Blog >> Account Management

Molly Hafner Jun 9

Thinking about Skipping Steps in the Creative Process? Don’t.

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Thinking about Skipping Steps in the Creative Process? Don’t.

At Annoydne, we have recently begun to institute a monthly retrospective of select projects in order to learn what worked and what didn’t work and to then refine our process. I will be honest, it’s a tedious couple hours. Before the meeting we all take part in a survey, which we then review at the top of the meeting. We then recreate the timeline of the project, including artifacts that add color commentary to see the full picture of how a project was executed. We record our discovery and establish a couple key action items to focus on. But it’s well worth it, as it brings to light an action plan that helps to continually refine our process toward great work.

Out of our recent retrospective arose one key finding that I’ve heard again and again — and I think it’s worth repeating. No matter the external circumstances, no matter what pressure from client or management, we cannot skip essential steps in our projects. In this particular project, a spec doc was a key item that was missing. Thinking back, as I am entering my seventh year as an account manager, I have come to realize that any time in which a step is skipped in the process, it has backfired, leading to a less-than-stellar deliverable of product and breakdown of trust between the client and agency.

there are no short cuts in any place worth going

So, this message is a warning and a call to action for all those fellow account managers who are considering saving time or money by trying to cut corners. Here are the key steps in the process and what I’ve found to be invaluable pieces to the creative process puzzle.

​Step 1: Discovery

​The account manager interprets the client’s needs and objectives in a way that can be tactically executed via a ​creative brief and kicks off the project along with the project manager​.

WHAT NOT TO SKIP: The creative brief. It’s easy to think that the job is so easy, quick or small that you don’t need a creative brief. If you don’t do a full-on creative brief, a work order or job backgrounder should still be developed, including the background of the request, objective, audience, key message and creative considerations. Without this, the result is much more likely to need rewriting or redesign. It also enforces discipline on part of the client when reviewing, where any deviations from the brief can be noted and worked into budget overages.

Step 2: Creative development

​The c​opywriter writes copy that hits the objective and conveys the message in a fresh way; the designer take the copy doc’s direction and brings the piece to life visually​, referencing the approved style guide for the brand.

WHAT NOT TO SKIP: The style guide. The style guide is a document often provided by the client. However, there have been times when the creative look and feel of a brand stems from one key piece of creative and is never formally recorded in an official guide. If possible, include the development of such a guide in your budget and get it approved all the way up the management chain. Not only does utilizing an approved style guide ensure that your deliverables align to the expectations of the client, but it allows the client to circulate the document to other departments, which can increase consistency of creative design throughout the company. (Read: You are seen as the hero!)

Step 3: The build

The tech team utilizes the spec doc to build out a digital project, ensuring that it functions on all browsers and across all devices.

WHAT NOT TO SKIP: The spec doc. The spec doc at Annodyne is a formal document created by the project manager that bridges information between the account manager and tech team. It includes valuable information such as Google Analytics and tracking codes, destination URLs, the copy doc, wireframes, comps, site map — essentially a repository of documents the tech team references throughout the development process. Key to this doc is version control — only approved docs are accessible to the tech team.

Step 4​: Review and revisions

All parties review and give feedback on the creative with the initial objectives in mind, each member reviewing for aspects specific to his or her craft.

Repeat steps 2-4 as necessary.

Without a solid, approved creative brief, the copywriter is writing on speculation. Without a solid copy doc and style guide, the designer is designing from personal preference. And without a solid spec doc and layouts, the tech team is developing out of past experience only.

​So, the next time you are thinking of cutting corners, just know that it may feel more efficient to skip steps in the short term, but upon retrospect, everyone will thank you for staying the course.

Brandon Reese Feb 19

All Aboard! Onboarding and the Client Experience

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Once all the i’s are dotted and t’s are crossed in the contract, an agency (or any business, for that matter) begins the process of onboarding the new client. It’s an important process, one that sets the tone for the entire agency-client relationship.

Onboarding also typically is the point at which the sales team hands over care and feeding of the client to the account services team. This must be a seamless transition, instilling a sense of trust on the part of the client.

While the client experience is not defined by onboarding or any single touch point, it’s a starting point. The client experience is cumulative, and the value the agency creates for its clients determines their overall level of satisfaction.

Speaking of levels, the client experience can be compared to the online game Candy Crush. Only after the completing several levels successfully does the player advance to the next episode (with the verbal cue of “All aboard!”). If the game designers had failed to build in instructions, goals and positive feedback, the whole concept would be derailed.


