Managing the relationship.
WHAT TO AGREE BEFORE STARTING
Deliverables, precisely Number of revisions Timeline Payment terms Who approves
WHY THE APPROVER MATTERS MOST
Work reviewed by people without authority is revised repeatedly and then revised again by whoever actually decides.
WHAT TO REQUIRE
One named person consolidating feedback.
WHAT REVISION LIMITS PREVENT
Endless adjustment with no additional payment.
WHAT TO STATE
What counts as a revision, and what counts as new work.
WHAT A DEPOSIT PROTECTS
Against cancelled projects after work has begun.
HOW MUCH
Enough to cover the work at risk.
WHAT TO SHOW EARLY
Rough versions, before polish.
WHY
Direction problems found late are expensive, and clients cannot always articulate what they want until they see something.
WHAT FEEDBACK TO ASK FOR
What is wrong, rather than what to change.
WHY
Clients identify problems accurately and prescribe solutions poorly.
WHAT TO DOCUMENT
Every approval, in writing.
WHY
Memory of what was agreed differs afterwards.
WHAT TO WITHHOLD UNTIL PAYMENT
Final files, where terms allow.
WHAT TO DELIVER
Exactly what was agreed, in the formats specified.
WHAT TO KEEP
Working files, in case of future changes.
