seeking simplicity
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Seeking Simplicity
Ann Marie Sexton
SIMPLIFYING THE MANAGEMENT
OF COMMUNICATION DESIGN
Seeking Simplicity
For my Mom, Linda, Tom, Ted, Mark & Mike
School of Art and Design
Pratt Institute
December 2014
A thesis in partial fulfillment of the requirements for the degree
of Master of Science in Communications Design.
Seeking Simplicity
A study and evaluation of the management of communication
design and a proposed solution to simplify the process through
use of visual empathy, distillment and clarification.
by Ann Marie Sexton
Warren Bernard, Major Advisor Date
Santiago Piedrafita, Chairperson Date
Seeking SimplicityA study and evaluation of the management of communication
design and a proposed solution to simplify the process through
use of visual empathy, distillment and clarification.
by Ann Marie Sexton
Received and Approved
Preface
Introduction
Table of Contents
Organizational Structures
Methodologies & Processes
Elements & Tools
BackstoryIntroduction
14 30
18 32
42
1 2
Empathize // Industry Interviews
Distill // Research Results
Clarify // Proposed Solution
Seeking Simplicity
Conclusion
Acknowledgments
Notes
3121
123
125
56
84
102
THERE IS
NOTHING
ABOUT
SIMPLICITY
simple
THE INTRO
DUCTION
Preface
Problem Statement
Thesis Statement
Design Approach
0
1
14
PREFACE
15
Project management is an area, it is safe to say, that most designers tend to
avoid. Designers would rather be designing then dealing with the logistics
of the design project.
As I look back, I find it interesting that, as a communications designer, I
would dedicate my thesis study in graduate school to the subject of proj-
ect management. Prior to graduate school, I was an experienced manager
and coordinator in the non profit sector. I entered into the field of graphic
design with an acute awareness, and interest, in how design projects were
structured and managed. Working directly with both design professionals
and clients, I realized there was a lot of frustration around the process.
Designers are often referred to, in the field, as problem solvers. So it was
no surprise that when I found myself in the midst of a project management
problem, my curiosity was sparked enough to attempt to solve it.
The tipping point occurred between my final spring and fall semester at Pratt
Institute. During that summer, I had been working as an intern for a digital
interactive agency in New York City. Because, the firm was small enough
I was given the opportunity to be an active member of the team. On one
particular call with a client, the team was going over a series of wireframes
for a redesign of the website, when a drastic change was made to the di-
rection of the project. The client had just returned from a week’s vacation,
full of inspiration and ideas on how to design the website. Her changes
included a redesign of the site map, something that had been approved
months prior to the call. All work that had been shown on weekly calls,
and approved by the client, would need to be scrapped. The client did not
16
understand that the changes she was requesting would drastically shift the
project timeline. There was a huge disconnect in the client’s understanding
of the design process. Words seemed to be lost in efforts to describe the
impact these changes would have on the overall scope of the project. This
was my moment of inspiration, and my drive to study the management of
communication projects. I was in the midst of a meta communication prob-
lem, and I felt compelled to find a solution.
Discussions and further research among designers attested to my inkling.
In a brief survey I conducted among those who work in the design field,
over half stated that the most common project management barrier they
faced was the client’s lack of understanding of the design process. Un-
fortunately, this was not the only problem disclosed in the area of project
management. Research through in-depth interviews and comprehensive
audits of the tools and methods used, confirmed the need for a solution
as to how design projects are visualized, understood and managed. This
thesis is a study and evaluation of the management of design, with a pro-
posed solution to infuse simplicity into the process through means of visual
empathy, distillment, and clarification.
17
18
INTRODUCTION
19
Managing projects, or doing this kind of ‘work about work’, plays a large part
in the design process. Not only does a designer need to create articles of
communication for their clients, but they also need to clearly communicate
during the phases of the design process with members of their team, vendors,
and, depending on the design role/studio, with the client. Internal as well
as external communication is key, and varies in engagement dependent
upon the role of the designer. Project management plays an essential role in
the design process. Understanding how teams work, and ensuring that the
tools used to manage projects are in fact supporting the team, are crucial.
Problem Statement
You must know what causes the problem before you can begin solving it.
Complexity seems to be the culprit taking over project management. Peo-
ple mistakenly believe that massive amounts of information equals greater
clarification. There are more tools to manage your design projects than
ever before, but these options have become more of a frustration to the
user than a help. Too much information is the a prime source of complexity.
There is a need for a simple visual project management tool to be created
with the intent and purpose of supporting the design process. My research
has concluded that designers are unhappy with the features and interfaces
offered by the current software for project management. Of the over seventy
professionals surveyed, only five percent were satisfied.
20
It seems crazy that 99% of companies lack
a single place to track their work, a de-
finitive source of ‘truth’ about everything
they’re working on.
Justin Rosenstein, co-founder of Asana
1
21
Based off a recent article in Wired magazine, Justin Rosenstein, co-founder
of the project management tool Asana, clearly stated the need for a single
place to track project work and the lack of that need being met with current
market options. There is a clear need that has yet to be met.
The purpose of PM tools is to help plan, execute and support all aspects of
the design process. Designers rely on key tools for managing a project to
ensure that each task is completed on time, to balance staff workload and
client expectations for optimal time management. PM tools are meant to
enhance resource efficiency and ensure the project scope. Unfortunately,
communication within the project management structure is one of the top
problems confronting projects today. Lack of understanding from the client
regarding the project process, as well as internal team communication, are
additional common barriers to project management.
For starters, the communication of the design process is scattered across
multiple platforms. Information regarding the project might be housed on
post its, emails, chats, calendars, documents, spreadsheets, and file sharing
devices. The market has noticed this evident need, and software developers
have been working to produce team communication solutions. The tally
of these new program management tools is building. Though many tools
are being developed, there still seems to be lacking a simple successful
tool which encompasses all that designers need to succeed at managing
projects efficiently. In addition, a critical element missing in the majority of
the tools being offered, or even taken into account, is the essential role of
the stakeholder to the project, the client.
There is a lack of project management software which speaks to and
addresses the client directly. The client is part of the design team and is
a key stakeholder, yet they are left off a majority of project management
tools. The client is left blind to the process. A majority of grievances that
delay the flow of the project derive from the lack of understanding of the
design process by the client.
This specifically comes into play for the agency or the freelance designer,
while the product designer or in house designer, who does not work directly
22
with a client, takes the user into consideration. In both instances, when
moving through the design project, be it for the client or the user, empathy,
distillment, and clarification are key factors to be considered.
Management of the design project has become a complex problem. The
solution to complexity is simplicity. Simplifying communication helps to
support the client’s understanding of the project process, as well as to
enhance internal team communication, addressing these two barriers is
the focus of my thesis.
Thesis Statement
I have developed a simple solution to the project management woes that
so many teams encounter. I have identified one project management area
which is lacking from current platforms, which will support the client’s under-
standing of the design process. Based on a series of research methodologies,
this is an area where designers are struggling in the project management
process and are not currently being supported by the tools which exist.
The areas which I have research have uncovered other areas of need
within the system of project management, which I will reveal throughout
this research publication, but I have chosen to focus and address this par-
ticular area, the client perspective, as it is the one that has lacked attention.
I will address this through the design of a simple modular project manage-
ment component. This custom project management element I propose can
be further developed to create a new tool, or the API can be added to an
existing project management tool.
The tool I propose will be designed through a process of simplification.
Simplification requires a thorough and pervasive commitment to empathize,
distill and clarify. When you have reached a point where you have achieved
transparency, clarification, and usability, you have likely achieved simplicity.
This attention to the client’s understanding and the transparency of the
project process will reduce many of the management barriers which cur-
2
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rently arise. It will enhance the overall design process and save time for
the design team. I propose we, the design team and the client, all get on
the same page.
Design Approach
This thesis has been structured and created under the three principles of
simplicity taken from the book Simple: Conquering the Crisis of Complexity,
which was coauthored by Alan Siegal and Irene Etzkorn of Siegelvision,
a New York based branding firm. The design approach of simplicity has
inspired and guided this research as well as the project.
Simplification is a thorough and pervasive commitment to empathize, distill
and clarify. Simplicity requires us to have the discipline to boil down to its
essence what we’re offering or communicating. It’s about shaping, filtering,
purifying, and customizing whatever is being offered to people so that it
best meets their needs and expectations. It demands that we strive for
clarification through the use of both plain language and design.
To establish empathy, I had to understand the user, and that was done through
research. My deductive research was conducted through various methods,
both quantitative and qualitative processes, to analyze data regarding the
experiences and successes of project management processes and tools
within the design experience. I used a series of methodologies to facilitate
my research including self completion questionnaires, social media, obser-
vation, and interviews. Included in the distill chapter is the breakdown of
the questions and their results for each of these methods.
Simplicity starts with understanding the
circumstances and needs of others. The
designers must “get inside the head” of
the user to anticipate their needs.
3
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My research began with observation. Watching people and mentally record-
ing their behavior throughout my internship and freelance experience over
the summer was what brought me to this thesis topic. It was clear, through
the interactions between clients and designers, that there was a lack of
a process which could clearly communicate to the client. As a result, the
design process suffered.
The first step of this approach was established through in-person interviews
with a variety of professionals in the field of design. In order to establish
empathy, I collected qualitative data through this series of interviews. Pro-
viding open ended questions, and allowing the interviewee to disclose their
personal experience with concerns to project management, was essential
to my research. With limited personal professional experience in the field
of design, I depended on the interviewees to disclose common knowledge
of studio practices and processes.