So what does it take to move to the next level and/or episode? Besides a little strategy and a lot of luck, it takes knowledge of how the game works.

The game designers at Candy Crush know that it’s crucial to ease in new players, give clear instructions and positive reinforcement in order for them to continue. Otherwise, they would simply move on to a different game. Level One, for example, is a piece of cake (piece of candy?) compared to, say, Level 50. This makes the new player comfortable with the game format, and encourages the player to proceed.

Players are bombarded with positive reinforcement as “Sugar Crush!” and “Delicious!” when they have mastered a level of the game. In no time at all, the player becomes fully invested. By reaching X number of levels, the player figures there’s no turning back now.

These same principles can be applied to the agency-client relationship. The agency must be crystal clear in its communication of processes to the client. In the client onboarding, the agency must expand upon the details of the contract so that the client knows exactly what to expect in terms of deadlines, deliverables, budget, revisions, approvals and more.

For any relationship to thrive, communication is key. Common values must be determined.


In the beginning of any relationship, there’s a lot of hand-holding going on. With the agency-client relationship, this is true as well, although it’s more about guiding than wooing (the wooing was done before the contract was signed). The client is introduced to the account manager, who becomes intimately involved in the client’s business.

As the agency-client relationship progresses, fewer and fewer touch points are required. The hand-holding changes from guidance to partnership. At this stage of the relationship, the fewer the touch points the better. This forces the agency to be clear and concise in its communications, minimizing the back and forth that can eat up time — and budget.

I’m not saying an agency should keep the client in the dark. I suggest the exact opposite. By keeping the client in the loop, at designated milestones along the way, the agency can complete each project more efficiently.

In short, the client experience must be designed, managed and maintained. The client experience is an active concept. It must constantly evolve. A good client experience is directly proportional to growth.

When the agency and the client are fully aligned on goals and the methods used to reach them, it’s indicative — as in Candy Crush — of a perfect match. Sweeet!

Brandon Reese is account supervisor at Annodyne.

Hands photo:

Matt Learnard Feb 9

Why I Love My Job – Valentine’s Day Edition

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Growing up in high school and college I played a variety of team sports — soccer, ice hockey and lacrosse, to name a few. The experience of teammates working and practicing together to achieve a common goal offered tremendous life lessons. These ranged from camaraderie and teamwork to overcoming obstacles and the thrill of victory shared by all working together and, yes, also learning from our mistakes that may have cost us a game. I loved being a part of those teams, and the feeling brought on by striving as one unit for a win rather than individual accolades.

valentine's day - snow heart

I bring that same love of team to my job at Annodyne — it takes all members of our team to successfully complete projects for a client — from the creativity of the copywriters and the visual aesthetics of the graphic designers to the coders and developers of our wizard-like tech department. All of this is orchestrated by our account and project managers who serve as the coach or manager of the team; we all are united by the common goal of delivering an award-winning website or print ad, a groundbreaking app or software product.

We also are united by the values we embrace as part of the Annodyne team:

          1. The Client Experience

          2. Caring

          3. Innovation

          4. Teamwork

          5. Expertise (Learn, Grow and Share)

There is much satisfaction shared upon delivery of our projects to clients — even more so when only we know what challenges and obstacles were faced and overcome to deliver the final result.

I love being a part of this team and working, learning and growing with my teammates. I love my job!

Matt Learnard Director, Account Services at Annodyne.

Photo credit: Beauty Sweet Spot

Darcy Grabenstein Dec 19

’Twas the night before the pitch

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’Twas the night before the pitch, and all through the shop
Not a staffer was idle, all working nonstop.
The mockups were hung on the wall with great care
In hopes that “It’s brilliant!” the client would declare.

The messages were tested so they won’t be misread
As visions of Addys danced in our heads.
Creative team members donned thinking caps
And wracked their brains to fill in the gaps.

From the executive offices arose such a clatter
As the last round of mockups they surely did scatter.
The staffers flew to their desks in a flash
Making revisions in a last-minute dash.

The bright moonlight shone through the office window
While we obsessed over what we’d finally show.
Then, to the wonder of all who were here
The answer soon became quite crystal clear.

A color, a comma were tweaked oh so quick
Not a second to spare, all done in the Nick (of time).
The account team was dispatched, one by one
To practice their pitch, to hit a home run.

