly we made a feature of postcode entry. Entering your postcode no longer just revealed your region specific pricing, it introduced you to your local franchisee. Gone was the faceless national brand and instead you were given the names and phone number of your local supplier. Soon you will even see a photograph of your local franchisee and details about their delivery schedules.

    Screenshot of the local outlet information

    All of this helps to reassure the user and personalise the experience. Computers are seen by many (especially the elderly) as impersonal and cold. Techniques like this humanise the experience and connect with users.

    Lessons learnt

    There is a lot that can be learned from the development of the Wiltshire Farm Foods website. We can learn about the importance of understanding your target audience and their motivations. We can learn how a perceived limitation in a business model can be turned into a strength. However, what excites me most is the opportunities provided by the Franchise model to engage with users in a more personal way that is lacking in many websites. With the growth of online social interaction there is the potential for an unprecedented level of customer care.

    161. In or Out

    On this week’s show: Paul announces Micro-Boagworld, we discuss the pros and cons of outsourcing web work and see what recommendation the Boagworld forum has to offer.

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    Housekeeping

    For a while I have been toying with the idea of doing a Micro-podcast that works in a similar way to Twitter but with audio. It would provide the opportunity to share hits, tricks and reviews too short for the main show. My problem was that I needed an application which made this as easy as posting a tweet. Anything more and it would prove too demanding.

    Fortunately a new iPhone application has launched that does exactly that. Called AudioBoo it allows you to record 3 minute audio snippets that then get posted to a website, twitter, facebook and a podcast feed.

    I am therefore pleased to announce Micro-Boagworld…

    View Micro-Boagworld posts here

    Subscribe to the RSS feed here

    Boagworld AudioBoo Homepage

    Back to top

    News

    Pricing and projects

    Alyssa Gregory has written two good posts this week both relating to the pricing of web projects.

    The first post tackles the notoriously difficult subject of How To Estimate Time For A Project. After all, time is money.

    Estimating how long a project will take is tricky and although this post doesn’t provide any magic formulas it does provide good solid advice.

    As well as considering the obvious deliverables Alyssa also recommends time for project management, reviewing work, debugging and client turn around. Finally, she recommends adding a buffer for the unexpected.

    Of course, she doesn’t discuss how all of this time translates into your final price. How much you charge is a matter of conjecture. However, in a second post she does explore a related subject – How To Raise Your Rates.

    In this post, she handles the sensitive subject of how to tell a client that you will be raising your rates for future projects. She suggests five techniques you should employ…

    • Give Notice
    • Set a schedule (make increases annual for example)
    • Make it fair (keep the increments small and manageable by the client)
    • Send it in writing
    • Balance it out (Balance your increase with an incentive – e.g. a special, a one-time discount)

    Its all good advice and important too. As your skills and experience increase, you will need to ensure your rates reflect that. Knowing how to hand those rate increases is vital if you want to keep your clients happy.

    IE8 and IE6

    Microsoft have announced that IE8 will be released via the Windows Automatic Update starting on the third week of April.

    The final version of the browser has been available since March and yet adoption has been sluggish. Hopefully Automatic update will change this trend significantly. However, it does not guarantee universal adoption. Although the update will be marked as important users will not be forced to upgrade. In fact Microsoft has released a blocker toolkit so corporate users can avoid the update entirely.

    Worst of all, it is likely that the update will impact the numbers using IE7 more than IE6. IE6 users tend to be hold outs and are unlikely to upgrade now when they did not upgrade to IE7.

    The only hope is that many IT departments have a policy of running a version behind the current release. If that is the case, the arrival of IE8 may encourage some of them to adopt IE7.

    The entire web design community is keen to reduce its level of support for IE6 and hopefully this update will allow that. In fact, another post this week entitled – 10 Cool Things We’ll Be Able To Do Once IE6 Is Dead – points out just what a wonderful world it would be.

    Once IE6 is gone we will be able to…

    • Use child selectors
    • Make full use of 24-bit PNGs
    • Use attribute selectors
    • Use a wider range of display properties
    • Use min-width and max-width
    • Throw away 90% of CSS hacks (and 90% of the reasons for needing them!)
    • Add abbreviations that everyone can see
    • Trust z-index again
    • Save time and money
    • Enjoy ourselves again!

    Simple and impressive design techniques

    Last week I was doing a consultancy clinic with a developer who wanted advice on designing his website. He was a great coder but did not have much experience designing.

    Although I recommended The Principles of Beautiful Web Design by Jason Beaird it would have been great to point him at the latest Smashing Magazine post – 10 Simple and Impressive Design Techniques.

    This post has some easy to implement techniques that are ideal for developers trying to improve their design skills. Techniques include…

    • Adding Contrast
    • Using Gradients
    • A Better Use of Colour
    • Improved Letter Spacing
    • Changing Case
    • Use of Anti-Aliasing
    • Adding Imperfections
    • Implementing blurring
    • Careful Alignment
    • Trimming the Fat

    Read the whole articles for more details and great examples of these techniques in action.

    Influencing user behaviour

    A big part of good design is guiding the user to complete the actions you want. Influencing user behaviour can be achieved through a variety of techniques. However, it can often be hard to know where to begin.

    One resource that might help you influence user behaviour is The Design with Intent Toolkit. This is essentially a printable ‘cheat sheet’ that suggests a variety of techniques you can apply to your projects.

    The techniques do not just apply to web design but all aspects of design. Consequently not all of the techniques will apply. However a lot do, ranging from the use of metaphors to setting up good default options.

    Some of the techniques contained in this cheat sheet are also beautifully demonstrated in another post I wanted to mention. Entitled 12 Excellent Examples of "Lazy Registration" it addresses the problem of user signup.

    Essentially it is a post that showcases methods for getting around the problem of user registration. As the post itself says…

    Signup forms have long irked the casual visitor. During the process of discovery, nobody wants to stop and fill out details before they can "unlock" the rest of the site’s potential.

    It has certainly been my experience that signup forms are a barrier and so it is interesting to see how different web applications have overcome the problem.

    Back to top

    Feature: When to outsource web work

    Your in charge of your organisations website. It has become moderately successful and now you have a decision. Do you hire a full time web designer or outsource to a web design agency?

    Read the full article

    Back to top

    Listeners feedback:

    In this week’s listener feedback section we look at a series of recommendations from the Boagworld forum…

    A good introduction to Javascript

    Jake writes: I’m curious as to whether or not anyone on the forum has strong opinions on a good introductory javascript book? And by introductory I mean something that’s more about initial learning steps such as syntax, etc. and then talks about best practices.

    Doug answers: You might want to look at one of the books out for coding in jQuery, if you’re planning on going in that direction anyway. As for how to learn javascript I usually push people towards Lynda.com.

    Matt also replies: Awesome book – DOM Scripting – I’d start with this before jQuery as I think you need some javascript knowledge to use jQuery to its fullest.

    A good but free survey tool

    Simon asks: I want to create some simple(ish) survey’s to get clients to fill out after a training session. I know of some paid for solutions, but does anyone have any suggestions for any free tools?

    Laura replies: For something short, I’d use the survey function on PollDaddy. You can get up to 100 responses, and I think ten questions. Ten isn’t many, but you can do conditional branching for free, which is rare, and good.

    I’ve also used SurveyMonkey before, it’s clean and simple.

    A review of Clicktales

    Peter shares his experiences of Clicktales…

    On the recommendation of Paul, I tired out ClickTales.com; and I have to say the results have been interesting (sad, in my personal case) to say the least.

