Creating a brief to save money!

Designing solutions means creatively solving problems, or more positively, creating something to maximise opportunities.

It is important to understand what the work is intended to do before you start or before you pay! The project brief influences your quote/price. Misjudging the scope directly affects the costs of the work and the relationship between buyer and supplier. The ‘fact find’ is a useful tool to help confirm a sound ‘creative brief’.

Tip: Avoid Surprises.

Obtaining The Creative brief

It is relatively easy working with small businesses or Charities with perhaps one or two key decision makers. A limited number of decision makers and influencers reduces some issues with the brief, however, there are still risks with smaller organisations: They can be flexible and adapt quickly to changes or new ideas. Good for the client, less so for the designer working fixed price against this fluid backdrop. The smaller organisation might be less familiar with making a creative brief. You can help by using the fact find process to build a creative brief together. Read more about writing a good creative brief here

Tip: Work together to create a simple but comprehensive creative brief.

Scoping the requirements of larger organisations pose different challenges. By nature they tend to be less fluid and have more fixed objectives and more experienced in. buying design work. There is a ‘but’…. But larger companies, selfevidently have more people involved in running and influencing them and this poses different challenges for The Designer in understanding and satisfying all of the various people/groups.

Tip: Challenge the creative brief to make sure it covers everything you need.

Getting a good brief should be simple, but the reality is a number of factors make this harder than it seems. Arguably an art rather than a science.

By applying a structure to the fact find, the designer can minimise the scope for error and maximise the prospects of a successful project.

Read more about creative briefs:

Clarity

It’s so easy to allow experience and knowledge from previous work to lead the designer into a minefield. The person briefing a designer may also be making assumptions that the designer has knowledge of industry processes or rules. The advent of the internet and standardisation of computing processes and software have helped to decrease some of the scope for confusion and homoginsed terminology.

But it is always wise to challenge assumptions by asking questions to either confirm or correct. If something is not clear - ask. Every client I have had has assumed everyone does certain things the way they do, or use their terminology when in fact they are the exception. There is a danger that you might be perceived as rather ignorant of the industry, but I assure you that by asking you are demonstrating considerable skill.

Tip: Dont make assumptions - ask.

Try to use simple language to explain your process, your product and what you want to do. Skillful communicators are confident to simply. Similarly for suppliers, by avoiding jargon, you clarify communication and the dangers of assumptions and misusing technical terms.

Tip: Dont use jargon,

Motivation

Different groups of users with differing requirements mean that sometimes conflicting demands can be made of the design. It’s important to understand all the requirements, not just those of the person doing the briefing: By asking some simple questions you can ensure there are no surprise users or needs.

This single aspect of briefing causes more issues for designers than any other and can result in overruns, disagreements and general frustration all round. By far the best approach is to ensure you’ve asked questions that help you to understand the decision making process, the people and structures involved

Start by Identifying all of the groups, departments and roles that will benefit (or be impacted upon) from the work being briefed: These may be within the client, external to the client - or be service providers to the client. By getting the context and understanding how your work will impact, and on whom, you’ll be much better equipped to manage your project. For example, if the accounts department needs to integrate with the store - are the platforms compatible, what about returns processing and quality management processes….?

Tip: Identify everyone involved and what they need.

Requirements

Stakeholders is a way of saying interested parties, different individuals, have very different requirements.

For example the sales team and the finance team. They may be motivated differently and different system characteristics might be important to them. Understanding and acknowledging this at an early stage can help to align expectations and make sure there are no surprises.

Bad news handled quickly is preferable to surprises however they are handled.

Definitions & Targets

Scope of Work: Considerations that might form part of the request for quotation.

• Facelift vs New Design: Refurbishing the current design vs creating a fresh, innovative look. Reflecting modern aesthetics and improved user experience.

• Move: Shifting the website or platform's hosting or layout. This involves potential downtime, redirection, and URL changes.

• Colour / Brand / Typography: Establishing a distinct visual identity through color schemes, branding elements, and typography choices.

• SEO / Social: Enhancing website's visibility on search engines and optimizing content for social media sharing and promotion.

• Images: Incorporating high-resolution images, ensuring they represent the brand effectively and load quickly.

• Design: Overall aesthetics, layout, user interface, and user experience factors that create a seamless digital environment.

• Copywriting: Creating compelling, error-free content that communicates the brand's message and engages the audience.

• Constraints: Respecting existing assets such as logos, color schemes, or foundational website structures.

Drivers / Objectives:

• Push: Efforts directed at aggressive marketing, prompting immediate sales or engagements.

• Pull: Strategies aimed at creating long-term brand value and attracting customers organically.

Stakeholders:

• Internal: Employees, management, and others within the organization who have a vested interest in the project.

• External: Customers, partners, suppliers, and any external entities that interact or have an interest in the project.

• Influencers: Key figures, designers, or agencies that can sway the direction or success of the project.

Workflow:

• Technology: Platforms and tools used to design, develop, and deploy the project.

• Interfaces: User-facing elements and backend integrations that form the project's operational environment.

• Line of Business: Departments or teams specifically invested in or affected by the project's outcome.

• Matters of Record: Financial implications, compliance issues, or other critical records tied to the project.

• Legal Requirements: Adherence to laws and regulations like GDPR, ensuring data privacy and other legal mandates.

Timescale:

• The duration needed for planning, designing, executing, and finalizing the project, considering milestones and deadlines.

Technology:

• Advanced tools, software, and methodologies used in the execution and maintenance of the project.

Cost:

• Financial implications including budget allocation, potential returns on investment, and unforeseen expenses.

This is important to help your project succeeed. If you are shopping exclusively on the fincancial cost, this might be witheld - however some indication of budget will help save time for those tendering as well as the internal team.

Conclusion: Crafting a Comprehensive Creative Brief

Understanding Before Executing:

Designing solutions isn't just about aesthetics; it's about solving real-world problems and seizing opportunities. Before diving headfirst into a project, understanding its intent is paramount. This preliminary comprehension not only affects the pricing but also ensures a good working relationship between the client and the designer. Using tools like the 'fact find' help to establishing a robust 'creative brief', and avoid potential scope for misunderstandings.

Navigating Different Organizational Structures:

While working with smaller entities like small businesses or charities may seem straightforward due to fewer decision-makers, their dynamic nature can pose challenges for designers. On the flip side, larger organisations, with their inherent rigidity and numerous stakeholders, present a distinctly different set of challenges. The key is adaptability and collaboration. Designers must be adept at guiding smaller organizations through the creative briefing process, and equally skilled at navigating the intricate dynamics of larger corporations to extract a clear brief.

The Essence of a Good Brief:

Acquiring an unambiguous brief is undoubtedly challenging, influenced by varying organizational structures and dynamics. However, it's a necessary art that every designer must master. By structuring the fact-finding phase effectively, designers can significantly reduce ambiguities and pave the way for successful project execution.

Final Thought: Whether you're dealing with a start-up or a conglomerate, always prioritise clear communication and thorough understanding. The brief serves as the project's blueprint; ensure it's both detailed and precise.