Understand Fact finding

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 scope influences your quote/price. Misjudging the scope directly affects the profitability 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 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 businesses: 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 business 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 businesses pose different challenges. By nature they tend to be less fluid, clearer on the objectives, possibly experienced in creative briefing. 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….

Facelift / New / Move
Colour / Brand / Typography
SEO / Social
Images
Design
Copywriting
Constraints - eg existing logo/color/website

Drivers / Objectives

Push
Pull

Stakeholders

Internal
External
Influencers (eg Designers / Agencies)

Workflow

Technology
Interfaces
Line of business
Matters of Record (eg Finance/Compliance)
Legal Requirements (eg GDPR)

Timescale

Technology

Cost