    For those of you not in "the know", or missed episode 141, ClickTales is an app that lets you record and review the actions of your website’s visitors. And I’d agree with Paul: inexpensive, revealing, but limited in essence because you can witness what a user goes through.

    In my case it was most effective because my results have been telling me that I should redesign my website’s structure completely… so I decided I should start from scratch all together and redesign. :)

    Web Design for ROI

    Bill reviews Web Design for ROI by Lance Loveday & Sandra Niehaus…

    Each year I find one or two books that really stand out. This book, Web Design for ROI, changed the way I look at current eCommerce projects and helped me identify better strategies for building web sites.

    Rich adds: I agree this is an excellent book.

    Not too much new for a seasoned pro like myself, but I did still learn a fair bit and I’d recommend it to anyone with an interest in websites that make money.

    Pro Paypal e-commerce

    Finally, Ian shares an extensive review of the book ‘Pro Paypal e-commerce‘. Ian writes a very thorough review but here are a couple of highlights.

    I thought this was a great read. It’s not often you finish a book and feel confident you have all the information you’re going to need to complete your project. The book isn’t just technical but also has lots of useful nuggets on business practices and background on payment systems in general for those that are unfamiliar with them at this level.

    I feel confident in recommending this book to anyone who is involved with developing E-commerce systems or is going to be in the future. The author Damon Williams has a very readable style that is mercifully faux-humour free but never dull and explains everything clearly and concisely and despite its relatively low page count at 260 pages or so, still manages to cover a lot of ground without ever feeling as if it’s being too terse.

    For more reviews about everything from web design books to software visit the Boagworld forum. We are also going to do some cool new stuff on the forum over the coming weeks. Keep an eye on it. We have already added a Jobs category for those of you who are looking to hire a web designer, so be sure to check that out.

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    158. Home

    On this week’s show: We share the highlights of SXSW, discuss home working, and interview Rob Borley about project management.

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    Housekeeping

    Headscape still recruiting!

    Headscape is still recruiting. We are looking for an enthusiastic, talented developer to join our team, working from of our offices in Hampshire. For more information see the job advertisement on Boagworld.

    Back to top

    News and events

    The best of SXSW

    Well, SXSW is over and I am back in the UK. But what happened at the conference? What was the big news this year?

    That is actually a hard question to answer. There is so much at SXSW that it is almost impossible to get a sense of everything that is going on. Even if you could attend every panel that isn’t always where the real action takes place.

    The real conference often happens at the parties and in the corridors. In fact, more than one spontaneous panel was started via Twitter, thanks to official panels being full.

    Panels this year ranged from the downright dull to all out flame wars! One that I unfortunately missed was "Is Spec Work Evil!". However, Marcus attended and tells me it was particularly fiery. Personally, I am very much against speculative work as I have said before. However, not everybody would agree and the panel seemed to reflect this diverse opinion.

    One panel I did make was Paul Annett’s amazingly inspirational talk on Easter Eggs and design twists. The talk focused on the little things you can add to your site to make users go ‘oooo that’s clever’.

    Too often I neglect such ‘bells and whistles’ in favour of usability and accessibility. Paul demonstrated how these different priorities can sit side by side without compromising each other. He showed some great examples including the hidden arrow in the FedEx logo and the vines on the Silverback website.

    fedex logo

    The final panel I want to mention is ‘Being a UX Team of One‘ by Leah Burley of Adaptive Path. To be honest the title of this one was a little misleading (at least from my perspective).

    What I took away from this session was that design should not be a solitary activity, solely reliant on the creative inspiration of one individual. Leah seemed to be arguing for a more collaborative approach especially at the wireframe stage. She proposed that all of those involved in the project should sit down together and hammer out the wireframe designs.

    This addressed two separate problems we have been having at Headscape

    • The developers concerns at not being involved early enough in the process.
    • The question of who should do wireframing – the designer or the IA person.

    Best of all Leah’s presentation was very pragmatic. She provided lots of practical approaches that encourage idea generation and collaboration. I highly recommend listening to the podcast of this when it is released.

    Browser testing and IE6

    In other news, there seems to have been a lot written about browsers this past week. Three stories in particular caught my eye…

    • .net Magazine seems to have hopped on the ‘dump IE6′ bandwagon – My opinion is the same as that of Jeremy Keith as expressed in last weeks show. It is not a matter of dropping IE6. We should instead being deciding whether we wish to offer it the same level of support as modern browsers. I am entirely in favour of providing IE6 with a basic stylesheet that avoids its shortcomings. However, I dislike the idea of dropping it entirely.
    • Microsoft has released SuperPreview this week that allows Windows users to test different versions of IE simultaneously. I have to say this looks like an impressive tool. It allows you to view IE6 and IE7 side by side. It also has many other tools that may also be useful. Support for IE8 and other browsers will follow and although it is currently in beta, I think it will quickly become an indispensable tool for Windows based web designers. Just a shame there is no mac support!
    • Finally, Sitepoint have written a brief outline of how to create the perfect browser testing suite. Ideally for those starting out it lists various online browser simulators, virtual machines and desktop browser emulators.

    Browser testing continues to be a pain in the neck and I for one would be willing to pay for a decent way of streamlining this whole process. This is especially true now that IE8 has been officially released and we have another browser to add into the mix.

    Screenshot of Superpreview

    A simplicity case study

    A few weeks ago I wrote about the importance of simplifying your website. Well, this week Gerry McGovern has written the perfect case study to support the argument I was putting forward.

    Removing poor quality content increases customer satisfaction‘ talks about how the Microsoft website consists of a staggering 10 millions pages. Of those pages 3 million have never been viewed!

    The post goes on to explain how the Microsoft Office team took a different approach with their site by removing irrelevant pages. According to McGovern…

    By weeding the garden, the top task pages became easier to find. But just as importantly it became harder to find a minor task page when you were looking for a top task page.

    In short, removing pages reduced noise. Disturbing though it sounds, I think we could all learn something from Microsoft’s example.

    An introduction to Microformats

    My final post today comes from Richard Rutter’s blog. It is basically an introduction to Microformats aimed at the non-geek. He wrote the post because he recently found himself trying to explain microformats to a client and could not think of a good post that covered the subject from their perspective.

    Personally, I am not sure it is necessary to tell a client you are implementing Microformats. The cost of adding them is so small and the benefits so hard to explain, that you maybe better off just doing it.

    That said, this is an excellent post and if you are struggling to understand the point of Microformats, this is certainly worth reading.

    Back to top

    Interview: Rob Borley on Project Management

    Paul: So, joining me today is Mr. Rob Borley. Hello Rob.

    Rob: Hi Paul, how are you doing?

    Paul: Very well indeed. Good to have you on the show. It’s been a little while.

    Rob: It has, It has. It’s weird hearing the show above you, um rather than being below.

    Paul: Oh yes, because you sit upstairs, don’t you?

    Rob: Indeed.

    Paul: Do you actually hear it?

    Rob: I do. It’s like have a little base bin ?

    Paul: Awh. So, um, we have kind of been thinking for a little while that we need to get someone on the show to talk about project management. And the idea was we’d get some high profile web design project manager to come in and talk about web design project management. Then I realised, um, that I can’t actually think of any. You know, I really don’t know of any kind of web design project managers out there, other than obviously the people that work at Headscape.

    Rob: Well, maybe there’s a gap in the market.

    Paul: I think there is a gap in the market.

    Rob: (unintelligible) celebrity project manager.

    Paul: Well I think that’s somewhat of an oxymoron, but setting that aside, lets shift around a bit, yeah, so, um, so we thought, lets get you on the show. Um, now, you’re quite and interesting case because you started of as a techie.

    Rob: Yes.