Through these interviews, I was able to empathize and distill pertinent
information about what is needed to support project management during
the design process. The interviews disclosed what tools and processes
designers are currently using in the field, and what they need to have to
be successful in managing their projects.
In addition to interviews, I presented a series of online questions to pro-
fessionals who work in the design sector. Each respondent answered on
their own accord. Self completion questionnaires are good for collecting
data on relatively simple topics. I was able to gain a general overview of
the experience of project management from the designer.
The questions focused on understanding four main areas: what project
management tools designers are using, how their experience has been
using such tools, what is lacking with project management tools, and what
are the main problem areas that arise during a design process that project
management software might be able to limit or solve.
I experimented with social media, using twitter as a tool for my research.
The idea was to create a platform which will allow for communication around
25
the project management experience to be freely expressed. The results
were gathered and distilled and led toward the clarification of the project
proposal. One particular tweet stated and reflected my thesis statement.
Liz Rose Chmela, the founder of the design firm Made By We, tweeted the
desire of a client facing transparent interface.
She said, “I wish I had an easy-to-update
interface where clients could see the
whole design process and status.”
Connecting with professionals in the field of design was essential to my
research, be it through means of surveys, interviews, social media or obser-
vations. The research methods I used opened up doors to conversations
I was not expecting.
At the start of my research, I sparked a partnership with Alta, a design firm
in San Francisco, California. The founder of Alta, Alex Chrisman, had been
in conversation with a developer he collaborates with often, Tyson Caly,
about the very topic of project management frustrations. Alex runs a small
agency and is often struggling with ways to best manage projects at his
company. The conversation sparked an interest among the three of us to
join our efforts and work towards a solution. Through weekly scheduled
calls and set deliverables, the team has offered insights and clarification
regarding the project, gained through professional experience and expertise.
Through the use of simplicity as a design method, I conducted this series
of research methodologies which resulted in data that was then distilled
to provide clarification in proposing a solution. This clarification revealed
what was indeed lacking in the current tool kit of design management and
how I might offer a solution.
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0
27
2
28
TOO MUCH
INFORMATION
IS THE
SOURCE OF
COMPLEXITY
prime
29
THE BACK
STORY
Organizational Structures
Methodologies & Process
Elements & Tools
Summary
30
THE STRUCTURE AND MANAGEMENT OF DESIGN
31
In order to start moving project management toward simplicity, we first have
to understand the field in which it resides, that is, how designers work and
the process which occurs when managing a design project. The first part of
this research provides an understanding of the various structures of design
management. Once we establish this baseline, we can take the necessary
steps towards simplicity. The most important part of project management
is not the tools; the most important part of project management are the
people. The following chapter will break down the organizational structures
of how designers work, the methods they use, and the tools which have
been created to support those methods.
Project Organizational Structures
Design firms seek organizational methods that facilitate teamwork, can
maximize the usage of limited resources, and support efficiency and quality
in terms of how a project is carried out and the way goals and objectives are
achieved. One aspect of project management, that first received quite a bit
of attention during the 1950s and 1960s, is project organizational structures.
The three traditional organizational structures are functional organization,
project organization, and matrix organization.
Functional Organization structures assign projects in two ways. One way
requires that the project be allocated to a specific functional manager who
then coordinates with all the other departments, allowing for their input.
Alternately, projects may be shuffled around to several departments where
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Alternately, projects may be shuffled around to several departments where
each department manager makes sure that their aspect of the job is com-
pleted. This method does not work well in complex projects.
Project Organization is created specifically for executing projects. The focus
is on completing the project. Once the project is finished, this structure
disbands. The problem here is that as soon as the members actually begin
acting like a cohesive team, the project is over and the organization dissolves.
Created in the 1970s, the matrix structure combined the ideal parts of those
two structures: Functional and Project. This model functions very well
when you can find multiple projects being simultaneously coordinated, for
example, in an agency where designers are working on several projects
for different clients. Though this has the best of both structures, problems
still arise when designers have multiple managers to report to so internal
communication becomes key. 1
Depending on which organizational methods is used, a project management
methodology will follow and complement the organizational methods used.
Project Management Methodologies & Process
Project management methodologies are models, which project managers
employ for the design, planning, implementation and achievement of their
project objectives. There are different project management methodologies
to benefit different projects.2
Project management methodologies were officially defined and used in a
widespread fashion among organizations in the 1950s. They were appro-
priated and originally derived from engineering, construction and military
defense projects. These methodologies are all about specifying the best
way to initiate, plan and execute projects.3
Project management methodologies are most commonly used among soft-
ware developers and IT specialist. Over the past few decades, there has
been strong debate surrounding which methodology is best. The debate
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has become particularly heated over two particular methodologies: Agile
or Waterfall. The topic of project management methodologies is vast and
pertains more to software development then to communication design. I will
briefly touch on the two most commonly discussed methodologies, which
are, Waterfall and Agile.
Developed in the 1970s, Waterfall is the most traditional methodology. It
is sequential, with top-down approach to project management. Within the
waterfall project management methodology, project managers strive to
eliminate risk and uncertainty by following a step-by-step approach towards
the project. It is best used when the project is defined and the require-
ments will not change during the course of the project. After each step is
perfected and completed, the process proceeds to the next step. Just as
builders would not revise the foundation of a house after the framing has
been erected, so does the designer ideally proceed through the step-by-
step process of Waterfall.4
Requirements
Design
Implementation
Verification
Maintenance
Waterfall MethodFigure 1.1
34
One of the main ideas of Waterfall is that, by investing time in the early
stages of a project to ensure that the proper design requirements have
been met, this process will eliminate the need for corrections later on. This
is accomplished by ensuring that one phase of a project is successfully
completed before moving onto the next phase.5
Waterfall works in theory but not always in practice. In order to use this
method you must be sure at the start of the project what you are delivering
to the client.
The most prominent criticism revolves around the fact that very often,
customers don’t really know what they want up-front; rather, what they
want emerges out of repeated two-way interactions over the course of the
project. In this situation, the Waterfall model, with its emphasis on up-front
requirements to capture and design, is seen as somewhat unrealistic and
unsuitable the real world.
Further, designs that look feasible on paper turn out to be expensive or
difficult in practice, requiring a re-design and hence destroying the clear
distinctions between phases of the traditional Waterfall model.
In general, therefore, the model is recommended for use only in projects
which are relatively stable and where customer needs can be clearly iden-
tified at an early stage. Whether you should use it or not depends largely
on how well you believe you understand your customer’s needs, and how
much volatility you expect in those need, as the project progresses.6
While Waterfall is one of the most widely used project management meth-
odologies today, Agile has become popular among software developers.
The so-called lightweight Agile software development methods evolved in
the mid-1990s in reaction to the heavyweight Waterfall-oriented methods,
which critics called heavily regulated, regimented, micromanaged and
over-incremental.
Just as the name implies, Agile, refers to being able to able to move quickly
and easily. The process lends itself to a fast turnaround and the dynamic
7
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Agile Method
Figure 1.2
AGILE DEVELOPMENT
Develop 1
Intergrate& Test
Intergrate& Test
Intergrate& Test
Develop 2
Develop N
ReleaseFeedback Review
Accept ?
No
Test & Release
Adjust & Track
Next Iteration
Record Changes
Yes
36
HOW TO BUILD A MINIMUM VIABLE PRODUCT
NOT LIKE THIS
LIKE THIS
1 2 3 4
1 2 3 4 5
Minimum Viable Product
Figure 1.3
37
ability to quickly adapt to needed changes or course corrections. Agile is
thought of as the most humane and sustainable of the two methodologies
because it is human centered and focused on producing work with the
client. Agile relies on producing work in sprints; implementing short, itera-
tive phases that rely on ongoing feedback that continuously reshapes and
refines the project path.
Agile software development processes are built on the foundation of iter-
ative development. The foundation is more people-centric viewpoint than
traditional approaches. Agile processes use feedback, rather than planning,
as their primary control mechanism. The feedback loop is driven by regular
tests and releases of the evolving software.
Agile accommodates change requirements and is a lightweight methods of
designing by presenting to the user in small increments. The sprint phases
of Agile produce market ready products that can be tested with users who
can supply feedback to support the process, unlike Waterfall which delivers
the product at the end of the entire process.
It is hard to know whether your product will be good. So, build incrementally
and try to enhance your feedback, to prove to yourself that the product will
promote the solution.
One method used during the Agile process is called Scrum. Scrum is a way
for teams to work together to develop a product. While a Sprint might take
two weeks, a Scrum will occur within the Sprint and be held in a shorter
timeframe, about 24 hours. Scrums are short phases of development and
occurs in small pieces, with each piece building upon previously created
pieces. Building products one small piece at a time encourages creativity
and enables teams to respond to feedback and change, to build exactly
and only what is needed.
Agile development prides itself on fast production. Agile developers ulti-
mately deliver user-facing code, but designers output thinking. Designers
create solutions to design problems, traditionally expressed via mock-ups
or assets. Knowing how much design is enough is hard. Knowing how much
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9
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design to start with is also hard. So what happens when design thinking
and software development methodologies mix?
