Unlike my Twitter conversations, blog comments often take a day or two to hit my radar. Since Tweetdeck (my Twitter client) is my de facto engagement hub — the place where I engage in online conversation — it makes sense for me to track other conversations in that context. To that end, I’ve figured out a setup that pulls comments on my blog posts, plus blog posts about my writing or speaking, into Tweetdeck.
Listen. Think. Engage. These are the three steps every company should follow.
Will Aldrich responded today to my post about my experience with TripIt’s social invitation process, and his response is a model of how to handle online criticism.
How can online collaboration tools like Basecamp support effective project management? That's one of the questions that came up at the values-based project management session I attended at Web of Change, led by Rob Purdie of Important Projects. I wanted to continue the conversation with Rob himself, and promised to blog our own project management workflow at Social Signal so that he could offer his comments and feedback on how to improve our approach.
Let me begin by saying this is very much a work in progress: we're still searching for the Holy Grail of optimized workflow, and feel like the tools we use now — particularly Basecamp — don't fully meet our needs. I'll address some of those limitations towards the end of this blog post, but let me begin with an overflow of what we use and how we use it.
Our main tools are:
- Basecamp: for project-related task management and client communications
- OmniPlan: for prospective project planning and gantt charting
- Remember the Milk: for internal task tracking
- iCal: for internal scheduling and time tracking
- Google spreadsheets: for capacity planning and docket review
This blog post will focus on how we use Basecamp, which is our main tool for managing the ongoing work of individual projects. The fact that we use so many other tools speaks to the issues we have with Basecamp — which is one of the issues I'm particularly keen to hear Rob address. We're also fans of — though not religious adherents to — David Allen's Getting Things Done methodology, which has influenced our approach to task management.
We set up a Basecamp site at the beginning of each client engagement. Some of the best practices on Basecamp set up that we are trying to adopt as our standard include:
- posting a welcome message to Basecamp that explains how to use the site (see VentureMarketing's Basecamp Welcome PDF, and their Basecamp client jumpstart, for another approach)
- presenting an overview of Basecamp at an early client meeting
- when clients e-mail us outside of Basecamp, redirecting them back to the Basecamp site, often by copying-and-pasting their messages into Basecamp
I add all our subcontractors to Basecamp as members of Social Signal, so that we can cover any technical issues without dragging the client into the Drupal abyss. We recognize that our clients don't always benefit from seeing how the sausages are made, and when it gets into some of the intricacies of module development or permissions configuration, we like to keep the excruciating details private so that clients aren't drawn too deeply into technical issues. Unfortunately, Basecamp only allows private communications among members of the same company, so we choose to treat all our subcontractors as members of Social Signal.
Structure and usage
We use messages for communications that require an action or response. This includes:
- communications with clients and client updates
- client requests (bug tracking, questions, etc.)
- internal discussions of how to handle tasks (marking these discussions private so they aren't visible to client)
We use writeboards for communications that are FYI only (though we may use messages to notify each other of a new writeboard).
We use task lists for items that require a "next action" (in GTD terms).
We have recently refined our use of messages to keep better track of all open loops. We respond to urgent messages as they come in, and at least once a week (and ideally every 2-3 days) we review all the messages in a given project space, and update status. We find that updating message status on a real-time basis is excessively time consuming and leads to duplication of effort.
Our message categories vary a bit by project but mostly reflect major categories of project activities (see screenshot — some items deleted to protect client privacy).
When we review a message we briefly note our response, action required, or action taken, even if it's already completed, for future reference.
We then edit the title of the original message to note the status of that message:
- QUEUED: the message requires an action or response. An item is only marked as "queued" when it has been added as a specific task or tasks in a to-do list. An item may be marked as "queued" even if we anticipate that it will prove too low-priority to address; however by adding it to our queue it can be reviewed with the client during our next review of outstanding tasks, and prioritized accordingly.
- CLOSED/RESOLVED: the message requested or required an action or response that has now been completed. We switched from marking items "resolved" to marking them "closed" because sometimes messages are closed because the team (including the client) decide that no further action is warranted, because the item is low priority or because the issue is not expected to recur. When an item is closed we ALWAYS leave a final comment noting the action or decision that led us to mark the message closed.
- NOTED: the message provided information that is needed by the team or client, but does not require direct action. When an item is noted it is usually placed in a writeboard we expect to refer to at a later date, e.g. a "think about for phase 2" writeboard or an "items to review before launch" writeboard.