    Paul: And you became a project manager.

    Rob: Yes.

    Paul: And, so, um, let’s start by talking about the role of project manager. How would you describe your core role? What is it that you do? I should know this I guess.

    Rob: Well, you mean other than manage projects.

    Paul: Ok, you just have to make a joke out of it. But you know what I’m getting at.

    Rob: Yeah yeah. I mean, I guess, um, the main thing that we do is shovel shit, really. We deal with crap. You know, the main thing project manager would do is a filter between clients and the production team for the project. I mean, there are a couple of stages I guess. So you’ve got the planning part of the job, which is essentially working out what it is you need to do, um, making sure you got the results to do it, plotting a nice time line so they can all fit as far as having deadline. And then you’ve got the people said, because really project management is a people job. You need to know how to get the most out of all the people that are in your project team, um including the client. You need to include the client in your thinking, always. Yah, that’s essentially what we do.

    Paul: Yah. It’s a people person thing. I always thought you were so charasmatic. Ok, so, I mean, I guess the question is, if you look at the kind of, if you look at Headscape, and the way that we’re organised, we’ve got four developers, four designers, and three project managers. I mean, that’s a lot of project managers. And, you know the question is, why, why have project mangers at all? Why couldn’t the designers and the developers do the job? Why couldn’t it be spread across multiple people? Justify you exsistance, Rob.

    Rob: Yeah, this question kind of makes me nervous here. I feel like I’m re-interviewing for my own job. Not that I interviewed in the first place, but, I guess in one sense, if you were in a small project environment, you could almost get away with one person. If, you know, its a one person job, you could get away with them managing themselves for a limited amount of time. Um, but, as soon as you get beyond jobs which are more than one person, um, and go on for an extended period of time, you start needing to provide some glue to stick things together. You need someone whose got an overview of everything that’s going on. You know, the developers have got a very developer mindset about the way things happen. Designers are the same way, they know about the design stuff. Um, but actually translating what the client wants and feeding that into both areas and bring them together is what’s missing, if you don’t have a project manager.

    Paul: So, to some degree, project management becomes necessary with scale. The bigger the projects, and the more complex the projects, then the more a need for a dedicated project manager.

    Rob: Yeah, definitely. I mean, I guess the real role of a project manager in these situations is the facilitator. You’ve got all of these tools which are basically your resources, your developers, your designers, um, and you need to be able to enable them to work effectively together to produce what the end product is going to be.

    Paul: So here’s a question that I didn’t pre-give you, in advance, which is always the best type. Why, why, why become a project manager? What made you – because you were heading up our technical development team, you were, you know, you were doing very well. Why did you feel the need to get involved in what you call shit shoveling?

    Rob: Well, I think my main motivation was, Headscape was growing, and we started employing all of these younger, more dynamic, much more talented, better looking developers, that were basically going to show me up. So I figured that before I got shown in true light that I was going to need to move somewhere else. Um, no, well that’s partly true. Really, I think, its the people’s aspect that I’m really interested in. A good project manager is someone who is able to understand how his resources or how her resources work and how your clients work, and joining the two together. Um, while I quite like writing code really, I’m not passionate about it. So that side of it, you know, I reached as far as I wanted to go, and I really enjoy the people thing.

    Paul: Ok. So what other, I mean, what other kind of characteristics do you think make a good project manager, obviously the people skills you talked about, what other, I mean if there are other people out there going well actually I’m not that passionate about coding, or I’m not that passionate about design, but I am passionate about the web, I do like the web design process, perhaps project management is the way I ought to be going. You know, what skills, what characteristics do they need, what personality traits do they need?

    Rob: I think well, you need to be able to plan. Um, you know, planning is very very important. If you plan well, then your project will usually go well.

    Paul: I like the cornification in that.

    Rob: You have to be able to predict the future is helpful.

    Paul: Yes.

    Rob: A major part of what we de in the planning stages is assessing risk. You know, so, we’ve got what we’re starting with, we’ve got what we want to achieve, and we’ve got a time scale, now we need to work out what things might appear that are unforeseen, which are going to affect us reaching the time scale. So being able to foresee the future is helpful. Um, and so planning, being quite analytical and thorough. The logical background I have from being a programmer, a developer, is really helpful because you have to approach project management in a very analytical way, to make sure you don’t miss things. So there’s that side of it. And then there’s communication skills. You not only need to be able to communicate with a client affectively so they show that you understand what they want, um, and they understand where you are with the project, and they’re happy because a happy client makes everyone happy. But you also then need to communicate that with the various personalities in your team. You know, whether thats the developers locked up in a dark room with no social skills, or the crazy charismatic designers who…

    Paul: You’ve just gone with stereotypes that so don’t apply. If I look at our team, no offense to our designers, they’re the ones that sit in the darkened room with their nose right pressed against the screen. And the developers are the ones that are crazy and never do any work.

    Rob: (unintelligible) something about reading personalities. No, but you see my point. You’ve got these almost extremes, especially in the web, I guess, in the web world, you’ve got these extremes of personailities which somehow you need to be able to communicate with and put it all together and so, yeah, that’s an important skill. I think the third area, is to be quite relaxed about life. Because things will go wrong and do go wrong, it doesn’t matter how well you plan and how good you are at predicting the future. Stuff will appear that is completely unforeseen and will completely throw (unintelligible). And everyone gets really upset and people will shout at you and it goes a bit nuts. Um, and if you go nuts as well, you project team falls apart, because they look at you as the calm rudder in the storms of life. I can feel my other project manager buddies laughing at me, um, but if you’re calm and you can not get stressed at that but actually see, try and find a clear path through a very stressful situation, then really helps.

    Paul: I would so be the worst project manager in the world. I’ve got the attention span of a newt, I’ve got no organisational abilities and I get stressed at everything. So overall, I think I’d fail.

    Rob: Yeah, stick to web celeb.

    Paul: Yes, I’ll come up with some other title that sounds good. Um, ok, so you talked about this really is, I can honestly say, a foreign area to me. Right? You talk about planning a project upfront. I’m not a planning person. Right? And there seems to be so many variables involved in a project and so much as you say, that can potentially go wrong. How do you plan it? I mean, you know, the kind of thing that you always talk about, when you talk about project management is endless gantt charts that seem to be outdated in about 5 minutes, sort of kicking a project off. How to you effectively plan a project?

    Rob: Um, well, we do use a gantt. We always start a project with a gantt. And, um because it seems like thats what project managers are supposed to do, so we justify the time with a gantt. Um, but you do need, um, I think assessing risk is something that is vital in successful project management. Its something that we’ve been doing at Headscape, um, increasingly more over the last year or so otherwise this need to actually spend time highlighting what could actually go wrong here. So, you look at, I’m not going to be able to think of any examples now, but a particular, let’s say you building a shop or something. So potential things which could delay that project would be: the client not getting around to telling you what the products are on the shelf and content population is a big risk on meeting a project deadline, because it is out of your control. So, its like, I need the content by this date, and he needs to put the content in by X date. If the client doesn’t do it, there’s nothing you can do about it.

    Paul: I’m guessing integration must always be a big risk. Integrating with third party applications.

    Rob: Exactly, so if you’ve got some sort of third party database or a web service you’ve got to pull in, something that you’ve done a bit before, but you don’t know anything about, that’s a risk. Because you can guesstimate what’s going to happen, but its unforeseen. And so, the trick is basically, to find all the tasks that have these risks and then multiply (unintelligible) an hour by some random number. And then make the rest up as you go along.

    Paul: So what about once the project gets going, how, what techniques and tools maybe do you use for monitoring and controlling the process and trying to keep on top of everything.

