Tackling Tight Turnarounds

Picture this, you’re developing an eLearning for a client, your mind is buzzing with creativity, you’re thinking a video here, a 3D image there, some fantastic scenario exercises too. Suddenly an email pings into your inbox, you see the words, ‘we need this in 3 weeks.’

What are you going to do? How do you respond?

Do you bring everything back to basics, replacing the video with a few text and image slides, compromising on interactivity?

Do you try and squeeze everything in, in those two weeks, but risk burning yourself out and working way beyond your scoped time?

Do you go back to the client and tell them it’s simply not possible to create the eLearning in that timescale?

“There almost always will be compromise on some level.”

This is not an uncommon situation in learning and development. Quite often, stakeholders will want the project done yesterday and will be thinking about their own targets to hit and boxes to check.

Balancing creating learning in a short timescale, versus producing something that is still engaging and encourages learning retention, can be tricky and there almost always will be compromise on some level.

Let’s break down those three bullets…

“Do you bring everything back to basics, replacing the video with a few text and image slides, compromising on interactivity?”

As I said, there will need to be compromise when meeting a tight deadline, however if you’re like me and very passionate about creating high quality, engaging learning, then this will feel quite counterintuitive. Stripping out all of the interactivity is likely to lead to negative feedback from the end users and therefore an unhappy stakeholder!

“Do you try and squeeze everything in, in those two weeks, but risk burning yourself out and working way beyond your scoped time?”

Remember, your time is valuable too. Trying to do too much in such a short space of time will leave you tired and burnt out. There’s also the danger of creating an expectation from your stakeholder, if you pack in the hours and create something spectacular in 3 weeks, when it would have usually taken 6, you’re setting up the expectation that you can and will do this again. It’s okay to go above and beyond sometimes and this can help develop relationships with stakeholders but ensure you’re getting paid for the extra time spent and set clear boundaries this won’t be a regular thing!

“Do you go back to the client and tell them it’s simply not possible to create the eLearning in that timescale?”

This may not the best idea either, particularly if you are freelance, you run the risk that the stakeholder may just take their business elsewhere. However, it is worth having an open discussion with the client or stakeholder and expressing your concerns regarding the tight turnaround. Remember, compromise, compromise, compromise.

You might be thinking, well if I’m not doing the above, then what should I do in this situation?!

Good question, here’s my 6 tips for dealing with tight deadlines…

Communicate, ask questions and be honest.

When communicating with stakeholders, keep things simple and in language they’ll relate to. Don’t get technical, instead set out how a short turnaround will mean compromise and communicate how this can impact the end result.

Be sure they understand how this will also affect your time too, that you may need to put in extra work which will come at an extra cost to them.

During scoping, ask open questions such as, “what topics, or sections of this learning are vital?” To gauge where you may need to focus and understand which areas can be simplified.

Where possible, it’s usually best to have these kinds of discussions via a phone call or in person. This allows the chance for questioning and for both parties to clarify any necessary detail. Regular communication is key and it is also good to keep an email trail summarising any conversations, this will ensure there is no ambiguity surrounding the agreed outcomes.

Keep it positive.

It can seem all doom and gloom when telling a stakeholder, they can’t have certain things because of time restrictions. Try and phrase it to focus on what they can have, as opposed to can’t. For example,

“I can’t create a video because there’s not enough time and I won’t have the resources available.”

Let’s spin this to be more positive…

“Due to time constraints and resources available, I believe this section would be good as a voiced over slide instead of a video, this can still be engaging and provide all the necessary information.”

This subtle change in wording allows stakeholders to understand why compromise may need to happen and offers a suitable alternative. Remember, they are going to be interested in what you can do for them, so be sure to emphasise how you have provided an alternative that still meets their needs.

Use the 3-tier method.

If you have available time, scope out three levels for the learning, think of it as a bronze, silver and gold standard. Now this doesn’t mean that the bronze will be low quality, it will just be more basic in terms of the interactivity and media used.

For example…

Your client wants a 30-minute eLearning on customer service, they want it in 4 weeks.

The gold version of this may include an interactive video, some voiced over branched scenario exercises and downloadable resources. But, it takes 6 weeks to develop and costs £10,000.

The silver version may include an interactive video, a couple of scenario exercises (but not branched scenarios) and 1 downloadable PDF. This will take 4.5 weeks to develop and costs £8,000.