On October third of this year, Mike Burn, a partner at the design firm Fu-
ture, wrote an article titled on Rapid Ingenuity + Agile = True Love? This
article was published after Mike Burn and I conversed over email around
the idea that Agile might have been an influence in the creation of the
design method Rapid Ingenuity, created by the design firm Future. Below
are excerpts from Mike Burns's response to the connection between Agile
methods and design thinking.
Agile has its roots in software development, but today you can find people
across organizations using it to run projects. Why has Agile taken hold?
Because the big bets and risk-filled assumptions of traditional Waterfall
project management too often failed to deliver products and projects.
Many of the organizations who pioneered the broader use of Agile have
stumbled upon a new challenge: “We’ve mastered the development and
delivery of solutions, but we’re not where we want to be when it comes to
conceiving game-changing innovations.”
To address this, engineering, product management, strategy, and innovation
leaders have turned to design. They’ve spotted a useful overlap in the Agile
Design Thinking Venn diagram. One accelerates conception. The other
accelerates execution. When design thinking and Agile come together,
there is an eureka moment!
39
EU
RE
KA
!
AGILEMETHOD
DESIGN THINKING
Agile Design Thinking Venn Diagram
Figure 1.4
40
Rapid Ingenuity is next-generation design thinking. Rapid Ingenuity is the
clever, original, and practical use of existing resources to solve a challenge
fast. It does this through a series of stages.
The Be Bold Practice.
Be Bold focuses everyone on your challenge and how to make the most
from taking it on. It helps you not only take users into account, but also the
strategic aspirations of your organization and the people who show up every
day to achieve those. Ultimately Be Bold challenges everyone to raise the
bar on what’s possible. It’s a unifying practice that inspires and energizes
your people, your partners, and the communities you serve through shared
purpose and a compelling vision of impact.
The Think Wrong Practice.
Think Wrong deliberately breaks the heuristic biases and synaptic connec-
tions that result in the status quo and stand in the way of ingenious solutions.
The Think Wrong Practice forces you to solve from a place you would never
consider, ensuring solutions you could otherwise never imagine.
The Bet Small Practice.
Bet Small, inspired through our work with best-selling author Peter Sim’s
(Little Bets), counters the fear that too often snuffs out newborn ideas by
applying Sim’s concept of affordable loss. So, rather than placing a massive
bet on an unknown and untested idea (what the Waterfall methodology was
developed to manage), this practice generates a portfolio of small bets from
which ingenious solutions can quickly learn, adapt, and evolve.
41
With its Scrums, Sprints, and frequent deliverables, Agile offers a management
approach ideally suited to producing the LFI (Learning From Investment)
that Rapid Ingenuity Make Stuff, Bet Small, and Move Fast Practices are
designed to produce.
So, while the honest answer to whether or not the Rapid Ingenuity Practices
were inspired by Agile remains, “No,” it’s equally true that Agile and Rapid
Ingenuity are kissing cousins.
Agile, Scrum, Waterfall, and Rapid Ingenuity are a few of the methods being
used today to structure the design process. This is the high level thinking
behind the management process. Once the methodology is decided, then
the elements and tools of management come into play.
10
Move Fast.
BetSmall.
MakeStuff.
ThinkWrong.
Get Out.
BeBold.
Rapid Ingenuity Diagram
Figure 1.5
42
Project Management Elements & Tools
A good system of management is absolutely essential for every graphic
design firm. However, the process of finding the software that’s most ap-
propriate for you can be very confusing. There are lots of competing proj-
ect management systems out there and each has different strengths and
weaknesses. I have provided a brief overview of a few of the key elements
which exist in project management tools, as well as a review of how those
elements are offered in some of the most well known softwares.
ELEMENTS
When choosing a project management software, the user must decided
what they will need. There are a series of elements offered in each tool.
For example, Dropbox is a cloud storage tool which offers one project
management element. Other tools, like Asana, an online task management
and project management app, offers multiple elements such as collabo-
ration, email integration, file sharing milestone tracking, percent-complete
tracking, portfolio management, status tracking, and task management. I
have included a key on the next page that lists some of the basic elements
offered in project management tools.
TOOLS
There are many project management software tools that have been cre-
ated to support the design process. The following survey information was
provided by Capterra, a project management software resources website.
Currently, there are 388 project management tools audited on the website.
I have highlighted twelve of the most popular software tools. During this
research phase, I investigated what many of these tools offered. I provided
a brief summary of a few of the tools I reviewed. Each day it seems I am
discovering a new tool. It is a saturated market place for start ups, each
working to tackle the same problem, how to simplify the project manage-
ment process for the user.
11
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PLANNING
BUDGET MGMT
FILE STORAGEDASHBOARD
TASKS
CHAT
PERCENT TRACKING
API INTEGRATION
BUG TRACKING
CALENDAR
TIME TRACKING
0
TESTING
EMAIL INTEGRATION
GANTT CHARTS
MILESTONES
PROJECT MANAGEMENT ELEMENTS
44
PROJECT MANAGEMENT SOFTWARE REVIEW
PROS
Multilingual
Easy Access
Many Features
CONS
Poor Client Interaction
No Built-In Tracking
Poorly-Designed
BASECAMP
A web-based project-management tool created in 2001
by the software development company, 37signals, who
recently changed their name to Basecamp. This project
management tool allows for people in different roles with
different responsibilities to communicate and work together.
It’s a place to share files, have discussions, collaborate on
documents, assign tasks, and check due dates. It is used
by millions of people and 98% of its customers recommend
it, primarily for its simplicity.
ELEMENTSS
TRELLO
Trello is a collaborative task tracking tool that could be used
for sharing ideas as well as tracking projects. Software could
be accessed through a variety of hand held devices as well
as desktop computers.
ELEMENTSS
PROS
Visual Workspace
CONS
No Deleting
Completed Jobs
45
ASANA
Asana is an online-only task management and project man-
agement app. It is a web and mobile application designed
to enable teams without email. It was created, in 2008, by
co-founder Dustin Moskovitz and ex-engineer Justin Rosen-
stein at Facebook to improve productivity of employees. It
has been adopted by design firms to create and manage
tasks. It allows users to add tags and due dates to easily
organize team tasks.
ELEMENTSS
PROJECT MANAGEMENT SOFTWARE REVIEW
PROS
Great Features
Intuitive Movement
CONS
Only Works Online
Not Intuitive
No Chat
No Message Board
JIRA
JIRA is software which helps development teams track and
manage projects and supports issue tracking during testing
phases of a product or website. It was created by Atlassian, a
software development company started in 2002. Jira offers
an Agile software option with Scrum and Sprint planning.
ELEMENTSS
PROS
Easy Interface
Tracks Bugs
CONS
Costly
No Offline Access
46
SLACK
Slack brings all your communication together in one place.
It’s real-time messaging, archiving and search for modern
teams. Search focused communication tool for teams that
automatically indexes content of every discussion and ev-
ery document that is uploaded.
ELEMENTSS
PROJECT MANAGEMENT SOFTWARE REVIEW
PROS
Easy Search
Team Chat
Emoji Support
CONS
Poor Readability
Slackbot
DROPBOX
Dropbox was founded in 2007 by Drew Houston and Arash
Ferdowsi, as a Y Combinator startup company. Dropbox
offers cloud storage, file synchronization, personal cloud,
and client software. Dropbox allows users to create a special
folder on their computers, which Dropbox then synchroniz-
es so that it appears to be the same folder (with the same
contents) regardless of which computer is used to view it.
Files placed in this folder are accessible via the folder, or
through the DropBox website and a mobile app.
ELEMENTSS
PROS
Excellent for Syncing Files
Excellent Sharing Files
Simple to Use
CONS
Expensive
47
PROJECT MANAGEMENT SOFTWARE REVIEW
PROS
Good Usability
Streamlines Workflow
CONS
Needs to Have
Customizable Invoices
HARVEST
Simple and usable interface to track time. A powerful and
graphical report to see how time and resources are dis-
tributed. Harvest’s powerful reporting gives you real-time
access to keep your projects on time and on budget. Get
the insight you need to estimate future projects, and ensure
your business’s profitability.
ELEMENTSS
TEAMGANTT
TeamGantt is an easy way to use gantt chart software online.
TeamGantt was Co-Founded in 2009 by John Correlli and
Nathan Gilmore. After searching hard for a good way to
schedule a project online, they couldn’t find anything so they
decided to tackle the challenge of building it themselves.
Nathan began designing early interfaces and John began
building what would soon become TeamGantt. TeamGantt
began taking beta users in 2010. TeamGantt continues
to enhance the product and provide excellent customer
service to every user.
ELEMENTSS
PROS
Well Designed
Good Usability
Task commenting
CONS
No Offline Access
48
PROJECT MANAGEMENT SOFTWARE REVIEW
PROS
Collaborative Office Suites
Local File Syncing
Offline Access
Generous Free
Storage Space
CONS
Lack of Privacy
GOOGLE DRIVE
Google Drive is an online word processor that lets you cre-
ate and format text documents and collaborate with other
people in real time. It provides access to files anywhere
through secure cloud storage and file backup for your photos,
videos, files and more. Files in Drive can be reached from
any smartphone, tablet, or computer.
ELEMENTS
PROS
Great Features
Intuitive Movement
CONS
Only Works Online
Needs Directions To
Understand
No Chat
No message board
PODIO
Citrix Podio is the new way to organize, communicate and
get work done. More than 500,000 organizations use Podio
to run projects and company departments. This includes
everyone from small growing companies using Podio to run
their entire businesses to innovative teams in enterprises.