    Rob: Yeah, I mean, there are lots of tools out there, obviously, lots of funky web-based ones, um, there is no substitute for talking to you team. Um, trying to (unintelligible) email or basecamp or something is impossibly without talking to you team. So, communicate. It’s a big part of what we do. You have to talk to the people doing the work, you have to talk to the clients, um you have to keep the lines of communication open. Um, but as far as actually keeping track of what’s going on, we do use basecamp, um which is great for managing lists, basically, you manage lists. So from our gantt shell, we’ll break it up into a series of tasks if you like, wide areas, um, and then, (unintelligible) ask people to add comments to them and take them off and then we’ve got kind of an overview of where our project is. Um, and hopefully from there, and when we’ve got the gant shell, we’ve got some dates, some milestones and reminders like you should have done this by then, um and so, you use that to kind of keep track of where you are.

    Paul: Cool. What about, so that’s kind of dealing with the internal side of things. What about when it comes to the client, I mean, you talked about, you said earlier, a happy client makes everybody happy kind of thing. So what makes a client happy? What are the things that really, or perhaps turn it around the other way, what are the things that really piss of a client and where can it really go wrong?

    Rob: This is really where the people side of it really comes in because every client is different. Some clients want you to talk to them for five hours a day, hold their hand, you know, spoon feed them, and some clients just want to know when it’s finished. So initially, when you’re kind of trying to assess your project team, if you like, your resources and what you’ve got, assessing the personality of your client early on, will really put you in a good place. Um, but, I guess, general principles, if you’re honest, it helps. Um, so, be realistic about what you’re telling your client is going to happen. Don’t promise the Earth by yesterday. Because then you won’t deliver and then they’ll get upset. If there’s going to be a problem, if things have slipped for some unknown reason, then tell them as soon as you know. Tell them as quickly as you possibly can. Um, manage their expectations is kind of the phrase that we use a lot. You gotta manage you clients expectations so that they’re not expecting something that you can’t deliver. And um, and then that limits the amount of upsetness that they get.

    Paul: Slippage is a big one, isn’t it? This kinda whole area of things like, you know problems you kinda face, things, like slippage, scope creep, non-delivery, I mean, how do you have any kind of broad techniques for dealing with these kinds of things, or is it just kinda communications thing again.

    Rob: It’s mainly I think a communication thing again. Um, part of the planning stage is trying to asses these risks and so you try and build in contingency to cope with those, and if you’re building enough contingency, you deliver the project early and that makes everyone really happy, even if its a long project, you deliver it early, you’ve exceeded their expectation also. Um, so I think, if somethings going to slip, I think you should say you’ve got to be honest. Sometimes things are just out of your control, so you’re two weeks before the end of a project, you in the middle of snagging, your lead developer goes down with appendicitis. There’s nothing you can do about that, and so you just need to communicate with the client and hope they take it well.

    Paul: So wishing everything works out, I’m loving that approach. Ok, so, um, let’s finish of with a piece of generic advice. Either people starting out in project management or those that have had project management foisted upon them. You know, whats the kind of one piece of advice that you would leave for people?

    Rob: Get to know your team. I think that’s the main thing I would say. Um, its kind of like, when you drive you car, you’re environment is a very organic, dynamic thing, you know what it really what’s going to happen and the only thing you’ve got to get you through it is that you understand you car. You know almost instinctively how it works, how to drive it it, if you get to that situation with your team, then whatever the project throws at you, you kind of, you can deal with it. If you understand how you client is going to react to a certain situtation, you can intincfully deal with it. And it keeps the stress levels low. You need to find ways of managing your stress levels.

    Paul: There you go, that’s great advice. Thank you vert much for that, it was wonderful. I really appreciate you coming on the show.

    Rob: My pleasure.

    Thanks goes to Meredith Marsh for transcibing this interview.

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    Feature: Home Working

    I was recently contacted by a friend of mine Marieke Guy about writing a guest post for her blog on remote working.

    I have been working at home for over 7 years now and am a great believer in the benefits. However when I actually sat down to write the post, I realised just how long it has taken me to find the right way of working.

    As a large number of people who listen to this podcast work from home, I thought I would share my experiences to date and my hopes of where remote working will take me in the future.

    The reality of home working

    Back to top

    The reality of home working

    An increasing number of people are trading in the cubicle for home working. However, is home working really everything it is cracked up to be? I share what I have discovered after 7 years of home working.

    Like many people starting a new business, we begun Headscape working from home. It was a great way to keep costs low and ensure those long hours required when starting a business were more bearable. However the real appeal of home working, was the feeling it provided more flexibility.

    The dream becomes a nightmare

    To begin with it felt like being set free. I could work in my pyjamas, no longer worry about day time deliveries and get to see my new born son whenever I wanted. Unfortunately, like everything, the honeymoon period eventually wore off.

    It did not take long for the presence of my new born child to turn from a blessing to a curse. His constant crying made work difficult and my loud conference calls often brought the wrath of my wife because they disturbed ‘nap time’.

    I also found myself craving human interaction. Although my wife and son were around, I found I could go days (or in some cases even longer) without seeing another human sole. In fact there was a period of time when I rarely left the house.

    Things weren’t much better when friends and family did come to visit. They seemed unable to grasp that I was at work and I suffered from constant interruptions.

    Suffering from a lack of self control

    However the biggest problem with my new found freedom was that it required a lot of self control. Many people suffer from a lack motivation when they start home working. They become get distracted by day time TV or making ‘yet another cup of tea’. However, I suffered from the opposite problem.

    With work so easily accessible and a new business to worry about I found myself constantly drawn back into the office. For a considerable time all I did in my life was work and sleep. It was damaging to both myself and my relationship with the family. Something had to change.

    What didn’t work

    I decided that what I missed was the structure of office life. I therefore decided to recreate this structure at home. I started work at 9AM and finished at 5.30PM (at least that was the theory). I even dressed for work and at the end of the business day got changed into my casual clothes.

    I set rigid boundaries for friends and family too. While I was at work I was off limits and simply would not interact with others. However, I did try and overcome my feels of isolation by experimenting with a plethora of communication tools. My aim was to enable better communication with other members of Headscape.

    However ultimately all of these techniques failed. They failed to acknowledge the very nature of home working and left me with the worst aspects of both home and office.

    I became increasingly irritable with family, annoyed by the constant interruptions created by the comms tools I had put in place, and trapped by the rigid routine of the 9 to 5.

    The secret to home working

    At this point you probably suspect I return to office life. However, that is not the case. In fact where most of Headscape now work in an office, I am one of the few hold outs who refuse to give up home working. I love it. It just took me a while to work out how to make it work.

    The secret to home working is finding a balance. You need to put boundaries in place that ensure you strike the right work/home balance. However you must also ensure those ‘rules’ are not so restrictive they suck the pleasure out of home working.

    Take for example working hours. I required boundaries. On one hand I needed to limit the hours I worked. However, I also had to overcome the guilt I felt when I believed I wasn’t working hard enough.

    The answer wasn’t working 9AM to 5PM. This simply imposed an office model on a home environment. Rather I started tracking my time. Each day I work an 8 hour day. However rarely is that in normal business hours.

    I tend to start around 9ish, but as anybody who follows me on Twitter knows I often take a nap in the afternoon. This suits my body clock and takes full advantage of my home working environment.

    I also feel free to stop when friends or family come around. I often go for coffee or even see a movie with my wife. I then make up the time in evenings or weekends. Because I track the time, I do not need to feel guilty about these distractions.

