The classic adage is “good design speaks for itself.” Which would mean that if something’s as good of an idea as you think it is, a client will instantly see that it’s good too, right?

Here at Viget, we’re always working with new and different clients. Each with their own challenges and sensibilities. But after ten years of client work, I can’t help but notice a pattern emerge when we’re trying to get approval on especially cool, unconventional parts of a design.

So let’s break down some of those patterns to hopefully better understand why clients hesitate, and what strategies we’ve been using lately to help get the work we’re excited about approved.

Imagine this: the parallax homepage with elements that move around in surprising ways or a unique navigation menu that conceptually reinforces a site’s message. The way the content cards on a page will, like, be literal cards that will shuffle and move around. Basically, any design that feels like an exciting, novel challenge, will need the client to “get it.” And that often turns out to be the biggest challenge of all.

There are plenty of practical reasons cool designs get shot down. A client is usually more than one stakeholder, and more than the team of people you’re working with directly. On any project, there’s an amount of telephone you end up playing. Or, there’s always the classic foes: budgets and deadlines. Any idea should fit in those predetermined constraints. But as a project goes along, budgets and deadlines find a way to get tighter than you planned.

But innovative designs and interactions can seem especially scary for clients to approve. There’s three fears that often pop up on projects:

The fear of change. 

Maybe the client expected something simple, a light refresh. Something that doesn’t challenge their design expectations or require more time and effort to understand. And on our side, maybe we didn’t sufficiently ease them into our way of thinking and open them up to why we think something bigger and bolder is the right solution for them. Baby steps, y’all.

The fear of the unknown. 

Or, less dramatically, a lack of understanding of the medium. In the past, we have struggled with how to present an interactive, animated design to a client before it’s actually built. Looking at a site that does something conceptually similar as an example can be tough. It’s asking a lot of a client’s imagination to show them a site about boots that has a cool spinning animation and get meaningful feedback about how a spinning animation would work on their site about after-school tutoring. Or maybe we’ve created static designs, then talked around what we envision happening. Again, what seems so clear in our minds as professionals entrenched in this stuff every day can be tough for someone outside the tech world to clearly understand.

The fear of losing control. 

We’re all about learning from past mistakes. So lets say, after dealing with that fear of the unknown on a project, next time you go in the opposite direction. You invest time up front creating something polished. Maybe you even get the developer to build a prototype that moves and looks like the real thing. You’ve taken all the vague mystery out of the process, so a client will be thrilled, right? Surprise, probably not! Most clients are working with you because they want to conquer the noble quest that is their redesign together. When we jump straight to showing something that looks polished, even if it’s not really, it can feel like we jumped ahead without keeping them involved. Like we took away their input. They can also feel demotivated to give good, meaningful feedback on a polished prototype because it looks “done.”

So what to do? Lately we have found low-fidelity prototypes to be a great tool for combating these fears and better communicating our ideas.

What are low-fidelity prototypes?

Low fidelity prototypes are a tool that designers can create quickly to illustrate an idea, without sinking time into making it pixel-perfect. Some recent examples of prototypes we've created include a clickable Figma or Invision prototype put together with Whimsical wireframes:

A rough animation created in Principle illustrating less programatic animation:

And even creating an animated storyboard in Photoshop:

They’re rough enough that there’s no way they could be confused for a final product. But customized so that a client can immediately understand what they’re looking at and what they need to respond to. Low-fidelity prototypes hit a sweet spot that addresses those client fears head on.

That fear of change? A lo-fi prototype starts rough and small, so it can ease a client into a dramatic change without overwhelming them. It’s just a first step. It gives them time to react and warm up to something that’ll ultimately be a big change.

It also cuts out the fear of the unknown. Seeing something moving around, even if it’s rough, can be so much more clear than talking ourselves in circles about how we think it will move, and hoping the client can imagine it. The feature is no longer an enigma cloaked in mystery and big talk, but something tangible they can point at and ask concrete questions about.

And finally, a lo-fi prototype doesn’t threaten a client’s sense of control. Low-fidelity means it’s clearly still a work in progress! It’s just an early step in the creative process, and therefore communicates that we’re still in the middle of that process together. There’s still plenty of room for their ideas and feedback.

Lo-fi prototypes: client-tested, internal team-approved

There are a lot of reasons to love lo-fi prototypes internally, too!

They’re quick and easy. 

We can whip up multiple ideas within a few hours, without sinking the time into getting our hearts set on any one thing. In an agency setting especially, time is limited, so the faster we can get an idea out of our own heads, the better.

They’re great to share with developers. 

Ideally, the whole team is working together simultaneously, collaborating every step of the way. Realistically, a developer often doesn’t have time during a project’s early design phase. Lo-fi prototypes are concrete enough that a developer can quickly tell if building an idea will be within scope. It helps us catch impractical ideas early and helps us all collaborate to create something that’s both cool and feasible.

