From simple to complex

The right process, operated with complete visibility into everyones roles and the timing of those roles, can help a creative project run smoothly and effectively.

The following process is a guide that can be used in its entirety or split into its component parts, largely depending on the size of the project being undertaken. At a minimum, it helps to clarify the methodologies, tools, deliverables and check in points required to start and complete a project.

Note: This discussion isn't intended to be exhaustive, just suggestive. The structure and order is more important than the detail in this regard.

Jump down to:
  Discovery  |
  Production  

Discovery

The Discovery phase is a critical element in any project. It begins with an exploration of what the business is looking to achieve. Ideally, the business has come to you with a problem to be solved, usually in simple terms; "we have seen a dip in acquisition and want to focus efforts on improving it".

It's then neccessary to undergo a process of uncovering their complete requirements to ensure the project starts in the right direction. During this phase you will also be faced with doing some research to find out the context of the problem.

Below are some stages in this first step.
  • Business and/or Site Objectives
    In the example stated above, the requirements are fairly clear. But in the case of a completely new website or a re-design of a current site, it's important to fully understand all the desires of the business and what they hope to achieve. Multiple stakeholders should be interviewed with a consistent set of questions to help unravel the common themes and desires.

    Some basic questions that should be answered would be:
    1. What are the objectives?
    2. Who are we talking to? (audience)
    3. What do they thing about our industry/brand/company/website?
    4. What do we want them to think?
    5. What do we want them to do?
    6. How should we speak to them? (tone)
    7. What does the site need to do? (high level functionality)

    After compiling a list of responses, they can be re-addressed back to the froup to determine priorities, which elements are essential and which are nice to have.
  • User Research - User Needs & Personas
    If time, money and corporate buy-in permit, it's a good time to start researching the target audience. Why are problems occuring? What is in the mind of the customer when problems occur? If it's a new venture, who is the customer you are designing for? Be sure to try and uncover the desires of your users, so you can align them with the needs of the business.

    Developing a true persona can be an expensive and lengthy exercise, especially when they are in a locale different from your own, so if this isn't an option, you can still make an approximation based on subject matter expertise and domain experience.
  • Competitive Analysis
    Unless you are in the business of re-inventing the wheel, it's usually prudent to explore what the competition is doing. Either to develop a list of core features that must be developed in order to be of equal weight in the market, or to understand where best to position your brand/site/offering to be different and/or maintain a competitive advantage. It's significantly cheaper to learn from your competitors mistakes than to blindly charge ahead and make them yourself.

    This is also an invaluable tool to use for training new employees, providing them with critical domain and industry knowledge.

    Typically, it's best to limit these exercises to between 5 and 10 key competitors. You want to set up your comparison criteria to expose industry best practices and trends. Be honest, and openly acknowledge who is doing things well and why. Develop content and feature matrices and be sure to nerd out on charts and inventories that emphasize both your strengths and your weaknesses.

    The Tools & Techniques sidebar opposite examines some ways of doing this.
Tool & Techniques
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Conceptual Development

Conceptual development is concerned with following an ideation process to generate concepts that solve the problems presented in a creative brief. It typically begins with a Creative Kick Off meeting (see sidebar) to get everyone up to speed on the goals of the project. There are several more steps involved to take a team from high level "blue-sky" notions to final, well developed and approved concepts. These are explored below.
  • Brainstorming Sessions
    Often the most fun part of the process, brainstorming is a technique used to take a group of creative individuals through exercises that focus their collective intelligence on answering a few specific questions.

    A single brainstorm session should be held for each high level business goal/requirements identified in discovery.

    The most important element in a successful brainstorm is the facilitator. This person guides the team, explaining the rules and introducing each question while keeping people on track and carefully listening for nuggets of inspiration so that they can direct the conversation accordingly.

    Participants are encouraged to write down their thoughts on sticky notes to be added to a large wall of ideas, while vocalizing them to allow others to feed of the idea being presented. The tools & techniques sidebar presents some further ideas for collecting and rating these ideas.