    I know what you are thinking- what if one of my colleagues needs something from me when I am out? Well, I always ensure I am instantly contactable. I have my iphone and will always answer it even if that means walking out of the movie. Also, I normally carry my laptop and 3G modem so I can act on things immediately if they are urgent.

    Of course, I am not naive. If you work in customer support or as part of a closely knit team then this would not be possible. However if you do, then home working is probably not ideal anyway.

    I think that is the problem with a lot of home working articles. They fail to take into account the huge variety of factors that can affect how you work from home. It is impossible to tell anybody how they should work from home because…

    • We all have different characters
    • We all have different job requirements
    • We all work in different home working environments

    That said, I do think there is at least some advice I can give in regards to working environment.

    Your working environment

    When I first started home working we converted our dining room into an office. I did at least get one thing right. I realised the importance of having a dedicated working environment. You cannot work from your kitchen table when the room is also being used by the family. It just doesn’t work.

    However, what I got wrong was the room I picked. Our dinning room was right in the middle of our house, between the kitchen and living room. Only a partition wall divided it from the living room and so I could hear everything happening in the house and vice versa.

    Now my office is a converted garage adjoining the house. Its only link is through a heavy fire door and utility room. It is essentially a separate area exclusively for my work.

    My home office

    Pick your working environment carefully. Ensure you have a room away from the rest of the house. It will make a world of difference. Also, spend time and money to ensure it is as nice a place to work as possible. Lots of daylight is the key for me. That and nice furniture. If you don’t make your home office a nice place to work, it will become a prison you learn to hate.

    Of course, no matter how nice your home office it will eventually drive you crazy. When you work and live in one place, you eventually feel the need to get out. That is where I am grateful we have a company office too. I have found myself really enjoying the change of environment and the opportunity to speak to real live human beings!

    If you don’t have an office, then try working from a coffee shop or even break free from the office model entirely.

    Beyond the office

    While most companies are considering allowing their employees to home work I am beginning to experiment with leaving the idea of an office behind entirely.

    The realisation that there is no need for me to be constrained by any kind of office first struck me when reading ‘The 4 Hour Work Week‘. Although there is a lot in that book I disagree with, I do think it gets one thing right – most of the work we do does not need to be constrained to a particular location.

    Take for example this post. I am currently flying at 30,000 feet over the Atlantic on my way to SXSW. I can still blog. In fact Dave and Craig (two of our developers at Headscape) are sitting in front of me installing .net on a mac and Marcus is sitting beside me building a wireframe. As long as we have a computer, we can work anywhere.

    This is even easier when I am on the ground! For £15 per month I have a 3G modem that allows me web access too. Combined with my iphone and laptop, I have a complete mobile office. I could work from anywhere.

    Of course this approach is not without its challenges. My modem may give me web access in the UK, but using it abroad is expensive. That said, there are a growing number of wifi spots internationally so it is a problem that is diminishing.

    As with home working the more significant barrier is a mental one. In the same way I had problems working out how best to work from home, I am also having problems knowing the best approach while travelling.

    Over the summer I did an experiment in ‘road’ working when I went on holiday to the Highlands of Scotland with the family. I took a week’s holiday and decided to work for a week too, as an experiment. I have to say it didn’t go well. The temptations of the great outdoors and family fun was just too great. I did my weeks work but only just and it was not a pleasurable experience.

    View from my window in Oban at Sunset

    That said, I know of others who have got it working for them. I just need to find the right way for me. Perhaps I should get up early but stop after lunch. Perhaps I should take a long siesta in the middle of the day and work later into the evening. The possibilities are endless and one of them will strike the right balance between working and living the life I want to live.

    What I am convinced of is that mobile computing has opened up limitless opportunities to work where we want and how we want. All that is holding us back is the status quo and outdated ideologies.

    If you recognise that the mobile web is important and you need help deciding on a strategy, then book a mobile consultancy clinic.

    Book a consultancy clinic or contact Rob about a more in-depth review.

    Three secrets to simplicity

    Many website owners damage their sites by continually adding features and content when they should be simplifying. In this post I reveal why that happens and how to simplify your website.

    In my post ‘5 options when website budgets get slashed‘ I explained that many organisations waste money adding ever more functionality and content to their sites when they should be simplifying. Unfortunately it is much easier to add content than take it away. But why is that?

    The 3 lures of complexity

    In ‘10 harsh truths about corporate websites‘ I outlined 3 reasons why website owners shy away from removing content…

    • A fear of missing something – By putting everything online website owners believe they are giving users easy access to everything they need to know. Unfortunately, with so much available, it is hard to find anything.
    • A fear users will not understand – Whether it is a lack of confidence in their site or their audience, many website managers feel the need to provide endless instructions to users. Unfortunately, users never read this copy.
    • A desperate desire to convince – Many website managers are desperate to sell their product or communicate their message. Text becomes bloated with sales copy that actually conveys little valuable information.

    However, I think there is more to it than that. First, there is a general laziness. It is easy to leave content online. It takes effort to remove it. Second (and more importantly) there is a desire to please users. If a user asks for a feature or piece of content, we feel obliged to provide it.

    3 questions that encourage simplicity

    Adding functionality requested by users is not always a good idea. You need to ask 3 questions…

    • How many people are asking for it? – If only a few people request a piece of functionality, there may not be the demand to justify the time and money.
    • Who is asking for it? – If it is not being requested by your primary audience then you should probably not be building it.
    • How will it affect others? – With new functionality comes complexity. Will that functionality confuse some users? Will it distract from your main call to action?

    What then do you do if your site has become overly complex? How do you achieve simplicity?

    3 steps to achieving simplicity

    According to ‘The Laws of Simplicity‘ there are three practical ways you can simplify anything, including your site. These are:

    • Remove elements
    • Hide elements
    • Shrink elements

    Let’s look at how these steps work in practice.

    1. Remove

    Headscape Website

    The first step to simplifying your site is removing unnecessary content. This is by far the hardest step for the reasons I have outlined above. However, it is necessary as Steve Krug explains in his book ‘Don’t Make Me Think.’ He identifies two benefits of removing content…

    • It reduces the noise level of your site
    • It makes the useful content more prominent

    Removing content really does make a difference. We applied these principles to our own website at headscape.co.uk and saw a significant increase in conversions (those visitors who request a quotation for our web design services) and some amazingly positive feedback on the site itself.

    In fact we took the principle so much to heart that we went from a 40+ page site down to a single page! Of course, that kind of radical approach is not for every site. However, even removing some content can make a huge difference.

    2. Hide

    Unfortunately, it is not always possible to remove as much as you wish. Sometimes you need to keep content to serve secondary audiences. That is where hiding content comes in.

    It is important to cater for secondary users, but you do not want their content to distract or confuse your main target audience. Instead of removing their content, you can hide it deeper within your site or within the interface itself.

    Menu on the Wiltshire Farm Foods website

    An example of this is a recent homepage redesign we completed for Wiltshire Farm Foods. Most of their sales come from 6 categories of meals. However, they also offer a number of other categories. On their old homepage the 6 main categories were lost among the other categories. Users felt overwhelmed by choice and sales were lost.

    One option would have been to reduce the number of categories to focus on the 6 big sellers. However, this would upset a sizeable secondary audience. So instead, we hid some of the categories under a show more link. This meant that their secondary users could still be served, without overwhelming the primary audience.

    3. Shrink

    Finally, there are occasions when content can be neither removed or hidden. This is often because the content is of critical importance to a secondary audience and needs to accessed quickly. In such cases the content can be shrunk.