Stay tuned for posts in the near future diving into some of our favorite processes for creating lo-fi prototypes!

At Viget, we’ve brought on more than a few new Project Managers over the past couple of years, as we continue to grow. The awesome new people we’ve hired have ranged in their levels of experience, but some of them are earlier in their careers and need support from more experienced PMs to develop their skills and flourish.

We have different levels of training and support for new PMs. These broadly fall into four categories:

• Onboarding: Learning about Viget tools and processes
• Shadowing: Learning by watching others
• Pairing: Learning by doing collaboratively
• Leading: Learning by doing solo

Onboarding

In addition to conducting intro sessions to each discipline at Viget, new Viget PMs go through a lengthy set of training sessions that are specific to the PM lab. These include intros to:

Shadowing

After PMs complete the onboarding process, they start shadowing other PMs’ projects to get exposure to the different types of projects we run (since the variety is large). We cater length and depth of shadowing based on how much experience a PM has coming in. We also try to expose PMs to multiple project managers, so they can see how PM style differs person-to-person.

We’ve found that it can be most effective to have PMs shadow activities that are more difficult to teach in theory, such as shadowing a PM having a difficult conversation with a client, or shadowing a front-end build-out demo to see how the PM positions the meeting and our process to the client. More straightforward tasks like setting up a Harvest project could be done via pairing, since it’s easy to get the hang of with a little guidance.

Pairing

While shadowing is certainly helpful, we try to get PMs into pairing mode pretty quickly, since we’ve found that most folks learn better by doing than by watching. Sometimes this might mean having a new PM setting up an invoice or budget sheet for a client while a more experienced PM sits next to them, talking them through the process. We’ve found that having a newer PM lead straightforward activities with guidance tends to be more effective than the newer PM merely watching the more experienced PM do that activity.

Another tactic we take is to have both PMs complete a task independently, and then meet and talk through their work, with the more experienced PM giving the less experienced PM feedback. That helps the newer PM think through a task on their own, and gain experience, but still have the chance to see how someone else would have approached the task and get meaningful feedback.

Leading

Once new PMs are ready to be in the driver’s seat, they are staffed as the lead on projects. The timing of when someone shifts into a lead role depends on how much prior experience that person has, as well as what types of projects are actively ready to be worked on.

Most early-career project managers have a behind-the-scenes project mentor (another PM) on at least their first couple projects, so they have a dedicated person to ask questions and get advice from who also has more detailed context than that person’s manager would. For example, mentors often shadow key client and internal meetings and have more frequent check-ins with mentees. This might be less necessary at a company where all the projects are fairly similar, but at Viget, our projects vary widely in scale and services provided, as well as client needs. Because of this, there’s no “one size fits all” process and we have a significant amount of customization per project, which can be daunting to new PMs who are still getting the hang of things.

For these mentorship pairings, we use a mentorship plan document (template here) to help the mentor and mentee work together to define goals, mentorship focuses, and touchpoints. Sometimes the mentee’s manager will take a first stab at filling out the plan, other times, the mentor will start that process.

Management Touchpoints

Along the way, we make sure new PMs have touchpoints with their managers to get the level of support they need to grow and succeed. Managers have regular 1:1s with PMs that are referred to as “project 1:1s”, and are used for the managee to talk through and get advice on challenges or questions related to the projects they’re working on—though really, they can be used for whatever topics are on the managee’s mind. PMs typically have 1:1s with managers daily the first week, two to three times per week after that for the first month or so, then scale down to once per week, and then scale down to bi-weekly after the first six months.

In addition to project 1:1s, we also have monthly 1:1s that are more bigger-picture and focused on goal-setting and progress, project feedback from that person’s peers, reflection on how satisfied and fulfilled they’re feeling in their role, and talking through project/industry interests which informs what projects we should advocate for them to be staffed on. We have a progress log template that we customize per PM to keep track of goals and progress.

We try to foster a supportive environment that encourages growth, feedback, and experiential learning, but also that lets folks have the autonomy to get in the driver’s seat as soon as they’re comfortable. Interested in learning more about what it’s like to work at Viget? Check out our open positions here.

Working on website front ends I sometimes use MAMP PRO to manage local hosts and Sequel Pro to manage databases. Living primarily in my text editor, a terminal, and a browser window, moving to these click-heavy dedicated apps can feel clunky. Happily, the tasks I have most frequently turned to those apps for —starting and stopping servers, creating new hosts, and importing, exporting, deleting, and creating databases— can be done from the command line.

I still pull up MAMP PRO if I need to change a host's PHP version or work with its other more specialized settings, or Sequel Pro to quickly inspect a database, but for the most part I can stay on the keyboard and in my terminal. Here's how:

Command Line MAMP PRO

You can start and stop MAMP PRO's servers from the command line. You can even do this when the MAMP PRO desktop app isn't open.

Note: MAMP PRO's menu icon will not change color to reflect the running/stopped status when the status is changed via the command line.