Team members rehearsed their slick presentation,
and soon were filled with great inspiration.
On Brandon! On Phillip! On Matt! On Molly!
Your job is to ensure the client is jolly!

Off to the potential client they flew
They knew just what they had to do.
With a deck full of ideas for the client meeting
They were sure they’d beat other agencies competing.

The team was prepared and dressed for the part
Ready to present work straight from the heart.
But their knees were weak, fear rose in their bellies,
And their voices were shaky like bowls full of jelly.

But once they started, they were good to go
In full swing of the dog and pony show.
They managed to capture the client’s attention
And soon forgot all their stress and their tension.

They showed how they’d elevate the client’s brands
When it was over they shook each others’ hands.
As they left for the exit, they all heard a jingling
One by one, their smartphones were ringing.

Come back to our office, the client requested
Did they get the contract? You guessed it!
The client group was smiling, their eyes oh so bright.
“You nailed it,” said the client. “You got it all right!”

Darcy Grabenstein is senior copywriter at Annodyne.

Molly Hafner Nov 21

Giving Thanks for the Small Agency

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In this month of giving thanks for the things in life that may otherwise be overlooked, I started thinking about how thankful I am to work for a small marketing agency like Annodyne.

Many clients decide that a large agency is the way they would like to go. I respect their decision. A large agency tends to be a one-stop shop; larger agencies tend to have a department for everything, and a specialist on staff who can meet every need. However, in my 12 years in marketing and communications, I have worked for/with both large and small organizations. Here is why the small agency is my number one choice:

1) We are agile

Have a new idea? A shift in business goals? Change in management? We can react in days, even hours. We can adjust our budgets, our marketing strategy, and our tactical plan to accommodate. There is minimal red tape and access to all levels of management that is unprecedented in a large agency.

2) Each employee is indispensable

In a large agency, the skills and talents of each individual can get lost among the masses. In a small agency, there is no hiding. In fact, each person’s skills are necessary for the success of the whole agency. Even though someone may be hired as a copywriter, his or her skills in PR, research and proofreading will be indispensable. There are no silos; every person is required to be at once creative, strategic, organized and solutions-oriented.

3) We are resourceful

In a large agency, there are often many people working on your business, with big budgets and high hourly rates. There is little motivation to take the time to find a lower-cost solution when a higher-cost one is available. At a small agency, we know your business intimately, we understand the limitations of small budgets and constantly seek out ways to find solutions to the challenges at hand in the scrappiest, most cost-effective way possible.

4) We value you, the client

It’s no secret that in a small agency, every single client is valuable. You will see that in the way that you have full access to the account, creative and media teams as well as upper management. The whole agency knows your “business.” And that is a good thing for you, the client. It’s as though you have an entire extension of your team providing insight and strategy as to how to best drive your business forward.

If I were the brand manager on the client side, I know what size agency I would choose to be my partner and drive my business goals. Thank goodness for small agencies.

Molly Hafner is an Account Manager at Annodyne.

Darcy Grabenstein Nov 17

Show Me Your Briefs (Your Creative Briefs, That Is)

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 Men's boxers

Thanksgiving is just around the corner, so it’s only appropriate that I pause to acknowledge what I’m thankful for as a copywriter. In a broad sense, I am grateful for the Internet. I have unlimited free resources for research right at my fingertips, which is invaluable when working on deadline.

I’m thankful that I work with brilliant creative minds at Annodyne, an agency that values training and continual improvement. I’m also thankful for appreciative clients who, in addition to providing honest feedback, take the time to recognize hard work and creativity.

From a tactical standpoint, I am thankful for detail-filled creative briefs. The briefs I’ve received from our account managers are the most comprehensive I’ve seen in a long time (and I’ve worked with dozens of agencies over the years).

A creative brief is essential to producing work that’s in line with the client’s goals. What elements should a creative brief include? At a minimum, a creative brief should include the following:

Background – This is particularly helpful if you’re working with freelance copywriters and/or designers.

Audience – Your audience will determine both the content and tone of the messaging.

Objective – What end result do you want to achieve? A purchase? Generate leads? Drive web traffic? Build awareness?

Key message – Summarize the main message in a simple, single sentence.

Deadlines – When are various deliverables due to the client? Use this to work backward and develop a production timeline.

Specs – For print collateral, this includes details such as size of printed piece and any other specifications such as ink and paper colors, paper stock, quantity, etc. For online materials, such as banner ads, this includes pixel sizes and more technical considerations such as static vs. animated, character counts (if applicable) and number of frames.