    For a more detailed discussion, read the brainstorm section of the conceptual development case study page.
  • Concept Refinement
    Once the results of a brainstorm have been collected, all of the favourites (as per the votes afforded them) should be analyzed further. This should be done with a smaller, more focused team than that used for the brainstorms. Each idea should be explored in turn, expanding on the inital idea to develop a Concept Specification Document (see sidebar) that defines each concept in it's entirety.

    At this phase of the process, I find that encouraging people to act out the scenarios of use is effective. Take turns literally engaging in physical skits/sketches, acting it out and communicating constantly what you are thinking and doing.

    Following the refinement stage, a feasibility review (see sidebar) should be held to ensure the concepts being developed are possible, adding a further level of filtering to concept selection.

  • Intensive Refinement Sessions
    The goal of the intensive refinement sessions is to take the concepts that have been collectively agreed upon as being feasible and that received high scorecard ratings, and take them to the next level. Ideally these sessions should take place in an offsite location away from the office. This removes distractions such as email and meetings (as such it should be booked when the group can get away from current workloads).

    At this point, teams will be assembled based on skill sets, and mini projects assigned to each. Over the course of 1-3 days the teams will be deeply embedded in the concepts, fully developing them by walking through detailed interaction exercises. Rapid prototypes, charts, diagrams, wireframes and anything else that helps to illustrate how the concept would be used are produced.

    A Benefit of these sessions is to solidify the team into an effective unit, strengthen working relationships and increase the collective knowledge of the entire project.
  • Conceptual Design, Prototyping & Storytelling
    Once the Concept Specification Document has been assembled by the team, work can begin on some conceptual designs and expanded prototypes. This is the part where graphic designers get to do their visual conceptualizing. Visual designs at this point are utilized to the extent required to communicate the purpose of a concept, to add some excitement to the ideas, and tidy up the mess of napkin drawings produced in the offsite sessions.

    Similarly, writers can wrap a story around the concepts to tie them together and produce an engaging documentation experience.

    Now the team will have what they need to put together a final Creative Concept Document (see sidebar) that brings everything together in one place and is the basis of delivery for the creative pitch.

    Again, this phase is explore in more depth on the conceptual development case study page.
Tool & Techniques
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Pre-Production

Pre-production is the phase where the blueprints for the site are developed. Heavy in documentation, it seeks to define the structural foundation for the site in suffient detail to make the work of visual designers easier.

Note: this is an incredibly wide ranging subject. As such, the descriptions below are simplified and used to illustrate the steps involved and provide a starting point for further exploration.
  • Functional Requirements
    The web site must do certain things to support the business objectives. The functional requirements document defines the feature set of the site and the requested behavior of each feature. More detail will be required depending on the complexitiy of the problem. Examples are:
    1. Customization and personalization functions
    2. Ecommerce and other transactional functions
    3. Security functions
    4. Login & Registration etc.

    Each requirement will be explored in full in the next phase as it's applied to real working scenarios to develop use cases.
  • Scenario and Use Case Development
    As a precursor to the interaction design stage, scenarios and use cases for all functional and complex elements of the site should be described, a task often performed by a Business Analyst. Detailed accounts of each scenario of use should be created, documenting all desired paths for the users of the system. These can be rigid step by step process lists or more documentary style scenarios that tell the story of how the site's functionality will perform and react to use and misuse.

  • Content Requirements
    It's important to specify all of the types of content the site will provide/use. For each type of content, a matrix entry can be produced describing:
    1. What is the purpose of the content?
    2. Does it already exist? And in what format? (web copy, Word, Excel, PDF, printed brochure)
    3. Who owns it?
    4. Who maintains it?
    5. Who is the audience for the content?
    6. How often is it updated?
    7. Is the content dynamic or static? Time dependent?
    8. Is the site multilingual? How is it translated?

    The output from the content requirements gathering process will be a content stategy document (see sidebar).
  • Information Architecture & Site Structure Diagram
    This phase is concerned with defining the structure of a website. What goes into the navigation? How are the sections of the site named? Which page does it take you to? Answers to these questions will help create a fully fleshed out map of the site.