The bronze version may include no video, a couple of non-branching scenario exercises and 1 downloadable document. This takes 3 weeks to develop and costs £5,000.

What is the benefit of presenting the silver and gold options, when the client’s deadline is just 4 weeks?

Well, you may find that there might be some wiggle room with the deadline. As said previously, quite often clients will want the work to have been completed yesterday, therefore will always want something as soon as they can possibly have it.

However, being transparent and showing the client that with just an extra couple of weeks they could have something that incorporates a higher level of interactivity and media, could be the tipping point to them choosing to extend the timescale.

Now, this won’t always be the case and sometimes deadlines really are non-negotiable. But providing the 3 tiers can help clients understand what they’re getting for their money in the chosen timescale and why. You can also build on these tiers, so if a client chooses the bronze level to begin with, there’s nothing stopping them coming back to you in 6 months and upgrading the learning to a silver or gold.

Compromise, compromise, compromise.

This is pretty self-explanatory, where tight deadlines occur there is always going to be compromises. What’s key to note here is that you shouldn’t be compromising on quality. So the content of the learning, the design (aesthetically) and functionality of the learning, should all still be top notch. The compromise comes on what is feasibly able to be completed in the set timescale.

For example, you may replace a lengthy branched scenario exercise, with 3 non-branching, mini scenarios. Or an interactive video, may become a shorter 1-minute explainer video. Compromises don’t have to be huge and small adjustments can have a big impact on development time. Look for quick wins and ways to speed up lengthy processes.

Set out clear roles and responsibilities.

If a tight deadline is going to be met, it is dependent on all parties involved meeting the required milestones. Make a project plan which clearly defines the tasks and responsibilities of all those involved and the deadlines for these milestones (for example reviewing a draft and providing feedback).

Be sure to get this signed off by your stakeholder and SME’s, waiting on feedback or content is one of the biggest ways to slow a project right down! So you want to be 100% sure everyone knows what is expected of them before the project kicks off.

Articulate to your stakeholder or client, the impact not meeting these milestones can have on the overall deadline and be sure to regularly update the project plan as you progress.

It’s best to store this via a cloud application or shared drive, so that all parties can access it at any given time and update if needs be.

If you get even the tiniest inkling that a milestone isn’t going to be met on time, make sure you get in touch with your stakeholder straight away, remember keep an email trail of all conversations and refer to the project plan when needed.

Say no.

Picture this, you’ve agreed a timescale of 5 weeks to create a piece of learning. It’s going well so far and you’re excited for how it’s going to turn out. Suddenly, the client comes to you and says they need it done in 3 weeks instead, as they have a looming audit and need a percentage of their employees to have completed the course.

You look at your schedule, this isn’t your only project, so trying to condense 5 weeks of work into 3, around other responsibilities is going to leave you working 12-hour days for the next few weeks.

The project has already been scoped and content agreed. Do you amend the content to suit a shorter timescale and get it re-signed off? Or do you bite the bullet and work those 12-hour days?

Or…

Do you say no?

When you’ve got authority figures breathing down your neck, stressing because they’re getting pressure from above, it can make you feel like you need to people please and just say yes to whatever they need.

However, your time, wellbeing and the quality of the output also needs considering. If you’re rushing the work to get it done, are you going to be decreasing its quality, do you then want a sloppy piece of work against your name?

These are situations that will need to be handled on an individual basis, based on all circumstances and your relationship with the stakeholder. It may be that if you have less work on, getting the project done more quickly might be feasible. Circumstances may also differ whether you are freelance or employed.

In large organisations, unfortunately there is often an expectation to just ‘get it done,’ but you should definitely express concerns to your manager, if you feel that completing the work is either taking you out of your contracted hours or would cause other projects to suffer.

As a freelancer however, saying no can feel really uncomfortable. Because let’s face it, you run the risk of losing your income. However, the work is much more personal as a freelancer and that one sloppy piece of work that you rushed because you felt pressured by the client, then has your name on it and forms part of your reputation.

It’s always worth trying to find a middle ground that can suit all parties, but, if you feel that completing the work in such a short space of time is just not feasible, it’s okay to pushback and say no. For your wellbeing, but also for your reputation as a learning professional.

Navigating tight deadlines and short timescales can be stressful. But remember, don’t panic, communicate regularly and honestly and don’t be afraid to pushback if needs be.