Podio speeds communication and provides the transparency
and accountability needed for efficient teamwork, by enabling
people to organize and track work in one easy-to-use place.
ELEMENTSS
0
49
PROJECT MANAGEMENT SOFTWARE REVIEW
PROS
Simple to Use
Affordable
Unlimited Users
Unlimited Storage
CONS
Only Suitable for
Smaller Teams
PROJECT TURF
Project Turf is a web-based project management software
with file sharing, milestone tracking, document storage,
contact lists and task management. Projecturf is the straight-
forward and intricately-designed Web-based project man-
agement application that helps you manage projects, people,
and tasks.
ELEMENTSS
SOLO
Solo is an all-in-one management solution for the creative
professional. It’s designed to help freelancers run their busi-
ness, improve workflow and increase productivity all from
within a stunningly beautiful environment. Solo is tailored
specifically to the needs of creative freelancers, and Team
has been created to meet the management needs of small-
to-medium-sized studios. They bring transparency to creative
ventures, allowing users to streamline their businesses and
fine-tune workflow.
ELEMENTSS
PROS
Handsome UI
CONS
Doesn’t Integrate with
Accounting Software
50
51
Summary
Through this brief summary it is evident there are many complex layers in
the field of design project management. I have provided a quick overview
with enough information to understand the general ecosystem. With this
overview of the structure and management of design, we will now start
moving project management toward simplicity.
The first stage, of this three stage process toward simplicity, is to gain em-
pathy. How are these project management tools and methodologies used
by designers working today? How are these tools received by designers?
These are a couple of the questions I have investigated through a series of
research methods. The first research method and the most crucial was the
interview. The following section will introduce five professionals, working
in the field of design, and provide their personal experience with design
project management.
0
3
SIMPLICITY
STARTS WITH
UNDERSTANDING
the
CIRCUMSTANCES
AND NEEDS OF
OTHERS
THE INTERVIEW
Liz Rose Chmela
Ambika Roos
Alex Chrisman
Brendan Callahan
Madelin Woods
Summary
56
EMPATHIZE
57
Simplicity starts with understanding the circumstances and needs of others.
The designers must “get inside the head” of the user to anticipate the needs
of the user. To emphasize is to understand another’s thought process,
decision-making strategies, and attentions spans.
The first step toward simplicity is empathy. This section contains a record
of interviews with a variety of professionals in the field of design.
When it comes to empathy, context is everything. And sometimes the only
way to fully understand context is to physically place yourself in it. While
empathy involves imagination, real-life experience can be a tool to exercise
the imagination and gain insights.
I used interviews to gain insight and context. I was able to empathize and
distill pertinent information through the interview process about what is
needed to support project management during the design process. The
interviews disclosed what tools and processes a varied group of design
professionals are currently using in the field, and what they need in order
to be successful in managing their projects.
1
58
Tell me a bit about the studio.
We are a for benefit design studio,
and we’re out to change the world for
the better. We partner with do gooder
organizations and help them rethink
their communication strategies.
We collaborate with them and with
the creative community at large, be-
cause if there is one thing we know
for certain, it’s that the world won’t
be changed by one person alone.
The change will be made by we.
We are a full time two person oper-
ation. We pull in freelancers to help
with projects, so communication tools
are key for a successful operation.
Liz Rose ChmelaFounder & Creative DirectorMade By We
Type
For-Benefit Design Studio
Size
Small
Methodology
Waterfall
59
What project management software
does Made By We use?
We launch each project with a face-
to-face meeting and use that time
to bring the team together. We use
Basecamp as our main project man-
agement tool. We use Basecamp to
share files between the client and
the other designers.
We also used Dropbox for internal
file sharing as well as to share files
with the development team. For
conversations, we seem to use email
because clients are not comfortable
conversing over Basecamp. It feels
too public to ask questions there,
while email feels more private.
We have started employing a new
application called Invision, which is
an online prototyping tool. This tool
is excellent. You can share mock
ups with clients as well as use it as a
presentation tool. It walks the client
through a clickable prototype of a
website before coding. This allows
client interaction and feedback to
occur to create an experience the
client is happy with and understands.
We use Harvest for time tracking and
invoices. It manages expenses for
the company and clients. We tried to
use the application Solo but found it
to be very annoying to use. We try
to have the most meetings in person,
but will use the application GoTo-
Meeting when we work remotely.
What, if anything, frustrates you with
the use of PM tools?
Tools that try to do everything, or
when they don’t think about the
user and what they are already us-
ing. Whatever the tool is, it needs
to be easy for new user adoption.
It would be great to have a tool that
will work with all the tools I already
use. A tool which will sync with the
other devices you use, in a way le-
veraging everything they are doing
well while filling in for the parts that
are missing.
My biggest ask is for a hub that con-
nected all the tools that are already
super successful at one task. No need
to reinvent the wheel. I just wish the
platforms I used seamlessly would
communicate with one another.
60
and take on more than they can re-
ally do. It is important to manage the
timeline in our office and balance
how it impacts the other projects
we are working on. There is a lot
of time spent and wasted updating
the timelines.
What do you wish you had in a project
management tool?
The biggest things I have not found
yet, but need, is a dynamic and easy-
to-update timeline. A reactive time-
line that will adjust as you update it.
Anytime a task gets changed, it will
be easy to see how the rest of the
timeline changes and the client can
also see it. If the client is late on a
deadline, they can see the repercus-
sions of that right away.
Currently, for project management,
we set up a simplified calendar with
all the milestones in Basecamp. We
also use a detailed analog calen-
dar on our wall in our studio which
is very visual and helps me to see
everything - to see where we are
easily on the project.
We send weekly spreadsheets to
the client with hourly updates so
they can see where the hours were
allocated each week, which keeps
us very transparent. Non profits are
very sensitive to time allocations and
want to know where the hours are
being spent.
Non profit clients always seem to
miss their deadlines because they
are not used to the design process
61
1. Any tool needs to be easy for new user adoption
2.
Platform that users can use seamlessly and would
communicate / integrate with other tools
3.
A reactive timeline that will adjust as you update it
4.
A dynamically updating interface where clients could see the
whole design process and status
KEY TAKEAWAYS
62
Tell me a bit about the studio.
Hyperakt is a Brooklyn design studio
with a passion for creating work that
affects change in the world around
us: meaningful design for the com-
mon good. We work with clients who
fight for justice, celebrate culture and
diversity, spread knowledge and en-
gage in social entrepreneurship.
How many folks work there?
Hyperakt has twelve people on staff.
Of those, two are studio heads and
two are managerial.
Ambika RoosStrategist & Account Manager Hyperakt
Type
Design Studio
Size
Medium
Methodology
Waterfall
63
What methodology do you use?
The project management methodol-
ogy we use is Waterfall. This method
has challenges. It is hard because
people always change their minds,
and because it is set up to be a fairly
linear system. It makes it hard to go
back to phases to make adjustments
or changes. There are certain check
off points where clients are signing
off on things, and if there are chang-
es, then we
have to go
back. It caus-
es issues with
the designers
because they
are frustrat-
ed that they
have to make
changes. Then we have to charge
more from the client, and they are
not that happy about that either.
What would you suggest is needed
in order to support the design man-
agement process?
I waste a lot of time explaining the
deliverables and changes to the cli-
ents. I have to go through my emails,
so it would be helpful to have a place
to enter that data as we went along.
So, as we meet deliverables and
changes take place, it would all be
recorded. The key is that it has to
be customizable and flexible, a tool
where I could enter in our wording
and that would match our contract.
I like to see all the projects in one
place, spread across the top, a top
level timeline that includes indicators
with key dates for deliverables.
Another thing we are missing is a
CMR tool to keeping track of all our
new business
inquires. Cur-
rently, most of
them live in
my email and
in my head.
We tried us-
ing High Rise
from Base-
camp but it was a little funky. Track-
ing new business usually comes in
the form of emails. I do host it all
in a google spreadsheet which is
color coded, showing new business,
proposals, and where we get the
referrals from. The google spread-
sheet is not very pretty but it works.
I waste a lot of time
explaining the
deliverables and
changes to the clients.
64
What project management software
does Hyperakt use?
We use Harvest for time tracking.
Harvest currently hosts the team, the
hourly rates and the project, but the
tool is not adaptable. I need to be
able to use that same information to
plan for the team and to generate
reports. This can be frustrating.
We use Dropbox for file sharing.
For the rest, we mostly use Google:
Gmail, Google Calendar, and Google
Drive. Occasionally, our clients will
use things like Basecamp, but we
will only use that if that is indicated
by the client. We use Quickbooks
for billing, which is robust. We have
been outsourcing all development
up to this point so we use GitHub
for the development phase. We use
Dropmark to share visual assesses
and create mood boards. We also
use InvisionAP.
At the start of the project, the client
will be provided a detailed scope
of work so they will see what our
process is, and what each of the
deliverables are along the way. I
will also put together the timeline
manually in Excel.
I use Excel because our timelines
are changing so quickly it is easier
for me to edit. I have all the deliver-
ables written out, so I can just drag
them down a couple of cells and the
spacing of the deliverables will shift
accordingly. I do not have to re enter
everything. The downside of using
Excel is that it is not online, so other
team members can’t view it. That
is something that we are missing.
Currently there does not exist one
place where everything lives for the
team to view the deliverables for
the project.