    Later when the page level wireframes are developed and templates have been identified, they can be marked (color-coded) on the global site structure diagram to help show from a birds eye view, where the content and structural commonalities lie.
  • Interaction Design & User Flow
    Interaction Design is concerned with defining the behaviour of your product (application or website) and how a user will interact with it in the context of natural use. This interaction with your product will be governed by the motivations and desires of your users. As such, it's important to not only get the strict physics of the interaction correct, but to be able to establish a higher level of communication via emotion and experience. It's rare to be able to define a product that doesn't have an attributable and important experience; whether this experience is to be one of clinical businesslike confidence as in a banking application, or the shock value emotional resonance obtained by visiting the home of a rock band. At the end of the day, interaction design should be guided by a singular vision and purpose - to make the lives of the visitor (albeit a brief partition of their life) better during their time spent with you.

    To imagine that customers will spend the time on your site or with your online product, for long enough to "understand you" and appreciate your value is to be increasingly naive given the impatience of today's societal traits. This makes it more critical than ever to establish a tone, purpose and ultimately an experience during every step taken on your property. To achieve this, I like to mix interaction, emotional and experience design together to create reaction design: that is, first define the reaction you want to the experience you are designing and work backwards from there.
  • Wireframe Development (Page Level Schematics & Template Identification)
    Wireframes define the physical structure and content layout of a web page. They take the navigation design from the Information Architecture phase, the content requirements and interaction guidelines and form them into a template. Information design and storytelling are oft-ignored yet critical elements of this process, helping to shape what can be a fairly sterile series of boxes designed to fit everything onto the page, into a layout that inspires readability and exploration. Take care to position elements of a page according to some basic principles:
    1. Hierarchy and flow of information - what order do you want to incur participation
    2. Areas of primary focus - what's the singlular focus of the page
    3. Secondary elements - the supporting cast, what else do they need to know
    4. Primary calls to action - desired next step
    5. Standard placement of global elements
    6. Positive transition routes - lateral exploration and relatedness via tagging and associations

    The content model defined earlier will help to define the core elements that will comprise your site, and should be carefully adhered to to ensure consistency. This helps to reduce development time and the effort required for management of content. After several iterations, you should be able to define a series of templates that collectively describe the site.

    The most felixible systems encourage the use of a set of high-level layouts that encompass a library of content components positioned in a variety of ways to achieve the goals of each page.
  • High Level Visual Design
    This should be an exercise in communicating visual direction, while showing the intended structure based on the wireframes. The goal here is to have something visual that can be rpesented to stakeholders for sign off on the direction. Only a selection of the more important templates should be considered and designers ned to be cogniscent of not delving too deeply into the finer details (the 20% that takes 80% of the time and effort).

    There will always be revisions and change requests at this stage, so the focus should be on delivering something that's good enough to show "where we're going with this". Often at this point, you will need to provide more than one direction to allow stakeholders to have a point of balance for their commentary.

    Just showing up with one direction can cause an awkward "love or hate" scenario where you are essentially betting on red at a roulette table. To give yourself the best chance of success, provide options that allow the client to chose the direction they like best, rather than a devastating decalration of failure should your sole option not be on target.

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Production

Time to build all the great things you've been dreaming about and planning for. As a Creative Director, this is the time of least involvement, but it's still important to check in and ensure the product is being created in a way that holds true to your vision. For the sake of simplicity.
  • Content Creation
    The team is now focussed on collecting, designing, building and writing all of the required content for the site. The basis for defining the work required is outlined in the content strategy document produced in the pre-production phase above.
    1. Copy
    2. Motion graphics
    3. Video production
    4. Audio production
    5. Graphic imagery (production design - design of all the repeating elements on a site)
    6. Illustrations
  • Visual Design
    The design team now gets to dig deep into the details and produce the final design comps for each template identified in the wireframing process. Feedback from the client will have informed the final direction to be taken.
Once all designs are finalized, and assets generated, the handoff to the development team will occur and it's time to drink copious amounts of beer before embarking on the next project.
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