In addition, if the project involves online communications, the brief could include keywords and keyword phrases for SEO purposes. Brand guidelines are useful as well, especially for freelancers. Competitive information can paint a picture of the broader business landscape. Legal information, such as sweepstakes rules, should also be included.

A well-crafted creative brief not only helps the agency, it helps the client clarify its direction and purpose for the project.

Creative brief – client benefits:

• Provides a format in which the client can share its vision and thought processes

  • Allows input (and, ultimately, buy-in) from various stakeholders on the client side
  • By stating desired outcomes, makes the project measurable in terms of ROI (an important consideration for upper 
  • management)
  • A little extra effort up front can save the client in the long run, as in providing statistics or other information to be used in the content (saving both time and money by minimizing research efforts and cutting down on revisions).

Creative brief – copywriter benefits:

  • Provides both general and specific insight (without getting overly specific so as to stifle creativity) into the brand, the stakeholders and the project
  • Helps develop the tone and direction for the piece
  • Gives the client’s perspective, which can help frame the content

Creative brief  – designer benefits:

  • Gives a starting point for layout and design
  • Prevents developing creative that’s off-target
  • Helps in presenting creative to the client and building a case for design direction

What are you thankful for, either on the agency or the client side?

Darcy Grabenstein is senior copywriter at Annodyne.

Photo credit: By Luis2492 (Own work) GFDLCC-BY-SA-4.0-3.0-2.5-2.0-1.0 via Wikimedia Commons

Molly Hafner Sep 30

Being Schooled on Customer Experience

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A couple weeks ago, my son started kindergarten. If you are a parent yourself, you know that kindergarten can be a potentially intimidating time as your child takes that first big step into “real school” riding home on the grown-up school bus. To my delight, my son’s school provided a number of efforts to help ease this transition: For parents, school communications started early, and the same message was delivered in many different formats (newsletters, tweets, mailers, emails). For students the information was delivered via student-friendly vehicles (summer books to read about kindergarten, class schedules, decorate-your-own bus tags). Messaging also focused on meeting both the students and parents in-person in a number of introductory interactions (scavenger hunts, meet & greets, movie night) all in or before the first week of school.


By the time my son entered the building, his anxiety had turned to anticipation for what was to come. The result: enjoyment and excitement for more.

How can we translate this well-oiled customer experience to our customers?

Information is still king

Whether you’re a friend approaching a newly diagnosed patient or an executive joining an EMBA program, we all need to remember that it is human nature to feel anxious about the unknown. Provide customers with the right information at the right time, speak to them in their language, and they will become prepped for the next step in their journey. The more personalized and useful the content the better.

content is king

It takes a village to convert your customer

Communication no longer happens in a linear format. Your communications plan should have a number of meaningful touch points, so that at every turn your customer is being “hemmed” in by your brand. The aggregate of all carefully timed touch points (personal, virtual, via direct mail, phone, etc.) is what leads to a feeling of trust, respect and safety which, over the long term, translates to loyalty.

It pays to meet in person

When working on a surgical device account, I was involved with developing a way for potential bariatric patients to come to a seminar, so they could meet both the doctors who would be performing the surgery as well as other previous patients who experienced the procedure. Conversion was nearly 50 percent higher with those who attended the seminar compared to those who just expressed interest via an online form. Create more meaningful interactions by taking the time to get to know your most interested and qualified customers. In this virtual world, we are still most emotionally engaged by meeting face to face.

I was impressed by my son’s school and how comfortable and loyal we had become so quickly. I want the same for the customers who interact with my brands. Who knew that the marketing professional would watch these efforts expertly unfold in none other than a kindergarten class?

Molly Hafner is an Account Manager at Annodyne.

Brandon Reese Jul 22

5 To-Dos When a Client Breaks Up with You

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While watching “The Bachelorette” the other night (I have a pregnant wife. She wins.) I couldn’t help but notice how well Chris handled the breakup.

Getting dumped sucks in both life and in business. It happens and it’s awkward for both parties, but in the way it’s handled, it helps to separate an otherwise good account manager from an enterprise-wide contributor.

So stop crying that your bonus is in jeopardy or rationalizing the split by blaming the client. Instead, keep your head up and grasp the enormous opportunity to learn.


Practice the following 6 tips to get you through a breakup and come out a winner.