Editing our message titles to reflect the status of each message gives us an at-a-glance view of which client issues have been addressed, and which need to be reviewed for action items.
We have recently shifted from using fewer, generic to-do lists (which we were trying to standardize across projects) to using a lot more to-do lists, each one corresponding to a set of related tasks. This reflects the GTD notion of grouping tasks by "contexts" or as "projects" consisting of multiple tasks.
By grouping related tasks we ensure that:
- related tasks at the same time, and can therefore consider a solution that might address multiple requirements or bugs at once
- tasks can be ordered in sequence or priority, so that a team member can quickly see which tasks must be completed in which order
- a team member can see who else is working on related tasks
- tasks don't get lost in long (20+ items) lists
When we had fewer categories we found that the very long lists of tasks under each made it hard to identify relationships or priorities; the shorter list of tasks makes this much easier.
We keep our to-do lists organized alphabetically; when we decide to prioritize a specific set of tasks as the next focus for our work, we move that to-do list to the top of the page and mark it "P1: to-do list name" (as in "priority 1").
Writeboards are our long-term storage area and collaboration space. We use writeboards for:
- to-dos that we are considering (often for a future phase) but haven't prioritized/organized yet
- reference information (like a description of our e-mail configuration)
- meeting notes
- personal notes that we might want to share with other members of the team, but which don't require an action from anyone (we may still use messages to notify the rest of the team that we have created a writeboard for them to look at)
Our experience with Basecamp has been shaped equally by the technology itself, and our diligence in using it. Of course, these aren't unrelated issues; if Basecamp really met all our needs, so that we could keep all our tasks organized in one place, I suspect we'd be much more consistent in using it.
We find that Basecamp works well for:
- collecting client and team correspondence in one place for future reference
- organizing project tasks, particularly site/softeware development tasks
- keeping track of our "someday" ideas in writeboards
- centralizing our project notes as writeboards
We find that Basecamp works poorly for:
- personal task management; we often transfer our basecamp tasks to Remember the Milk, where we each maintain an integrated personal "to do" list
- sensitive communications with other team members (due to lack of privacy settings)
- project planning (we use OmniPlan, then transfer milestones to Basecamp)
What we like about Basecamp:
- industry standard — most of our partners and subcontractors, and a few of our clients, have extensive experience with Basecamp
- nice-looking user interface
- client-friendly/intuitive to use
- e-mail notifications include full text of the message
- availability of 3rd party add-ons
What we need that we're not getting from Basecamp:
- deadlines for specific tasks, not just milestones
- priorities for tasks
- ability to assign one task to multiple people (though I recognize that could be a mixed blessing)
- ability to comment on a task
- bug tracking (could be addressed by ability to comment on a task)
- ability to make messages/to dos private when communicating with people outside our own company
Nice-to-haves would include:
- spreadsheets (as well as writeboards)
- personal calendaring
- ability to store project templates so we don't have to recreate all our categories from scratch each time
- option to automatically alphabetize categories
- option to keep message categories and to-do lists in sync (i.e. creating a new to-do list would create a new message category with the same name)
- tags in addition to categories
- better RSS output and/or an iGoogle widget that lets us interact with our tasks from our Google homepages (as Remember the Milk does)
One of my favorite compulsive activities these days is looking into Basecamp alternatives. So far my conclusion has been — to paraphrase Winston Churchill — that Basecamp is the worst possible project management tool, except for all the others. Here are some of the "others" I have looked into, or mean to look into; I'll try to come back to this post and annotate the list with the reasons we haven't moved to any of these:
Unfuddle — intriguing because it includes subversion and bug tracking
Clocking IT — a free basecamp alternative, but as far as I can see no built-in messaging. Time tracking, though.
Michael Silberman of EchoDitto put me onto Central Desktop as a somewhat pricier Basecamp alternative that includes many of our concerns about Basecamp. We're trying it out, and it looks promising, although I'm a bit disappointed in the look and feel (it's not nearly as pretty as Basecamp) and daunted by the prospect of moving our projects over. However the prospect of being able to assign deadlines to tasks (imagine that!!) probably outweighs every other issue.
Brian Benzinger's roundup of project management tools for developers provides quick takes on some of the above, plus many more.
