A kick-off meeting is the perfect opportunity to raise awareness of and appreciation for your mobile workflow. Learn as much as possible about the client, and find out how they would like you to help their business. Do this simply by asking about their vision, strategy and goals. Also great is to ask what inspires them and to get insight into their competitive research and analysis. From the minute you show true interest in their business, you are changing the way they look at you. By immediately working with them, you become their partner, instead of just someone who designs and codes.
A kick-off meeting is also a great time to double-check that you are on the same page. Sometimes we forget that our creative jargon might confuse clients. Big Spaceship points this out in its inspiring manual (PDF):
In the last two years, I’ve learned that clients find it very hip to focus on responsive design, even if they don’t clearly understand it. Too often, it leads to a discussion on size and dimensions, when the conversation should be conceptual and strategic. Reserve some time in your kick-off meeting to explain what “responsive” means and why you believe in its value. Educate the client and steer the conversation towards what is really needed to make the project better. And if you notice that a certain topic needs more time and attention, host a mini-workshop to talk it through.
I don’t understand why some account and project managers try to keep their team away from the client as much as possible. Granted, it makes perfect sense that they manage the client, oversee the scope, deadlines and budget, and handle the communication and next steps. But when the work is in progress, keeping the team isolated doesn’t add any value. If this happens to you, explain to the manager that getting direct feedback from the client will help you fine-tune the product better and more quickly — a win-win for everyone.
At Little Miss Robot, we try to hold half of our meetings in our studio. Clients find it inspiring to be in this creative environment — especially because it is where their own product is being developed. In long-term projects, we also ask the client to designate a space at their office for our team to work on the project. When developing Radio+, we worked at the client’s headquarters twice a week. Anyone could hop in and out of the space and have informal conversations about the work. Not only did it create a great atmosphere, but we also received the most valuable feedback during these times. Highly recommended!
A typical project starts by the team exploring or defining what they will create. A lot of teams rely on textual aids, such as functional requirements. While these documents contain a lot of detail, I always end up having to address misinterpretations. The worst part is that these “minor” misunderstandings always pop up during the production stage, resulting in increased time and expenses. Have you noticed on these occasions that the client says they “saw” things a bit differently? This is why I recommend using text documents to scope features and using visual resources to describe them. Mind maps, wireframes, storyboards and paper prototypes are my personal favorites.
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