    Take for example University websites. Their primary audience is almost always prospective students. However, they also cater for staff and existing students. These people need quick access to intranet tools such as the institutions address book. The solution is to add a small inconspicuous link on the homepage that takes them quickly to this content. By keeping the link small (shrunk) the site serves their needs without distracting or confusing the primary audience.

    A similar approach was used on the Wiltshire Farm Foods new homepage. However in this case the content was actually shrunk.

    Because of the elderly demographic it was important that we provided lots of help to new users. We therefore wanted to dedicate a substantial amount of homepage real estate to meet their needs as they arrived. Our solution was this…

    WFF get started guide

    Unfortunately this became distracting once the users were familiar with the site. It became a usability hurdle. One solution was to remove it. However, this would make it impossible for users to refer back to if they became stuck. The next option was to hide the content elsewhere (for example in the help section). However, previous usability studies of this demographic showed they develop ‘habits’ in the way they navigate. If we moved these links that they relied upon, it could prove confusing.

    Our final solution was to shrink the content. So instead of moving or removing it we simply collapsed it…

    WFF get started guide, collapsed

    This meant the content continued to be accessible but did not become a distraction or take up too much real estate.

    Conclusion

    Although the ideal scenario is to remove content, it is also possible to simplify in other ways.

    This should not be mistaken as an excuse to avoid removing content. However, you could use hiding and shrinking as the first step towards removing. If these techniques do not alienate your users, then it maybe appropriate to remove that content entirely.

    Whatever the case, we should all be looking for ways to improve our sites by simplifying rather than adding more and more content.

    Headscape is hiring

    Are you a developer living in the south of england? Headscape is looking for a talented, enthusiastic developer to join their team.

    Not only are we looking for somebody interested in renting office space at the Barn, we are also looking to hire a new developer. We are looking for somebody with a computer science background, who is passionate about the web and can work out of our Hampshire offices.

    Who we are looking for

    We are looking for a server side developer who is absolutely passionate about the web and keen to develop new skills and experiences.

    We are looking for somebody that loves finding innovative solutions to problems, enjoys working as part of a creative team and excels under pressure.

    We need somebody with a computer science background preferably with a first or upper second degree.

    Although Headscape is almost exclusively a .net development house, we do not require you to have specific experience in this language. As long as you can write great code, we will teach you the rest. (Anti-Microsoft Bigots need not apply!)

    What we can offer

    Headscape has a lot to offer employees. Just some of the benefits include…

    • A great working environment (watch our recent tour below)
    • The chance to attend industry conferences (two of our developers are off to SXSW soon)
    • All the training and careers development you need
    • The opportunity to work with an amazingly talented team
    • Loads of challenging and complex work that will stretch your skills
    • Some great client work to add to your CV
    • A decent office chair! :)

    As for salary – Headscape always try to pay well and also pass on our success in the form of bonuses when things go well.

    Where you would work

    One of the best things about working for Headscape is our offices. Check out the video tour below. This was originally recorded to show people the room we have for rent. However, it also gives you a nice idea of where you would work.

    The office is based in Lockerley, Hampshire. This makes it well placed for those living in Bournemouth, Winchester, Southampton, Romsey, Basingstoke and Portsmouth. However, its such a damn nice place that it is worth relocating for!

    Interested?

    So are you interested? If so (and you are not a recruitment agency) then email your CV to [email protected] or call him on 01722 320596.

    Rent a room at Headscape

    Unfortunately our previous tenant has moved out so we now have a spare room available at the Headscape office. If you fancy working alongside a group of amazing designers and developers in the heart of rural Hampshire, read on.

    Headscape has a gorgeous converted barn in the beautiful Hampshire countryside. It is a truly inspiring place to work especially for those seeking to escape the rat race.

    We are currently looking for a freelancer or partnership interested in renting a spacious room at the Barn. Not only will you benefit from the wonderful surroundings, you will also get to work alongside some the brightest minds in the industry (if we do say so ourselves!).

    What you get

    We have tried to keep things simple. The monthly rent includes everything with the exception of your phone line*. This includes…

    • Your own private room
    • A desk and chair for your new office
    • Free coffee and tea
    • 24 hour access with your own key
    • Use of the meeting room
    • The use of the kitchen
    • A lovely view over fields and forest
    • A fun and vibrant working environment!
    • An invite to our summer BBQs :)

    * There is an existing phone line installed. All you need to do is get it transferred.

    Location

    Our offices are in Lockerley‎, Hampshire. Lockerley is a lovely little village with all mod-cons. These include exciting attractions such as…

    • A village shop
    • A pub (nearby)
    • A village green
    • A postbox

    What more could you want :)

    The cost

    It’s £336 per month, and you’ll need to pay a one-month deposit (to cover furniture, etc).

    Interested?

    If you are interested in learning about having an office at the Barn then call Paul on 07760 123 120 or email [email protected]

    7 Harsh Truths about running online communities

    In ‘10 harsh truths about corporate websites‘ I highlighted some of the problems I perceive in how companies run their websites. However, many organisations are not content to simply run a website, they want to run an online community too.

    Don’t get me wrong, I am excited to see organisations embracing the idea of community. I have been involved in running virtuals communities since 1996 and in 2004 I wrote about the business benefits of community. To this day I encourage Headscape’s clients to build relationships with their users.

    A well run community can…

    • Drive traffic to your site
    • Generate a passionate, evangelistic users
    • Encourage repeat traffic
    • Help develop your products and services
    • Save you money

    This is not a ‘rant’ against community, or even corporations running communities. It is an argument against the way they sometimes choose to do so. I continually see the same mistakes being made by organisations. It is time that they faced the harsh realities of running an online community.

    1. Technology does not create community

    When clients ask for help to build a community, they almost always talk in terms of technology. “We want to add a forum to our site” or “can you create a profile system”.

    In ‘10 harsh truths about corporate websites‘ I write about how a CMS will not solve your content problems. In the same way a forum will not create a community.

    Vanilla Website

    Community is about people and relationships, not technology. The technology is the easy part. You can have a forum like Vanilla up and running in minutes, but it will take months of hard work to build a vibrant community.

    If you implement the technology and just sit back then your community will fail. The technology merely allows you to engage with your community in the same way as a telephone lets you talk to your friends. It is a tool and nothing more.

    2. Show some commitment

    I have already said that building a community takes time, but it also takes commitment.

    Too many website owners start communities only to give up when they do not see fast results. A community can take months to get off the ground and years before it shows real returns.

    It also takes ongoing input. To make your community successful it must be nurtured on a daily basis. When a user posts, you need to replying promptly. Until your community is well established it will need monitoring multiple times a day.

    You also need to demonstrate commitment to the individuals that make up your community. You need to take on board their input, address their concerns and encourage their contributions. You need to show you care.

    3. Learn how to lead

    As well as caring for your users, you also need to know how to lead them.

    This is not leadership in the ‘managerial’ sense. These people are not obligated to listen to you or do what you say. You need to inspire, excite and encourage them.

    Running a community requires you to be more like a politician or preacher than a manager. You need to mobilise people around a common cause and stamp your personality on the community.

    Unfortunately there are few course that teach these kinds of skills. However, I would encourage you to look at great leaders like Gandhi, Martin Luther King and even Barak Obama for inspiration. These men can teach you a lot about engaging with people and encourage others to follow your direction.

    Photograph of Barak Obama

    4. An antisocial community is your fault

    As the leader of your community, your personality sets the tone. As a result if the community behaves in ways you do not want, then you only have yourself to blame.

    I have seen many bloggers write about the negative comments they get on their posts. In most cases this is due to the tone they themselves strike in their writing. Although there are exceptions I believe that users will respond in the same voice you yourself set. If you are irreverent, then so will your users be. If you are rude, expect rude responses.