In the course of my obsessing over Basecamp and project management workflow I've found a number of useful blog posts on other people's use of Basecamp and Basecamp alternatives. For some reason many of the blog posts I've come across are by friends in the non-profit tech sector; I'm not sure if that's because of Google's freaky habit of customizing search results, or because non-profit techies are somehow more obsessed with workflow (comments, anyone?) Here are some of the posts I've found helpful.
Sonny Cloward mapped his workflow, which hinges on Basecamp, Backpack and Mozilla Calendar.
Ruby Sinreich blogged her thoughts on Basecamp plus GTD, which includes creating virtual "people" who represent different contexts, so she can assign her tasks to contexts.
LifeDev reports on using Basecamp with GTD, in this case using to-do LISTS as contexts.
Jon Stahl provided an overview of collaboration practices at ONE/Northwest, which includes using Basecamp.
I'm going to take Central Desktop for a serious spin. I'm going to continue praying to the 37Signals gods for true Basecamp-Backpack integration, or to the Remember the Milk guys for Basecamp-RTM integration as an answer to their "how can we start charging for RTM?" quest. I'm going to try out Omni's forthcoming OmniFocus task manager.
And I'm going to resist the temptation to engineer an in-house Drupal solution to our project management wishlist. After all, our needs aren't THAT exotic, and there are an awful lot of people chasing the same vision. I'm trusting that one of them will get us much closer to a solution before long.
Meanwhile, I'm eager to hear from Rob Purdie and others about how we can improve our current Basecamp usage. In particular I'm curious to hear:
- how people use Basecamp as part of GTD
- best practices for to-do list structures and message categories
- best practices for managing privacy and disclosure among staff, clients and contractors
- advice on how to manage personal to-do lists within/alongside Basecamp
- how people cope with Basecamp's lack of task due dates
- experiences with Basecamp alternatives
- advice on encouraging good Basecamp habits among staff, clients and contractors
And if you've blogged your own project management approach or workflow, please let me know by sending an e-mail to alex [at] socialsignal [dot] com, or posting a comment here.
What makes for a transformative media moment: a moment when an individual reads, watches or hears a news story and is galvanized to take action on an issue? Social Signal hopes to offer a new answer to that question with the WIDget, a tool that will turn words into deeds by marrying web-savvy media outlets with the latest nonprofit volunteer and donation opportunities.
The WIDget is our proposal to the Knight Foundation’s 21st Century News Challenge, a call for “new ways to understand news and act on it…new ways for people to communicate interactively to better understand one another…[and] new ways for people to use information.”
The WIDget answers this challenge by by using the latest Internet tools to match issue-oriented journalism with opportunities for concrete citizen engagement. Through a Words Into Deeds widget (WIDget), online media outlets, blogs, audio and video sites will be able to complement any issue-specific story with a set of related volunteer and donation opportunities. You can read about the WIDget and take a look at a mock-up in our draft proposal for the Knight Foundation (PDF).
We’ve made a conscious decision to share our proposal before the December 31 submission deadline because we think that a community converesation about the proposal can help make it stronger, and help us find the best partners to support the WIDget’s development. You can contribute to this process if you are:
- A nonprofit organization that maintains organizational databases: contact Social Signal to add your database to the list of databases that will be tapped by the WIDget.
- A nonprofit organization that wants to promote its donor or volunteer opportunities: contact Social Signal to add your organizationâ€™s name to the list of nonprofits who want to appear in WIDget listings.
- A media outlet or blogger: contact Social Signal to add your outlet or blog site to the list of outlets that would deploy the WIDget to offer volunteer and donor opportunities to your readers.
- An interested observer: share your thoughts about the WIDget by commenting on this blog post or by emailing Social Signal with your comments.
To contact Social Signal, please e-mail firstname.lastname@example.org.
Thanks in advance for any comments or suggested partnerships, and we’ll keep you posted on how our proposal evolves.
Tags can help you drive traffic to your website and build engagement in your online community. Here are my secrets to tagging success.
The lectern has been disassembled, the coffee cups are cleared and the crowd has moved on to their afternoon agenda. The major speech you worked on for weeks is over, and you can’t help but think: is that it?
For all the work we do preparing for them, speeches go by with unnerving speed. This issue, I try to suggest a few ways you can get the most from your next big speech — well beyond the actual delivery itself.