We do try to limit the amount of proj-
ect management tools we use be-
cause it is too cumbersome to have
so many logins and becomes more
work to enter in so many passwords
if you are using multiple tools. We
tried Trello, which is an application
which keeps track of everything,
from the big picture to the minute
details, but it didn’t have everything
we needed, so it didn’t seem that
useful to me.
What do you wish you had in a PM
tool? This is your chance to write
your wish list!
It would be nice to have a high level
dashboard of what projects are cur-
rently on the table and the duration
of each of those projects. Right now
I have to enter things into Harvest
65
1. A downloadable option is important 2. Planning people’s hours over
the duration of a project that maps against the budget of the project 3.
CMR tool to keeping track of all our new business inquires 4. Adaptable
timelines which can be shared with clients and team with key delivera-
bles 5. Limit new passwords to enter
to track time. Harvest just released
a tool called Forecast which is sup-
pose to help you plan time, but right
now it is not integrated. You can’t
stack it up against actual time so that
it is not that useful. It’s almost use-
ful, but not for us at least. It would
be nice if Harvest could do more.
It doesn’t help me to plan hours or
days at the beginning of a project.
At the end of a project, there is no
way to download a summary of a
project just to keep for records. It
also does not offer an external side
for clients.
Having an option to download files
is important. Part of it is a bit of a
trust thing with APs. Most of them
are startups, who come and go. If
you are keeping all of your records
there, that can be dangerous. We
have a backup system, and save a
copy of our files on to our server, so
they are not solely on a single AP.
KEY TAKEAWAYS
66
Tell me a bit about the studio.
Alta is a San Francisco based strate-
gic design company. Besides myself,
there are two employees, a project
manager and a designer. We usu-
ally have a handful of folks that we
contract with outside of the office
when we work on projects, such as a
copywriter, photographer, developer,
video and / or e-commerce. We usu-
ally work in teams of five to seven,
and run about ten projects at a time.
What methodology do you use?
I suppose you could say we fall into
Waterfall, which is a phase oriented
design process. We start with re-
search, then go into concept, then
implementation. About 30% of the
bulk hours and cost are spent in the
research phase.
Alex ChrismanOwner & Creative DirectorAlta
Type
Strategic Design Company
Size
Small
Methodology
Waterfall
67
We are like a careful tailor. We take
careful measurements, we ask in-
sightful questions, we spend a lot
of time getting to know the client
(what it is that they intuitively need
or want) and we try to deliver all that
first time around.
After that, we then just have to make
small adjustments. We work to get
as close as we can on concept, and
then use some more Agile methods
as we get into the feedback phase.
It seems that psychologically, when
we have shown multiple designs to
a client, they felt a need to edit out
instead of looking for opportunities.
When we put one option in front of
them, they tend to look at the good
in the concept vs if we put three
in front of them. Then they tend to
make arbitrary decisions, why one
does not work over the other, and
even irrational decisions based on
not liking the color. It tends to lead
to confusion because clients do not
know how to make a design deci-
sion. So if we put one idea in front
of them, and they know up front that
is the process of how we work, then
they are pressured to be involved in
the early phases of the process. If
they know they have three options
coming to them, they won’t dedicate
themselves so much to the front end,
knowing that they will have a say in
the back end. If they know that this
is their only opportunity to have an
insight and impact on the project be-
cause we are only offering one, they
are much more apt to get involved.
What project management tools do
you use at Alta?
A lot of what we use is reactive to
what our clients are using. If they
are live editing a document, and they
want us to weigh in on it, we have
to have access to it. Currently we
are using ProjectFlow for high level
dialogue between our projects, Har-
vest for time tracking, GoogleDocs
for spreadsheets and collaborative
work, Basecamp for calendar and
task tracking, Dropbox for file shar-
ing, and Quickbooks for accounting.
We are going to try out a new tool for
project tracking called TeamGrant.
TeamGantt is a Gantt chart software
located online which allows users
and their teams to manage projects
with Gantt software.
A Gantt chart is important because it
shows the project phases, and pro-
vides a high level view to give us a
clearer idea of where we are at in
a project, as well as for scheduling
where those overlaps happen, so
68
that we do not get over stacked.
When we get larger, it will also show
who is assigned to which project and
what time they have dedicated to
support with resource management.
What do you wish you had in a PM
tool? This is your chance to write
your wish list!
I feel at this point I have most of my
PM needs pretty well served with the
exception of a sales pipeline which
our new project manager is working
on building out in a spreadsheet.
We tried to using the new Basecamp
CRM platform, but it was too compli-
cated for what we needed because
we don’t have a big salesforce, and
it is more targeted for people who
have a sales team.
We are building out a nice google
doc spreadsheet that handles that
part of the business such as pitch
tracking and monitoring of sales
progress so we can get a sales
funnel which is for all the requests
of work we receive, what we bid at,
win/loss rates, on this spreadsheet
so we can go back and gain insights.
The rest of the things I need for the
business I have build out in one mas-
sive master Excel spreadsheet that
has twenty interconnected pages.
For a design studio there are a lot of
complex questions to answer: when
do you hire and how do you predict
how people are going to use their
time, what do you charge for the
time, and when does scope become
a problem for your business model.
I would like to go back to my client
and explain to them why it cost and
what it cost to do a project.
With management on a design proj-
ect, you can view it from one side:
you can look at it as a fixed fee value
based proposition, which is the way
we price our products. Then you
look to the other side: you can look
at it from a cost perspective, how
much does it costs me to earn these
things. The delta is the money the
company is actually making. To be
honest, most designers do not know
if they are making money or not.
But going back to project manage-
ment software, there are a lot of
questions that designers need an-
swered, but they don’t even know
to ask them. They just assume that
it is not in their domaine to know
about business.
We need a tool which can provide
powerful insights for small design
studios and help them run their busi-
ness so they can ultimately focus
69
I think that there is an opportunity to ap-
ply design to project management tools.
How do you take these insights that are
right now buried in numbers that no one
wants to look at and process them into a
way that all of a sudden makes for good
project planning and helps people make
decisions about when to have a conver-
sation about scope. If you can pull those
things out in a software and present them
to people in a way that is really easy to
understand, then all of a sudden you have
real value from data that you have been
gathering anyway.
70
on design work. I think that there is
an opportunity to apply design to
PM tools. How do you take these
insights that are right now buried in
numbers that no one wants to look at
and process them into a way that all
of a sudden makes for good project
planning and helps people make
decisions about when to have a con-
versation or about scope. If you can
pull those things out in a software
and present them to people in a way
that is really easy to understand,
then all of a sudden you have real
value from data that you have been
gathering anyway.
I see the value in project manage-
ment tools as a way of relaying pat-
terns and feedback loops to make
better business decisions. A Gantt
chart is a useful tool because it re-
lays the plan visually, so that you
can quickly digest how things are
stacking, where they are falling,
where problems are arising, so you
can work to fix them.
A nice idea is to create these smaller
modulars which all speak to a larger
platform, which then gives the user
insights. For me, the pieces I see
from my side that are missing are
that I had to either build myself or
we had to use a lot of software to
accomplish the task. Rather, it could
be accomplished if you were to cre-
ate a modular which you can use a
couple of different pieces to address
problems which align. There are
things that are smart to embed into
the same little widget and then you
get them all to play together. There
are really interesting insights that
come out of them; that is the op-
portunity when looking at big data.
When you aggregate all these things
together, when you take different
data sets and put them next to each
other you gain these insights that
maybe big business has and small
business do not, and it is these cru-
cial ‘make or break’ decisions which
can really help someone starting a
new studio.
I would review the tools which are out
there, look at those for the trouble
spots, see where the big holes are and
where are the things that are missing,
and see that as an opportunity.
71
1. Smaller modulars, which all speak to a larger platform, which
gives the user insights
2.
Pull out data from the project management software and present
them to people in a way that is really easy to understand
KEY TAKEAWAYS
72
Tell me a bit about the studio.
AIrbnb was founded in the summer
of 2008 and is based in San Fran-
cisco, California. Airbnb is a trusted
community marketplace for people
to list, discover, and book unique
accommodations around the world
either online or from a mobile phone.
The design team that I work with is
about sixteen people, but the compa-
ny has about 1,500 employees. The
design team mainly sits in the San
Francisco office, but we expanding
to London and Singapore. Having an
efficient project management tool
is key for us, and that need will only
increase as we expand globally.
Brendan CallahanDesign ManagerAirbnb
Type
Product Development
Size
Large
Methodology
N/A
73
Do you use a project management
methodology?
To be honest, I do not know what
that means. We don’t use any spe-
cific method within the design team
that I know of as we focus on print
and environmental design and not
experience design.
What we do is design in stages. We
first have a kick-off meeting with all
the stakeholders, designers, and
strategists present. Then we break
up to work on usually three design
concepts. We have critiques twice a
week. The process is very freeform.
We print and post up the work for the
team to review. It is very valuable
to hear everyone’s input and talk
between the teams. It is very similar
to the school experience.
Our office space is located in a big
open warehouse, and we have huge
printers to produce our work. We
focus on quick and dirty prototyping
and getting it live before we refine it.
What project management software
does Airbnb use?
Right now the team uses Asana,
Evernote and Google Documents.
On one project, we used Basecamp.
I usually resort to making task lists in
Evernote. I organize things in Asana
and make task lists in Evernote.
