As most of you know, I’m a very long time veteran of web application building. I’ve been involved in web application development basically since they started – when a cgi-bin folder with some perl scripts to process simple forms was the norm. Until just a few years ago, there was very little sophistication about the user experience in web applications – what mattered most was functionality. and to make sure there weren’t too many errors when users did unexpected things.
I’ve considered myself pretty successful at both helping clients navigate the tough waters of web development projects, as well as accomplishing web projects for them. Recently, though, I had two projects that ended up, for wont of a better term, clusterfracks. And I’ve spent a lot of time lately trying to figure out what lessons I need to learn from those projects – what can I take away from them so I don’t make the same mistakes again. They were both custom web applications, both projects that I was a strategic, rather than engineering, partner on. Both projects were attempting to accomplish pretty sophisticated database functionality (such as case management). Functionality I knew how to get done, because I’d accomplished it before – so I had a very good feeling for what kind of code it would take to accomplish the task (and, ergo cost and time.) But what I hadn’t taken into consideration is how slick, AJAXy, easy to navigate, and easy to understand user interfaces people have gotten used to in the last few years. And, frankly, have come to expect. And how unwilling people are to sacrifice that for raw functionality.
I did a lot of self-examination: where did I go wrong? What could I have done differently? Was it the client? The developers? Me? I realized a fairly simple truth. It was all three. In reality, I should have looked at the budgets of those projects, and looked at the clients straight in the eye and said, “double, or triple the budget at least, or don’t do the project.” And walked away if they insisted. The vendors should have bid triple what they did, and had more user interface expertise on board. The clients should not have expected to get slick 2009 functionality for a mid 5-figure budget.
The easier a user interface is to use, the more money and time it took to create. It’s that simple. What most nonprofit decision makers don’t completely realize is that the interfaces they work in every day when they shop, or tweet and facebook, or use other online tools, are the product of millions and millions of dollars of venture capital, or, in some cases, hundreds of thousands of person hours of work in open source projects (or some combination of both.) Ground-up custom applications, even when written in great frameworks like Ruby on Rails or CakePHP, which save all sorts of development time, just are not going to have the user experience people are getting more and more used to without very serious investment of time and expertise. In addition, most small development shops don’t have the user interface expertise on hand to accomplish that task, even with a hefty budget.
So the lessons:
1) If you are embarking on a custom development project (such as a case management, for example) exhaust every possible option of using and customizing/modifying existing tools (Salesforce, CiviCRM, SugarCRM, other open source tools) before you begin to consider custom development from scratch.
2) If you have a budget of less than $100,000, go back, and stay, at step 1. I know this is high, but I’m serious. Obviously, simpler projects won’t need a budget of this sort. But simpler projects generally don’t need custom databases.
3) If you’ve got the cash to spend, and have exhausted all other options, when choosing a vendor, make sure the vendor you choose has UE expertise on hand. Look at other custom database work they’ve done. Dig in. Make sure it has the ease of user experience that you are expecting.
4) Remember the mantra: the easier it is to use, the more expensive it is to build.
Tagged as:
Consulting,
Development,
opensource,
user experience
I’ve been a fan of user stories for several years now. User stories are a way to describe a set of functionalities of an application in a way that is focused on results – it’s easy to connect to mission. An example from an events management application:
The organization should be able to create several different kinds of events, and determine for each kind of event which detailed information will be taken. Those events can be displayed in a list or calendar format. Users can register for events, and pay using a credit card.
There are many ways to describe this story – it certainly can be a lot more detailed, but what’s clear is the result of this functionality. And, of course, user stories are great for agile development process.
Developers would determine how much this function would cost (based on our knowledge of the tools we use, and the time it takes using those tools to generate this sort of functionality), and clients would know exactly what they are getting from a functionality standpoint. When this functionality is complete, everyone is happy. The developers get reasonable compensation for a job well done, and the clients get the mission-based functionality they asked for.
And it would avoid a situation which I have become recently far too familiar with – vendors who underbid projects, and then feel the need to resort not to the intent of the contract, but the letter. Everyone knows it is utterly impossible to specify every detail in the letter of a contract – sometimes letter of the contract, unfortunately, details things like fields and queries, not functionality. The letter of a contract will be, almost by definition unless based on functionality, an inadequate representation of the final result needed. In this case, no one really wins. The clients either don’t get the functionality they expected, or they pay extra for it, and they leave the project with a bad taste in their mouth about the vendors, which will only come around to hurt the vendors later.
Tagged as:
Consulting,
Development,
nptech
I spent a big chunk of my day dealing with a project that is, in no uncertain terms, a trainwreck. The client has sunk a ton of money into a product which is in, its current (first phase supposedly finished) state, unusable (client and vendor shall remain unnamed.) My role in the project has been strategic and as a liason, not technical, which to some extent gives me a bit of a distanced view.
Web development trainwrecks are, sadly, far from isolated cases – they happen all the time, even when all of the parties have good intentions. And as someone who is building a business around doing this sort of work, it is of keen interest to me as to why some projects end up in the state that this project is in, and I want to make sure to avoid these kinds of situations. So how do we avoid trainwrecks? Some trainwrecks we can see coming miles away, but yet we are in complete denial about them. Some trainwrecks are like sudden derailments – it’s not at all clear where it comes from. But I think all trainwreck projects have the seed of the wreck somewhere in the history of the project.
The hallmarks of this particular trainwreck were so clear, that in retrospect, they scream out at me:
- Lack of transparency about development process
- Lack of transparency about cost implications of increased scope
- Waterfall development process (well, the vendor said they practiced Agile, but in practice, it’s been waterfall)
As a practitioner of the Agile development process (we use a somewhat modified form of Scrum, in particular,) I’m beginning to really see the value of this kind of process. It makes visible all sorts of things that are often hidden. It seems like the Agile methodology helps in a number of ways:
- Once educated, clients have a window into the development process. They know what small chunks of development are going to happen in a given time interval, and they know what they will get at the end of that time interval
- Things are developed in priority order
- Clients can critique things early
- New functionality becomes a part of the “product backlog” and it is easier to have clarity about what is and is not within scope
Of course, it is theoretically possible to be completely transparent in a traditional waterfall methodology, and completely opaque using Agile, but I do think that the Agile methodology makes it way more difficult to be opaque. But it also takes some work and education of clients unfamiliar with the methodology (as well as making mistakes along the way on our part as developers.)
And I’ve been able to watch this process work well, not only with our own projects, but also with a project I was a strategic lead on. I was pretty skeptical a year or so ago, but now I’m sold. And since transparency has always been something of real importance to me, a development process that encourages transparency is a good thing.
Tagged as:
agile,
Development,
nptech,
web