When you check out these ideas, don’t overlook the single best way of getting more mileage from a speech: delivering it again. Not the whole thing, word for word; but if you’ve written a speech that eloquently conveys your organization’s strategic message, key passages ought to find their way into address after address. (Provided, of course, that they’re to different audiences.)
Here are half a dozen ways a speech can keep on speaking for your organization long after the mike’s been switched off.
:: 1 :: Build relationships
Take the speaking text, reduce the size of the typeface to something reasonable like 12 points, and suddenly you have a document that you can send — printed or electronically — to selected prospects, clients and stakeholders.
Want to make it even more effective? Include a brief personal note from the speaker explaining why she thinks the recipient would be interested in seeing it, and inviting comment.
You’ve just helped maintain some of your organization’s key relationships — but you’re only getting warmed up.
:: 2 :: Lead thinking
Somewhere out there is a publication whose audience would be interested in what your speaker had to say. It could be a trade magazine, a portal web site or a major daily newspaper.
Find out if they accept outside submissions, and if so, whether they’d be interested. Once you get the green light, do a light rewrite to make the speech print-friendly, trim unnecessary niceties (”It’s a thrill to be back here in [TOWN]”) and speaking cues like “(pause)” or “(acknowledge hosts)”… and fire it off.
Now your speaker is a thought leader, and the day is still young. Next?
:: 3 :: Start conversations
If your organization has a blog, web site or newsletter, use the speech to spur a dialogue with the public. You can post the full text somewhere else and link to it; here, post the really provocative, insightful passages, and ask readers for their comments.
Whether you adopt a wide-open, take-all-comers policy or just select a few of the best responses and print them, state your policy clearly and be sure to thank people for their contributions. Your speaker can reply to some of the key points, and keep the conversation going.
Great: now you’ve engaged your audience, and maybe even picked up some useful ideas from them. Don’t stop now; you’re on a roll.
:: 4 :: Make news
If you wanted news coverage of the speech, you’ve already dispatched a media advisory out a few days beforehand, called through your list of assignment editors and reporters, and sent around a news release and a pointer to a “Check against delivery” copy of the text as soon as the speech began.
Okay, let’s say you didn’t. Maybe this speech wasn’t the stuff of breaking news. Or someone dropped the ball and the release is still sitting in their outbox. This speech can still do you some good with the media.
Write up a cover note highlighting the speech’s key message, and send the text to your media hotlist. Even if it just goes into their files, you’ve reminded them that you exist and have something worthwhile to say. That could well pay off down the road when a reporter is looking for someone to comment on a related story.
Now that you’ve massaged the media, are you going to quit? Not a chance.
:: 5 :: Make noise
See, you thought ahead, and arranged to have the speech recorded — maybe even videotaped. Now’s the time to get those files digitized and onto your web site.
But take pity on your audience, and give them the greatest hits. Offer the whole speech if you want, but give them the option of listening to just the best one- or two-minute clips. Be sure to offer the written text as well, both for the hearing-impaired and for people who prefer to read. If the speech included a PowerPoint or Keynote presentation, add that, too.
(Incidentally, if your organization happens to produce a podcast, or if you know a podcaster who might find these clips useful for theirs, that’s one more way to get the word out. And if you said “Wha’a?” when you read the word “podcast”, drop by Tod Maffin’s web site and look for the headline “What is a podcast?”)
So, you master of multimedia — got a little more energy left? Because that speech has one more trick left to show you.
:: 6 :: Talk among yourselves
Communicators often forget one of their most important audiences: the organization itself. Staff, members, activists, volunteers — keeping them informed and engaged is critical.
Depending on the speech and its content, you may not want to distribute the whole thing; even internal audiences have a finite attention span. But there’s a good chance they’ll want to know about the key messages. Internal newsletters, intranets and bulletin boards are all potential vehicles.
And if any of them will be speaking publicly on the issues the speech deals with, you’ll want to distill the text down to talking points. Now, where you started the day with only one messenger and one audience, you may have several… or several dozen.
:: One last thought ::
Consider the days, sometimes weeks you spend hashing out a speech. Now consider that most substantive speeches last about 20 minutes.
In raw time, that’s a pretty big loss. Any of these six steps can help you recoup that time — and start earning a dramatically better return on your investment.
A good speech draws on your key messages and strategic goals, making it an important communications asset. With only a little extra effort, you can put that asset to work for you again and again — magnifying its impact and reaching far beyond its first audience.