    A good example of this is the social news website digg.com. Digg has developed a reputation for its ‘harsh and juvenile’ comments. I believe this comes from the leadership of founder Kevin Rose in his associated podcast Diggnation. This irreverent, comically and highly entertaining podcast has set a tone that has been carried across by users into the comments.

    Diggnation Homepage

    This is not a criticism of diggnation. Digg.com has become very successful because of their passionate community. It is merely an observation that you reap what you sow.

    5. You need to swallow your pride

    Another aspect to leading a community is the need to learn humility. No matter how well you run your community, you will mess up. When you do, how you respond is of crucial importance.

    Because of the ‘distance’ that the web affords, people are often more critical than they would be face to face. Feelings are overstated and there is an inability to read the non-verbal signals we normally rely upon. This can often lead to confrontation and disagreement.

    I have seen communities fail because the organisation alienated its community by responding badly to criticism.

    If you want to run a successful community you must swallow your pride and never respond defensively to criticism. Instead acknowledge the comments and thank people for their honesty. Ask others what they think and hopefully they will come to your defence. If not, then you must seriously consider whether the criticism is valid. If it is then you need to admit your mistake and correct it.

    By admitting you are wrong, it is possible to heal a relationship with your community and actually leave them even more enthusiastic about your brand than before.

    flickr blog post - Sometimes we suck

    6. Stop trying to control the message

    If you work in marketing some of these points may make you feel uncomfortable. It feels messy and you do not have control over your message. Unfortunately that is the reality of community.

    Community is not marketing in the traditional sense. It is not a broadcast medium, it is a dialogue with your users. Failing to grasp that will rip the heart from your community and force it underground.

    I have seen unsuspecting companies experience a terrible backlash from a community simply fed up with being sold at rather than listened to. Users do not want a sales pitch or a feature list. They want the opportunity to feedback and a chance to help shape the future of the product or service they use.

    Another tactic for controlling the message is to moderate. In extreme cases I have seen organisations moderate every single user contribution that appears on their site. However, I have also seen companies quietly remove negative comments made about their products and services. This is enormously counter productive because people feel censored and will go elsewhere to express their feelings.

    That is the trouble with community, you simply cannot control it. If you do not allow it to flourish on your site and engage with it there, then it will pop up elsewhere where you have no control over what is written.

    Adobe complaints on Get Satisfaction

    7. Nobody likes to be alone

    The final harsh truth I want to raise is that “users don’t want to be alone”. Too many organisations launch a forum with a plethora of topics and discussion areas only to have it lay dormant and unused. The reason – it appears empty, so what is the point of posting.

    Before you can even consider adding community features to your site you need a critical mass of users that want to get involved. A lot of companies add community features not because users are asking for them but because management wants it. Communities like that rarely succeed.

    Also there is a tendency to go straight for a forum. However, a forum requires a substantial number of users to work. Contributions can often become buried in some thread or topic and remain unanswered because it is never seen. If your community is small you may be better starting with comments, reviews or a mailing list. User contributions are much more likely to be noticed using these tools.

    Finally, make sure you are seeding the discussion through new topics of your own. Asking lots of questions is a great way to stimulate discussion and prevent people from feeling like the only kid at the party.

    Conclusions

    After reading this you might feel that running a community is too much like hard work. You may decide not bother at all. However, that would be a mistake.

    The ultimate harsh truth is that your users will be talking about your website, services and products, whether you want them to or not. The only question is whether you want to engage in that discussion.

    10 ways to Battle Site Bureaucracy

    Running a large institutional website is frustrating. Your site is often held back by internal politics and bureaucracy. Let me show you 10 ways to cut through the crap and get results.

    My recent post ‘10 harsh truths about corporate websites‘ generated a huge number of comments both on my own blog and on Smashing Magazine. I seemed to tap into an undercurrent of frustration that exists within the industry.

    However, although there was a lot of agreement about the points I raised, there was also resignation. There was a feeling that little could be done to overcome these problems because institutional websites are too entrenched in bureaucracy and politics.

    Although I can sympathise with this position and have myself suffered from the problem, I am not one to give up! Over the last decade of working on these sites, I have developed a number of techniques which (sometimes) help to smooth their evolution. Hopefully they will help you too.

    1. Educate and inform

    At the heart of any technique for dealing with politics and bureaucracy has to be education.

    Although there are occasions when people are just ‘trying to be difficult’, in most cases their objections are based on ignorance.

    You cannot expect people to be as knowledgeable as you about the web. If you want people to make informed, sensible decisions you must educate them.

    Education is also not just about giving them the background to a specific decision so they understand ‘why you are right’. It is about increasing your organisations general understanding of the web.

    Run workshops, publish email newsletters, do anything that informs people about the latest web innovations. Increasingly I am invited into organisations to run short seminars on everything from accessibility to facebook! This kind of ongoing education means people are better informed when tough decisions need to be made.

    2. Hold stakeholder interviews

    One technique that we find very effective at Headscape are stakeholder interviews.

    Stakeholder interviews involves meeting individually with anybody who has a ‘stake’ (interest) in the website. This is typically members of the marketing and IT teams, as well as departmental heads and senior management. However it should also include suppliers, customers and users of your website.

    These one-to-one meetings provide two opportunities…

    • Requirements gathering – It is easy for website owners to live in isolated bubbles, separate from the rest of the organisation. These meetings provide an opportunity to understand the real needs and objectives of others within the business. It will highlight ways that your website can help, which you might not have previously considered.
    • To be inclusive – Stakeholder interviews offer a ‘political benefit’ as well. By meeting with people individually they feel included in the process. They feel their opinions are valued and listened to (which they should be!). People are much less likely to object if they have been consulted before a decision is reached.

    People often complain about the website in stakeholder interviews. Allow them to do this and avoid becoming defensive. They will feel more favourably towards you and your website, if you listen to their concerns. We all like to be heard.

    3. Avoid group committee meetings

    The key to stakeholder interviews is their one-to-one nature. Group meetings can be very destructive. This is for a number of reasons…

    • The need to defend – In large organisations that have internal politics, everybody feels the need to defend their own ‘turf’. If somebody criticise the website, you are forced to defend it to ‘save face’ in front of others. Equally others feel the need to defend their own positions for the same reason.
    • A tendency to compromise - When two individuals in a group reach an impasse, the others try to find a compromise. This kind of ‘design on the fly’ inevitably leads to a bland solution. It will neither offend or inspire anybody. Unfortunately, to create a successful website you need to make tough choices that some will not like. A group approach does not lend itself to this.
    • A loss of control – It is easy for you to loss control in a group meeting. One-to-one meetings work better because you can divide and conquer. Only you know what the other stakeholders said. This puts you in charge and allows you to ‘cheery pick’ the feedback you receive. In a group meeting things can easily get out of hand and decisions are made without your buy-in.
    • The dominant individual - Every group has one or two dominant individuals. These are the people who bounce the rest of the group into agreeing with them, forcing their agenda through. A dominant individual drowns out quieter members, who become resentful later that nobody listened to them. Meeting with people individually prevents this because the dominant individuals cannot force their point of view on others or overwhelm quieter ones.

    One cannot expect a larger organisation to run its website without some form of committee. However, there is no reason why that committee needs to meet as a group.

    4. Target your influencers

    Talking of dominant individuals, another successful tactic is to target influencers.

    An influencer is somebody that others respect and follow. Their opinion is incredibly valuable and if you can sway them to your cause, others will fall into line. However, be careful not to confuse dominant people with influencers. A dominant person will ‘bully’ others into publicly agreeing with them. An influencer will fundamentally alter somebody’s attitude.