Google docs work for me. I like the
calendar view in google. It is easy
to set alarms and reminders. It is
easy to view and hide things. So
you are not always looking at this
massive color map of tasks which
can be overwhelming. It seems like
the other PM tools do not work well
with google docs. So, for example,
when I am using Basecamp, I use it
as the external shell and everything
else is linked out to google docs.
What, if anything, frustrates you with
the use of project management tools?
That there is never a perfect one.
We work with many teams, and we
Having an efficient project management
tool is key for us, and that need will only
increase as we expand globally.
74
have to work with a tool that every-
one wants to use. Each team has
their list of their own needs, and its
hard to pull all those needs into one
existing platform right now.
For me, it is not about what tool to
use and what works. It is import-
ant, of course. The true failings are
within today’s work setup. We have
multidisciplinary teams: engineers,
designers, developers, project man-
agers, writers, business folks who
are all on one team. Each group has
their preferred program, and way of
working so it’s tough to get buy-in
across the board on one program
because each have qualities that
pertain to each team. The team set-
up won’t change because it works.
Programs have to adjust. That is the
silver bullet.
What do you wish you had in a project
management tool?
That is a good question and a hard
question to answer. I want an eco-
system where you can utilize your
own individual tools to manage your
own time and your own work and
methodologies, and have it all pulled
into one centerpiece that connects
everything and aligns all the work.
I think that would be great. If we are
talking blue sky that is my blue sky.
1. Create an ecosystem where each
team can utilize their own individual
PM tools but all the data will be ag-
gregated into one centerpiece that
connects everything and aligns all
the work
KEY TAKEAWAY
75
For me, it is not about what tool to use and
what works. It is important, of course, but
the true failings are within today’s work
setup. Our work teams are multidisciplinary
made up of engineers, designers, devel-
opers, project managers, writers, business
folks all on one team. Each group has their
preferred program, and it is tough to get
buy-in across the board on one program
because each have qualities that pertain to
each team. The team setup won’t change
because it works. Programs have to adjust.
That is the silver bullet.
76
Tell me a bit about the studio.
I am a Software Engineer at Square.
I work with a team of designers and
engineers to do product develop-
ment. We just hit a one thousand
employees. I work on a team of ten.
Square, Inc. is a financial services,
merchant services aggregator and
mobile payments company based
in San Francisco, California. The
company was founded in 2009 by
Jack Dorsey and Jim McKelvey and
launched its first app and service
in 2010.
Madelin WoodsSoftware EngineerSquare
Type
Product Development
Size
Large
Methodology
Agile
77
Does Square follow a certain design
methodology and if so which one?
Early on, we definitely had an Agile
point of view. At this point, it has
been difficult to get everyone on
board on the same process because
we are growing so fast and getting
so big. So, it has become a mix.
I would say the design teams use
something closer to a Waterfall meth-
odology. They are working closer
with the product teams to get deliv-
erables out the door.
What project management software
does Square use?
We use a lot of JIRA. We use it to
work across the entire company.
We use google document spread-
sheets often. Some teams use Asana
and others use Trello. We also use
GitHub, Basecamp, Slack, Slash, and
DropBox.
What frustrates you with the use of
project management tools?
A problem I have now is how do I
communicate with a thousand other
people around what I am going to
be doing today. How do I manage
up? How do I structure my stand up
notes and my JIRA tickets with what
I need to get done and, from there,
how do we project out and scope
for future upcoming work? We have
used Pivotal tracker and JIRA, but
neither really work because unless
you have someone organizing and
maintaining those PM tools, it com-
pletely falls apart. So I would say the
biggest issue is the communication
with how we operate with these tools
and how do we maintain that ca-
dence around using them, and how
I need a tool that gives visibility on proj-
ects, a single source of truth for iterations,
and one place to refer to as I go through
my personal checklist.
78
do we structure our teams around
that. I would say that is our biggest
challenge. Every time I join a new
team, we have to redefine what tools
we are using and how to work best
because everyone works differently
and has a different process to take
into account.
What do you wish you had in a PM
tool? This is your chance to write
your wish list!
Fast load time, definitely. JIRA is so
funky and slow. It is very difficult to
travel back and forward to other PM
platforms. Always poking around
Dropbox or Basecamp wondering
where the designer put the files is
a time waster. Knowing where is
the latest version of the files is key.
Something that gives visibility on
projects, a single source of truth for
iterations, and one place to refer to
as I go through my personal check-
list, not a thousand places to check
for updates every day.
79
1. Fast page load and quick link syncing across tools
2.
One place to refer to for updates and files
3.
Enables more offline communication than online
4.
A tool which gives visibility on projects and
Standardized language through the process
KEY TAKEAWAYS
80
81
Summary
From the small three person agency at Alta, to the over fifteen hundred
employee company at Airbnb, I gained a better understanding of the how
project management tools can support or hinder the process of the designer
in these varied fields.
The conversations, with such a range of people from varied titles and com-
panies, all speak to similar needs. The common request among this range
of professionals was for an ecosystem or a hub where all the data will be
aggregated into one centerpiece. A hub which will align all the work and
give the user insights, presenting it to people in a way that is really easy to
understand. This information will be joined with further research to move
into the second phase of simplicity, distillment.
ONCE YOU
HAVE A BETTER
understanding
YOU CAN MAKE
INFORMED
DECISIONS ON
BEHALF OF
OTHERS
THE RESULTSARE IN
Questionaire Survey
Summary
Social Media Survey
84
DISTILL
85
Once you have a better understanding of the needs, you can make informed
decisions on behalf of others. To simplify is to curate, edit, and lessen the
options and choices that overwhelm. Anyone trying to create a simple
anything - a product, a piece of communication, a service, an experience
must be ruthless when it comes to editing, purifying or to use a harsher
word, killing. The challenge is knowing what to kill and what to keep - what’s
essential and what isn’t. It isn’t easy to create a simple product. It involves
constant trade-offs as well as the need to find the right balance between
quality, functionality, and ease of use.2
The interview process provided the insight into the design studio process.
The information from the interviews were combined with additional re-
search methods in order to better understand the context and process
which occurs when managing design. My research was conducted through
various methods, using a survey questionnaire and a social media forum,
to vet information. Both of these quantitative and qualitative processes
provided content which is displayed in this chapter to further distill the
data and provide insight on the experience of project management within
the design experience.
86
Username: @PMThesisStudy
Tag: #projectmanagementstudy
Description:
Designers let your voice be heard, tweet your project management frus-
trations and let's create a solution.
Followers: 8 Tweets: 6
I experimented with using social media as a means of collecting feedback
and used twitter as a tool for my research. The idea was to introduce a plat-
form which will allowed for communication around the project management
experience to be freely expressed.
This was attempted but, over all, failed to produce results. I am not an avid
user of twitter and I believe keeping up with it and engaging the community
is a necessity for the method to be successful. I was not able to secure
followers or any interest in tweeting about project management.
The account I created was called PMThesisStudy. I used the hashtag #pro-
jectmanagementstudy to collect the tweets. I included the twitter account
information on the questionnaire I sent out to over hundred people. This
is how I described the twitter account: ‘Designers let your voice be heard,
tweet your project management frustrations and let’s create a solution.’ I
was only able to secure eight followers and six tweets. Though just a few
tweets were posted they were helpful to my research. The following page
has the responses I was able to compile.
SOCIAL MEDIA SURVEY
Twitter Profile
87
@PMThesisStudy I wish I had an easy-to-update (or dynamically updating)
interface where clients could see the whole design process & status.
Liz Rose Chmela, Founder and Creative Director
I wish tasks could be broken down with multiple deadlines and micro tasks.
A visual timeline tool would be nice too. #ProjectManagementStudy
Robyn Nagorsky, Producer
Would love a PM application that could let clients and designers find most
up-to-date files quickly/easily. #projectmanagementstudy
Remy Kass, Designer
It would be great to have a system that manages smart reminders and sends
them to clients. @PMThesisStudy #ProjectManagementStudy
Jim Schachterle, Interactive Thinker and Designer
Need a PM application that saves you time rather than wasting it on under-
standing its poorly designed interface. #ProjectManagementStudy
Dipti Siddamsettiwar, Designer
It’s too easy to get disorganized with too many folders on #Basecamp
@PMThesisStudy #ProjectManagementStudy
Caroline Matthews, Senior Designer
Tweets
88
QUESTIONAIRE SURVEY RESULTS
Self completion questionnaires are often used to collect data on variety of
topics. To distill information and investigate this topic further, I presented a
series of online questions to professionals who work in the design sector.
Each respondent answered on their own accord. This research method
offered insight into the experience of project management from the per-
spective of the design professional.
Summary of Survey Participants
The survey was distributed through email and social media portals. I was
able to collect surveys from 73 participants. Here is the breakdown of who
participated in the survey, the questions and results.
DESIGNERS
CREATIVE DIRECTORS OTHERS
PROGRAM MANAGERS DEVELOPERS
25% 9%
6% 1%
58%
89
89% 85% 75%
34% 18%14%
BASECAMP JIRA HARVEST
DROPBOX GOOGLE
Project Management Tools Used
What project management tool(s) are you / your agency currently using?