1.) Take the time to reflect on the relationship.

Whatever the reason(s) for the breakup, your client has almost always given you hints of trouble throughout the relationship. Be honest with yourself and identify times and conversations over the course of your time together that indicate some level of dissatisfaction. Whether you’ve missed a deliverable deadline or the client has asked for help repeatedly on a product, there will almost certainly be some evidence of unhappiness.

I keep a client journal to record the good, bad and ugly so that I have a clear history of the relationship.

However, just like in your personal life, sometimes you get blindsided in business. But the more you listen and the more experienced you become, you’ll have a better chance of picking up on these hints earlier in the relationship and have ample time to address them. (I’ve seen more of “The Bachelorette” than I’d like to admit, and there were certainly hints that Chris should have picked up on.)

2.) Set up a time to discuss the breakup and next steps.

If possible, set up a meeting to specifically discuss the relationship and next steps. This gives both you and the client some time to gather your thoughts and questions. Additionally, take the time to create questions that you will want to ask in order to maximize any feedback.

3.) Make the client feel comfortable.

When the time finally comes for the client to look into your eyes and speak those dreaded words, “We won’t be renewing,” they too will be pretty uncomfortable.

Making the other person feel comfortable in an awkward situation is tough. This is where you as an account manager must really put yourself in the client’s shoes and empathize. This doesn’t mean kowtow; it means listen and provide encouragement.

When Chris on “The Bachelorette” realized that he was, in fact, getting dumped and not going to the fantasy suite, he mostly listened. Each time he spoke, however, he made it about Andi. He made it clear that the most important thing for him was indeed her happiness.

4.) Ask for feedback.

Take this time to ask for feedback about the entire client experience. The client may hesitate and not want to offend you or hurt your feelings. Don’t let the client get away with the old “It’s not you, it’s me” excuse.

This is where account managers have a great opportunity to learn. You may not like what you hear, but in almost every case you will learn something. In Chris’s case, he learned that Andi thought the world of his family, but just wasn’t feeling him or the cultural difference.

Ultimately, and as one example, this may lead Chris to reconsider the demographic and personas of the women he should date.

Let the client know that you’ve heard what was said and that your team is committed to a strong finish.

5.) Discuss the business recommendations and next steps.

Clearly define how you are going to make the client and its business more successful in the last days of your relationship. Offer to help handing off the business and make yourself available for questions to your client and its new partner.

Even though it was effectively the end of the relationship, Chris was able to build trust with Andi by demonstrating that he truly did have her best interest in mind.

6.) Give the client every reason to second guess the decision, and want to come back.

Now it’s time to deliver on all those recommendations you gave as well as to selectively implement any feedback the client has given you. Let the client know that you’re personally available to help move forward if any outside advice or help is needed. Occasionally check in and let the client know what new and exciting things your company is doing. If you use any marketing automation tools, create assets and a communication track specifically for these former (and potentially new) clients.

Reiterate with the client that you’ve heard what was said and that you and your team are committed to finishing strong.

The worst-case scenario, and if Andi doesn’t come crawling back, is that she and/or the entire viewing audience will have no problem hooking Chris up with a friend.

Best-case scenario is that Chris becomes the shiny new bachelor with a dozen new clients (I mean women) to choose from.

Not a bad place to be.


Brandon Reese is account supervisor at Annodyne.

John Stratis Jul 2

Golf & Project Management

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In today’s day and age we all have different ways of going about completing our work no matter what position you have at your company.  As a project manager (like myself at Annodyne) you might have the term “manager” in your title, but what is your style of leadership?  Leadership is a huge role in the position no matter what the industry. In my opinion, no right or wrong leadership style exists.  In fact, over the years the best project managers I’ve worked with have been able to adapt to each project they are assigned with a different, unique style and adapt themselves to the type of team they are leading based on the personalities of different team members.


For those of you who play golf, the comparison between a day at the links and managing a team/project can be quite similar.  During a round of golf you’ll need to determine what club to use for a particular shot, depending upon your distance to the hole and your surrounding environment.  The same approach can be used on any given day for a project manager.  Consider your surrounding environment and the resources available to you in order to complete the project on time and under budget.  The distance to the hole can be symbolic of the deadline provided by the client for completion.  The club you choose to use for your shot can represent your leadership style and how you manage the project. With that said, below are some different project management styles (or clubs if golfing) for consideration when being tasked with a new project to manage.