    Identify who influences your decision makers and speak to them personally. This person might not even be a decision maker themselves, but they carry enough clout to make them worth your time.

    When you meet with your influencers, really listen to what they have to say. They often have valuable insights which may change your strategy significantly. Do not go into a meeting with an influencer simply intent on pushing your own agenda. Instead try and shape your approach around their perspective.

    If you get an influencer enthusiastic about your project it can make a huge difference.

    5. Use third party experts

    A variation on the influencers technique is to back up your ideas with third party expert opinion. This can be done in two ways…

    • Reference the work of a third party expert – For example, if you wish to discourage internal stakeholders from overwhelming users with options on the homepage, you might refer them to Steve Krug or Jakob Nielsen who have both written on the subject.
    • Hire a third party expert - I often find myself brought into companies simply to confirm what in-house staff have already been saying. Unfortunately, decision makers often doubt the opinion of their web team because they either undervalue them or feel they are pushing a hidden agenda. An independent expert can add creditability to your opinions.

    Of course, for this approach to work the stakeholders need to respect the expert. There is no point referencing Steve Krug or hiring Jakob Nielsen, if the decision makers have never heard of them. It is often necessary to sell the credibility of your expert first.

    6. Rely on evidence, not opinion

    Sometimes it is better to avoid personal opinion entirely (even if that is the opinion of an expert). In such cases statistics can be your friend.

    Nothing is more powerful for driving home a point than referring decision makers to Google Analytics. However web stats are not the only evidence you can draw upon. Others include…

    • Surveys and polls are an excellent way of getting feedback from your users that can then be presented to decision makers.
    • Twitter search and Google Alerts can be used to gauge how people view your site and brand. These can be powerful testimonials to present decision makers.
    • Heat maps can be used to take some of the subjectivity out of design.

    Of course one of the most powerful evidence you can present is the results of usability testing.

    7. Focus on the user

    As website owners we know that a successful website is user focused. However, not all our decision makers will understand this and even those who do may get ‘distracted’ sometimes.

    It is therefore important to constantly move our decision makers away from their own personal preferences and back on the needs of users.

    User testing is one way of doing this. Being able to show decision makers how real users interact with your website is incredibly powerful. It helps them empathise with the needs of users rather than thinking only about their own agenda. Play them video clips of users interacting with your site or at the very least quote them the feedback of users.

    However, even if you involve decision makers in user testing, they can still get caught up in their own agendas. One gentle way of preventing this is to word your questions carefully. When you need a decision makers response to something don’t ask…

    What do you think?

    Instead ask them…

    How do you think users will respond to this?

    This will keep them focused on the needs of users.

    8. Control the feedback

    As well as wording questions carefully there is also a need to control the feedback you receive. This is important if you want the decision makers to make considered decisions.

    Take for example design sign off – never ask a decision marker if they like a design. It is too broad a question that will lead to a plethora of uninformed and ill considered responses. Instead ask them more specific questions such as…

    • Does the design conform to the brand guidelines?
    • Does the design meet the needs of our users?
    • Does the design emphasis the right content?
    • Does the design have a clear call to action?
    • Does the design fulfil our business objectives?

    This prevents the decision maker from falling back on their gut reaction (i like it / I dislike it). It forces them to focus on the issues that define whether the design is successful or not and ignore personal preference for specific colours or layout.

    Of course, sometimes you will not like the answer to these specific questions. When that happens you need to ask why.

    9. Ask why

    This is probably the most powerful of all the techniques I have listed here and yet by far the simplest.

    When you face opposition to your plans, always ask why. Too often we switch to defensive mode and focus on better communicating our own position rather than understanding the opinion of the person opposing us. This is a mistake.

    The question why is powerful for three reasons…

  1. It informs – Often the objection raised initially is not the true underlying issue. By asking why you get to the root of the problem and that allows you to offer alternative solutions. Asking why ensures you have all the information required to deal with the issue.
  2. It can confound – Most of us make decisions based on an intuitive leap. We do not always think through our decisions and so find it hard to articulate the underlying reason. By asking why you force people to stop and consider their logic. When they struggle to express the underlying reasons, they weaken their position.
  3. It shows interest – By asking why you allow them to have their say. You demonstrate an interest in their opinion and establish empathy with their point of view.
  4. Ultimately asking why avoids the disagreement from turning into an argument with entrenched position.

    10. Avoid confrontation

    I avoid confrontation at all costs. Going head-to-head with somebody especially in front of their colleagues achieves nothing. You can rarely get somebody to shift their position through confrontation.

    Once a disagreement escalates into a confrontation, nobody can afford to ‘lose face’ by backing down. It becomes a matter of ego, where pride dictates the outcome. Your website will almost certainly be caught in the cross fire.

    A better approach is to agree. The word yes can be immensely powerful. Whenever somebody suggests something to me, no matter how stupid, I will do the following…

    • Acknowledge and thank them for their input.
    • Say yes we could do that.
    • Go on to explain the consequences if we did.
    • Offer an alternative which could achieve the same aims.

    In short I tend to go around problems rather than bashing my head against them. I always look to work with others rather than against them.

    Conclusions

    So there you go, 10 techniques for battling site bureaucracy. I do not claim these techniques are foolproof. Neither do I suggest they are always appropriate. However, they are useful techniques in your arsenal which you may want to call upon from time to time.

    Finally, this is not a definitive list. I could have written more but then it wouldn’t have been a ‘top ten list!’ However, I would be interested to hear what works for you. Post your techniques in the comments.

    Boagworld at SXSW

    Once again myself and Marcus will be attending SXSW. However, this year we are organised and have some great stuff lined up for you!

    SXSW is probably the biggest event in the web design calendar and so we are going to be there covering everything that is happening. If you are going to be there then we have a couple of chances to meet up. If not, we still have you covered!

    Boagworld live show

    The thing I am most excited about is the live boagworld show we will be recording from the floor of SXSW.

    We are not exactly Diggnation, so do not expect massive crowds. However, it should be a nice opportunity for those Boagworld listeners at the conference to get together and harass Marcus and myself as we try to record the show.

    My biggest fear is that nobody will turn up, so I am tempting you with a stunning line up of guests! As well as myself and Marcus there will be…

    • Andy Budd (Author of CSS Mastery)
    • Daniel Burka (Creative Lead at Digg.com)
    • Jeremy Keitth (Author of DOM Scripting and Bulletproof AJAX)
    • Joe Stump (Lead Architect at Digg.com)

    The show will be mainly listener driven so come along with loads of questions. We will get through as many as we can.

    Finally, if you are unable to make the live show, we will try our best to stream it live via uStream.

    To reassure me that we will not be recording alone, please signup on upcoming!

    Great British Boozeup

    Great British Boozeup

    Those who have been at SXSW the last couple of years will be pleased to hear that the ‘Great British Boozeup’ is returning.

    This is the third year ClearLeft and ourselves have thrown the Great British Boozeup and this time we are joined by Naklab. Together we will be treating our American cousins to a good old fashioned knees-up to a soundtrack of great British tunes.

    For information on where and when the boozeup will occur, check out upcoming.

    Boagworld SXSW coverage

    Last but by no means least we have something for those of you not attending.

    I know how annoying it can be when you are not attending a conference. You want to know the highlights but you do not want your RSS reader full of endless posts or your twitter feed overwhelmed by chatter.

    That is why we have created a SXSW coverage page where we will live blog the entire conference (or as much as we attend). Hopefully this will keep you up-to-date without it becoming annoying!

    View our SXSW live coverage page