30%
OTHERS
1. Flowdock 2. Quip 3. InvisionAP 4. Evernote 5. Box 6.
Trello 7. Sharepoint 8. ProjectFlow 9. Pivotal 10. Notable
11. Freshbooks 12. ZenDesk 13. Github 14. Bitbucket 15. Mi-
crosoft Project 16. Excel 17. Asana 18. Hackpad 19. Things
90
DAILY
SOMETIMES
SELDOM
NEVER
Project Management Tools Use
Besides email, how often do you use project management tools in a
given week?
91
85%85%
FILE SHARE
EXTERNAL COMN TASK LIST
CALENDAR INTERNAL COMN
79%
58% 58%
Project Management Elements Used
What elements of project management tools do you use?
92
95%
5%
UNSATISFIED
SATISFIED
Project Management Tool Satisfaction
How would you rate your satisfaction with the PM tools you are using?
93
55%
45%
SUPPORT WITH EXISTING TOOLS
A NEW TOOL
Project Management Tool Choice
Which would you prefer: one project management tool that will sync with all
your current tools or one new project management tool that encompasses
everything you need?
94
Project Management Barriers
What are the most common project management barriers you see arise?
95
Internal team communication
Lack of understanding by the client
Constant revisions by the client
Communications with the client
Personal time management
None
Other
96
KEY TAKEAWAYS
1. Shared Platform
There is a call for one project management tool that will sync and work with
other PM tools. This would allow teams to work with the tools they need, but
also have the data they create embedded into a shared platform. There is
a need to sync platforms and reduce the amount of clicks and passwords
needed when maneuvering from different management tools. A platform
that users can use seamlessly, and that would communicate/integrate with
other tools. Integration is important as too many of the tools are silo.
2. Visual Timeline
A reactive project timeline that visually displays key deliverables and can
be shared with clients as well as team members.
3. Task List
A task list that can be broken down with multiple deadlines and micro tasks
and offers an option to track time spent on tasks with a built in time tracker.
4. Dashboard
One place to refer to check for updates every day and which would provide
an overview as well as visibility on a project(s). This place should also call
out who is accountable, offer a place for reminders, as well as the current
project status.
5. File Folders
A place to load and house project files with folders that categorize and
organize the information.
97
6. Client Support
An ability to collaborate with clients on projects, and to offer smart client
reminders. A place that would house all the documents for the clients so
they can find files quickly and easily. The ability, also, to annotate designs
with feedback from clients. Files that will allow for embedded comments.
7. Calendar
A simple calendar which includes an embedded task list and filters.
8. Offline Access
A tool which will work online as well as off line. Also, there should be an
option to download files so they can be saved off line and kept on the server.
This is important because the data is sensitive and needs to be protected.
Many project management tools are start ups and if they fail or shut down
the project data might be lost.
9. Ease of Use
Simple and distilled interfaces that are organized and offer ease of use
and quick categorization.
10. Time Management
A dynamic workstream tracker for planning people's hours over the dura-
tion of a project and maps against the budget of the project so when the
hours are entered, the tracker automatically calculates the hours against
the estimated time.
11. Timestamp
A way to record the data that is occurring during the process of the project
to provide insight and support forecasting for future projects.
98
99
Summary
There is an obvious need for a visual project management tool to be creat-
ed with the intent and specific purpose of supporting the design process.
My research methodology has deduced that designers are unhappy with
many of the features and interfaces that the current software for project
management offers. Of the seventy plus professionals surveyed, only five
percent are satisfied with the current state of project management tools.
So how can we turn that frown upside down for the design community when
it comes to managing their design projects? This chapter summary has dis-
tilled through a survey research process has provided the clarity needed
to move toward the simplifying the management of projects for designers.
Based on the research, what a majority of designers are struggling with is
the communication around the project both internally with team members
as well as externally with the client.
100
IT’S BETTER
TO DO
ONE THING
well
THAN MANY
THINGS
ADEQUATELY
101
THE EUREKAMOMENT
Process
Project
Proposal
Summary
102
CLARIFY
103
Based on the research presented, it is clear that designers are seeking sim-
plicity when it comes to the management of their design projects. They are
overwhelmed with the options and are seeking support to unify their efforts,
save time, and gain a better understanding of their projects in the process.
The third and final stage of the simplicity formula, is to clarify. Design teams
and their clients need information regarding their projects, but what they’re
getting instead is data - untamed and unfiltered, without order, structure, or
shape, and ultimately without meaning. In order to achieve clarity, we must
apply design to this information; this information needs to be organized,
emphasized, and visualized.
If the structure of data is intuitive for a reader, that reader being the design
team or the client, it is more likely to be read and understood. You can use
design to help guide through structured information by arranging it into
distinct, thematic, clearly marked sections or buckets. When people are
confronted with information that isn’t organized this way, they’re most likely
to experience cognitive overload. The project I propose will focus on clari-
fying how design projects are managed for the client and the design team.
104
Project Proposal
I propose the creation of a project management dashboard. This center
platform, this dashboard, will aggregate information into one platform.
This dashboard will provide the team and the client a clear overview of
the project and it will increase the client’s understanding and participation
in the design process.
In management information systems, a dashboard is an easy to read, often
single page, real-time user interface, showing a graphical presentation of
the current status (snapshot) and historical trends of an organization’s key
performance indicators to enable instantaneous and informed decisions
to be made at a glance.
In real-world terms, “dashboard” is another name for “progress report” or
“report.” Often, the “dashboard” is displayed on a web page that is linked
to a database which allows the report to be constantly updated.
The dashboard will provide the a clear visual overview of the design project.
It will allow the team, as well as the client, to be on the same page regarding
the project. Tasks, milestones, files, deadlines, budgets and notes will be
streamlined into one source. This high level view will support and simplify
the design process.
Project Process
The dashboard is being developed through a MVP (minimum viable prod-
uct) strategy. So before I explain the details of dashboard, let me explain
this strategy. An MVP is not a minimal product. It is a strategy and process
directed toward making and selling a product to customers. It is an iterative
process of idea generation, prototyping, presentation, data collection, analysis
and learning. The process is iterated until a desirable product is obtained.
For the stake of my thesis, I decided to focus on the client version of the
tool. The vital component missing from the current PM marketplace is the
client’s inclusion in the tools created to support the design process. The
3
4
5
105
agency’s dashboard will be included in the second version once the client
version has been completed and tested with users. This is the projected
plan. The second version, or agency version, will not be ready or prepared
for this thesis. This thesis has proposed the idea and need, and has started
the MVP process by launching the first version through a beta site.
To gain the necessary feedback, I will launch a beta site. A beta site, ba-
sically means “we’re not finished yet.” Any site or program that has the
word beta attached means that it is in testing and working out bugs or
identifying needed modifications or changes. Sites and programs are able
to automatically send back information on bugs you may experience while
using the site or program. This allow the programmers to correct the bugs
before the site or programs goes to ‘final release’; beta sites and programs
also provide ‘feedback’ links so you can comment, report bugs or other
problems, and make site improvement recommendations.
To launch a beta site, you first need to collect a select group of users to
test the project. As part of my thesis I have created a marketing website,
dashbeta.co, to advertise the concept of the project and gain users register
to participate in the beta site.
6
106
Project Brand
The name of the project is Dash, an abbreviation of the word dashboard.
When I was considering the name, during the branding brainstorm process,
I reviewed car dashboards. A car’s dashboard provides a quick overview of
critical information you need in order to focus on driving the car. At a quick
glance, you can see how much fuel you have left in the car, what speed
you are going, how many miles you have driven and the temperature of
the engine. It will also show quick alerts if there is something wrong with
the engine or if you left the trunk open. There is also a hierarchy of infor-
mation. The speed dial is often displayed larger than the other elements
as it is viewed more often when driving. All the data displayed is easy to
understand and does not require instruction or tutorials.
So take this concept of driving a car into a driving a project. Whether it is
the client or the designer looking at the dash, either one should be able
understand the pertinent information regarding the project at a quick glance.
This is how dash was born.
107
dashFONT
Brandon Text
COLORS
108
Project Elements
The project management tool, dash, provides a quick overview of the key
elements the client needs to review. It helps the client and the design team
stay on the same page during the progression of the project. It is one place
to refer to for an overview of the project. The dashboard also will call to
attention who is accountable, and offer a place for reminders, as well as
provide the current status of the project.
When you log in the dashboard is the first screen you see. Think of it as
mission control. Here you can review metrics, meetings, messages and
get an idea of what’s going on with the project at a quick glance. To dive
in deeper into any areas of the project select an area from the menu or
click into any of the areas on the homepage to reveal further insights. The
dashboard homepage will provide the following elements:
MESSAGES
Messages is your own personal billboard giving you helpful hints, reminding
you of your events and alerting you to upcoming deadlines, late invoices
and more. Messages are drawn from your calendar settings and updates.
PROJECT STATUS
A reactive project timeline that visually displays key deliverables and bench-
marks. The project status is the overview of the project flow and shows
the stages of the project. It also reveals projected time vs actual time on
project deadlines.
TASKS
Two view task list. The client view, showing an active client task list with
due dates and completed tasks visible. Use the toggle to switch to the
designer view to review what the designer team has due and what has c
been completed to date.
109
CALENDAR
A simple calendar which includes an embedded task list and filters. Tasks
will be added to the calendar from the task list. Alerts from the calendar will
be communicated on the message area of the homepage.
FOLDERS
Folders offers a place to load and house project files that are categorized
and organized. It is a place that houses all the documents for the clients
so they can find files quickly and easily. The files also offer the ability to
collaborate with the design team to provide project feedback with the ability
to annotate designs with embedded comments.