Authoritative – Manages who fall under this style have a vision and are happy to share it with their team. They encourage and allow staff and team members to collaborate on projects. Authoritative managers are project-knowledge-full and their teams notice and respect that knowledge. They recognize individual contributions and encourage strengths.

Coercive – Many managers who work with junior teams use the coercive style. Some team members often view this as a dictator-type style; however, the project manager’s strengths are essential in outlining an entire project, setting the project scope and monitoring the project to the end. Little input is allowed from junior associates with this management strategy. Project managers who use this style should be careful only to use it when team members have inadequate knowledge, education or drive to complete projects collaboratively.

Democratic – A project manager who does not lead or guide at all falls under this project management leadership style. Consider a football team without a coach or an art class lacking an instructor, and you have the gist of this style. Because of the democracatic atmosphere, all project team members are allowed input, which can often lengthen the time of the project. An upside to this style is employee morale.

All For One & One For All – This management style tends to be microscopic in focus. People are encouraged to work at their own pace and use individual creativity. Managers of Gen X and Y often fall into this category because of the way they define how work and projects balance within their lifestyle. Too little guidance or supervision, however, can deter or lengthen the project and its goals.

Pacesetter – While one would think a pacesetter would reward and offer clear goals to get the job done, this is not the case. Pacesetters expect the highest standards from their teams and will often terminate the weak. Managers who utilize this style should expect a lot of stress within teams.

The Team Leader – A strong coaching trait and patience appear in managers who utilize the team leader approach. They are experts in risk management and change control skills because of their encouraging personality, even through downturns or failures.

So which leadership style would you consider the best?  Like I said earlier, it all depends on your environment, team and deadlines.  Before you decide which club to pull out of your golf bag, just make sure to survey the greens so you select the club that’ll give you the best shot to succeed.

John Stratis is a project manager at Annodyne.

Shannon Weglos Jun 23

Tips for Being an Effective Project Manager

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When it comes to project management, there are many challenges to keeping each project on track and within budget. There are all kinds of factors both internally and externally that can cause a project to veer off its tracks, but having an excellent plan in place can lead your project to success.

Here are 10 project management tips to help ensure your project will move along smoothly:

1.  Confirm project requirements

It is essential to gather all the project requirements up front and get confirmation from the stakeholders.  Understanding their expectations will determine whether or the project is successful.

2.  Understand the scope of the project

Every project manager should have a clear understanding of the project based on the job requirements. It’s the project manager’s job to ensure that the project team members are aware of upcoming tasks, key deliverables and how many hours they have assigned.

3.  Define project milestones

Develop the project plan and verify that the goals of the key elements are clearly defined. Milestones will not only help you to eliminate project risk and monitor project change, but will also alert you to any continuing problems and ensure that each piece is correctly completed.

4.  Be a leader

You are the director of this project, so be sure to act the part and do not let any other team member assert dominance over your position. You will need to be in charge when it comes to getting input from the project team and stakeholders.

5.  Communicate effectively

Alter your communication style depending on who you are addressing. It is important for a project manager to know how to ensure all team members and stakeholders comprehend the information given to them.

6.  Avoid over-commitment

Don’t be afraid to say no. If something is not your job, say so. If you don’t understand something, say so. If there isn’t enough time for something, say so.

7.  Manage your risks

Risk can occur at any time during the project. By having open communication, you should be able to understand what, if any, risks are approaching and manage them before they get out of hand. You will need to identify and control project risks before they control you. Since a risk is only a potential problem, you want to take care of it before it becomes an actual problem.

8.  Identify scope creep

In the project management world, scope creep happens when new elements are added to a project that’s already been approved, but no consideration is given to increasing the budget, adding more time to the schedule and/or adding more resources to compensate for the revised project. Managing scope creep is essential to project success. Although some change is inevitable in any project situation, you will want to keep your project from creeping into chaos. Make sure to have the proper documentation and have all stakeholders sign off on these changes before proceeding.

9.  Hold regular status meetings

It is important to meet with the internal teams on a daily basis to confirm the status of the project. At Annodyne, the project managers hold daily scrum meetings (Agile process) to make sure the internal teams are all on the same page and identify any upcoming risks.

10.  Keep track of your time and budget

To keep a good record, you need to monitor the timeline and your budget. Set up systems to gather, track and analyze time and cost information, so you can keep the team and project under control.

Shannon Weglos is a project coordinator at Annodyne.