TEAM
Brief descriptions of the project team. Client’s can add in their personal
team members into the project or remove them. They can also view the
design team and see the project lead.
BUDGET
The budget page is a graphical representation of the hours and expenses
allocated and spent on the project . A dynamic work stream tracker to view
the hours spent over the duration of a project and maps against the pro-
jected budget of the project so when the hours are entered by the design
team, the tracker automatically calculates the hours against the estimated
time. Clients can see how the budget is being managed and all details are
transparent.
110
111
Project Personas
In product design, a user story, or personas, are one or more sentences that
captures what a user does or needs to do as part of his or her job function
with the product. It captures the ‘who’, ‘what’ and ‘why’ in a simple, concise
way, often limited in detail and just enough that can be hand-written on a
small paper notecard.
The dashboard will service two audiences: design studio and the client.
The user stories told below captures why the client or designer would be
motivated to use the dashboard.
7
112
THE CLIENTMarie is project coordinator at a non profit organization who is in desperate
need of a new website. She has just received a grant to fund a website
for her organization. She will need to report back to the granter how the
funds are used. Marie hires a small design firm to create the website. Marie
has no knowledge or training in design and is unfamiliar with the process.
THE DASH SOLUTION
Dash will provide Marie easy access to the status of the project, including
the detailed budget to make sure she stays within the grant guidelines,
the files and design compts, which she can include in her reports, and the
tasks that have been completed and need to be completed. So she has
everything she needs to accurately manage and report on the project.
113
THE DESIGNERJon is a senior designer at a medium size design agency. He is in charge
of redesigning a website for an apparel company. The client is located in
another country so the project must be managed virtually. Project manage-
ment tools are used to facilitate communications. The client often emails
the designer asking for him to share project files or provide status updates.
The designer has logged in too many hours responding to emails about
the project rather than actually designing the project.
THE DASH SOLUTION
Dash will provide Jon with a dashboard which he will be able to set up spe-
cifically for this client. The client will have access to dash, and will be able
to access any information concerning the project. This eliminates the need
to email the designer. Jon is left in peace to design and track his process
on Dash, keeping himself on schedule with his tasks and at the same time
keeping the client up to date.
114
THE PROJECT MANAGERSara is a project manager at a new and growing agency. She is in charge
of managing three to five projects at a time. She spends most of her time
emailing clients to update them on the progress of the projects. She also
checks in with the designers and/or developers to assess their status on
the project and then relay that information to the clients. All this time spent
playing the middle man deters her away from other crucial tasks she is
responsible to complete.
THE DASH SOLUTION
Dash will provide Sara with a dashboard which she will be able to set up
at the start of each project. She can share this with both the client and the
design team. The client will have access to a dash, and be able to access
any information concerning the project. The design team will use Dash to
track their projects and stay abreast of deliverables and milestones. This
eliminates the need for Sara to play the middleman. She can access Dash
directly to track the projects she is managing and be in touch with the client
and the design team on one platform.
115
THE CREATIVE DIRECTORJim is a creative director and founder of a small size studio. Jim has a lot
on this plate. He took a big leap and left his comfortable secure position
as the Creative Director at Facebook to start his own company. He has
two other employees, a designer and a project manager. He depends on
hiring freelancers for the rest of his design team. Currently, Jim has twelve
active clients. Jim doesn’t sleep much. He has been struggling with finding
the right project management tool which will give him a quick overview of
all the projects he is managing. He wants one tool which will provide him
a quick overview to see how his team is handling the projects and, at the
same time update the clients.
THE DASH SOLUTION
Dash will provide Jim with a clear overview of each project he is managing.
He will be able to quickly see the status of projects. The clients will have
their own client view of Dash and will get all the information they need on
the project, this will eliminate the need to contact Jim for status updates.
The client, the design team, and Jim all have one place to enter in and view
the data they need to manage their projects.
116
117
Summary
This project is vast and, in order to make this more of a reality then just a
concept, I have acquired some help. As previously mentioned I connected
with two design professionals who related to my concept and were open
to the idea of working with me.
The team consists of two Bay Area professionals. One is the founder of
Alta, Alex Chrisman, whose interview is featured in the Empathize chapter,
and Tyson Caly, a designer and developer who works closely with Alex and
owns a small firm called 750 Group.
Through weekly scheduled calls and set deliverables, the team has offered
insights and clarification for the project. I gained insight and direction through
their professional expertise. This project will proceed past my thesis pre-
sentation and will be developed into a viable product.
My thesis project was the first step in creating this product. As part of my
thesis presentation, I released a marketing website which will collect beta
users to test and review the product. Once the client version has been
completed, the product will be released to the beta testers who will provide
feedback. The agency version will be the second version released once the
client version has gone live. This thesis is just the start toward creating a
simple and viable project management tool ready for market.
118
119
THE END
Conculsion
120
121
Conclusion
Through the research I have presented regarding the field of project man-
agement, I have proven that designers are unhappy with the features and
interfaces offered by the current software. I have identified that there is a
need for a simple visual project management tool to be created with the
intent and purpose of supporting the design process.
I have developed a simple solution. I have identified and addressed one
project management area which is lacking from current platforms, i.e., the
client’s understanding of the design process.
I proposed the creation of a project management dashboard. This dash-
board will provide the team and the client with a clear overview of the
project, and it will increase the client’s understanding and participation in
the design process.
This project will proceed past my thesis presentation, and it will be devel-
oped into a viable product with the help of two design professionals who
have demonstrated interest in the proposal.
In conclusion, I have uncovered, through this thesis study, an evident need
in the design community and proposed a possible solution. My hope is that
this product will bring clarity and transparency to how designers manage
their projects with their clients and teams.
122
123
Acknowledgments
I would like to thank the individuals who contributed to my thesis in the
form of surveys, interviews and/or general support during the writing and
research of this book.
But first and foremost I would like to thank my family for their love and sup-
port through this challenging, rewarding and transitional graduate school
experience at Pratt Institute.
I would like to send a special thank you to Alex Chrisman and Tyson Caly
whose interest in my project inspired me and whose expertise guided me.
Additional thanks to my studiomates and professors espessially:
Caroline Matthews // Alejandro Torres // Tania Lili // Saana Hellsten // Marie D’ovidio // Remy Kass // Dipti Siddamsettiwar // David Frisco // Warren Bernard // Jean Brennan //
124
Endnotes
Chapter 1: Introduction
1. “The Way We Work Is Soul-Sucking, But Social Networks Are Not the Fix. WIRED.”
Wired.com. Conde Nast Digital, 7 Oct. 13. Web. 22 Oct. 2014.
2. Siegel, Alan M., and Irene Etzkorn. Simple. Print.
3. Siegel, Alan M., and Irene Etzkorn. Simple. Print.
Chapter 2: Backstory
1. “Imagine Global Ltd - IT Project Management.” Medium. N.p., n.d. Web. 28 Nov. 2014.
2. “Project Management Methodologies.” Project Management Methodologies. N.p.,
n.d. Web. 28 Nov. 2014.
3. “A Beginner’s Guide to Project Management Methodologies - AtTask Resources.”
AtTask Resources. N.p., n.d. Web. 28 Nov. 2014.
4. “Splendid Pixels.” Splendid Pixels. N.p., n.d. Web. 28 Nov. 2014.
5. “A Beginner’s Guide to Project Management Methodologies - AtTask Resources.”
AtTask Resources. N.p., n.d. Web. 28 Nov. 2014.
6. ”Understanding the Pros and Cons of the Waterfall Model of Software Development.”
TechRepublic. N.p., n.d. Web. 28 Nov. 2014.
7. “Agile Software Development.” Wikipedia. Wikimedia Foundation, 27 Nov. 2014. Web.
28 Nov. 2014.
8. ”Dr. Royce and Waterfall.” All About Agile Dr Royce and Waterfall Comments. N.p.,
n.d. Web. 28 Nov. 2014.
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9. “What Is Scrum?” Scrum.org. N.p., n.d. Web. 26 Nov. 2014.
10. “Rapid Ingenuity + Agile = True Love?” RSS. N.p., n.d. Web. 28 Nov. 2014.
11. ”I Just Used Capterra to Find Software!” Software: Business & Nonprofit. N.p., n.d.
Web. 28 Nov. 2014.
Chapter 3: Seeking Simplicity
1. Siegel, Alan M., and Irene Etzkorn. Simple. Print.
2. Siegel, Alan M., and Irene Etzkorn. Simple. Print.
3. Peter McFadden, CEO of ExcelDashboardWidgets “What is Dashboard Reporting”.
Retrieved: 2012-05-10.
4. “Dashboard (management Information Systems).” Wikipedia. Wikimedia Foundation,
25 Nov. 2014. Web. 28 Nov. 2014.
5. “Minimum Viable Product.” Wikipedia. Wikimedia Foundation, 19 Nov. 2014. Web. 28
Nov. 2014.
6. ”What Is a BETA Site?” What Is a BETA Site? N.p., n.d. Web. 28 Nov. 2014.
7. “User Story.” Wikipedia. Wikimedia Foundation, 27 Nov. 2014. Web. 28 Nov. 2014.
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127
Ann Marie SextonM.S. Communications Design | Graduate ThesisPratt Institute | New York, NY
A study and evaluation of the management of communication design and a proposed solution to simplify the process through use of visual empathy, distillment and clarification.
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