• Start the MAMP PRO servers:

• Stop the MAMP PRO servers:

• Create a host (replace host_name and root_path):

MAMP PRO-friendly Command Line Sequel Pro

Note: if you don't use MAMP PRO, just replace the /Applications/MAMP/Library/bin/mysql with mysql.

In all of the following commands, replace username with your user name (locally this is likely root) and database_name with your database name. The -p (password) flag with no argument will trigger an interactive password prompt. This is more secure than including your password in the command itself (like -pYourPasswordHere). Of course, if you're using the default password root is not particular secure to begin with so you might just do -pYourPasswordHere.

Setting the -h (host) flag to localhost or 127.0.0.1 tells mysql to look at what's on localhost. With the MAMP PRO servers running, that will be the MAMP PRO databases.

• Create a local database

or

    MAMP PRO's databases are stored in /Library/Application Support/appsolute/MAMP PRO/db so to confirm that it worked you can

• Delete a local database

• Export a dump of a local database. Note that this uses mysqldump not mysql.

• Export a local dump from an external database over SSH. Note that this uses mysqldump not mysql.

• Import a local database dump into a local database

• Import a local database dump into a remote database over SSH. Use care with this one. But if you are doing it with Sequel Pro —maybe you are copying a Craft site's database from a production server to a QA server— you might as well be able to do it on the command line.

For me, using the command line instead of the MAMP PRO and Sequel Pro GUI means less switching between keyboard and mouse, less opening up GUI features that aren't typically visible on my screen, and generally better DX. Give it a try! And while MAMP Pro's CLI is limited to the essentials, command line mysql of course knows no limits. If there's something else you use Sequel Pro for, you may be able to come up with a mysql CLI equivalent you like even better.

Professional certifications have become increasingly popular in this age of career switchers and the freelance gig economy. A certification can be a useful way to advance your skill set quickly or make your resume stand out, which can be especially important for those trying to break into a new industry or attract business while self-employed. Whatever your reason may be for pursuing a professional certificate, there is one question only you can answer for yourself: is it worth it?

Finding first-hand experiences from professionals with similar career goals and passions was the most helpful research I used to answer that question for myself. So, here’s mine; why I decided to get Scrum certified, how I evaluated my options, and if it was really worth it.

A shift in mindset

My background originates in brand strategy where it’s typical for work to follow a predictable order, each step informing the next. This made linear techniques like water-fall timelines, completing one phase of work in its entirety before moving onto the next, and documenting granular tasks weeks in advance helpful and easy to implement. When I made the move to more digitally focused work, tasks followed a much looser set of ‘typical’ milestones. While the general outline remained the same (strategy, design, development, launch) there was a lot more overlap with how tasks informed each other, and would keep informing and re-informing as an iterative workflow would encourage.

Trying to fit a very fluid process into my very stiff linear approach to project planning didn’t work so well. I didn’t have the right strategies to manage risks in a productive way without feeling like the whole project was off track; with the habit of account for granular details all the time, I struggled to lean on others to help define what we should work on and when, and being okay if that changed once, or twice, or three times. Everything I learned about the process of product development came from learning on the job and making a ton of mistakes—and I knew I wanted to get better.

I was fortunate enough to work with a group of developers who were looking to make a change, too. Being ‘agile’-enthusiasts, this group of developers were desperately looking for ways to infuse our approach to product work with agile-minded principles (the broad definition of ‘agile’ comes from ‘The Agile Manifesto’, which has influenced frameworks for organizing people and information, often applied in product development). This not only applied to how I worked with them, but how they worked with each other, and the way we all onboarded clients to these new expectations. This was a huge eye opener to me. Soon enough, I started applying these agile strategies to my day-to-day— running stand-ups, setting up backlogs, and reorganizing the way I thought about work output. It’s from this experience that I decided it may be worth learning these principles more formally.

The choice to get certified

There is a lot of literature out there about agile methodologies and a lot to be learned from casual research. This benefitted me for a while until I started to work on more complicated projects, or projects with more ambitious feature requests. My decision to ultimately pursue a formal agile certification really came down to three things:

1. An increased use of agile methods across my team. Within my day-to-day I would encounter more team members who were familiar with these tactics and wanted to use them to structure the projects they worked on.
2. The need for a clear definition of what processes to follow. I needed to grasp a real understanding of how to implement agile processes and stay consistent with using them to be an effective champion of these principles.
3. Being able to diversify my experience. Finding ways to differentiate my resume from others with similar experience would be an added benefit to getting a certification. If nothing else, it would demonstrate that I’m curious-minded and proactive about my career.

To achieve these things, I gravitated towards a more foundational education in a specific agile-methodology. This made Scrum the most logical choice given it’s the basis for many of the agile strategies out there and its dominance in the field.

Evaluating all the options

For Scrum education and certification, there are really two major players to consider.

1. Scrum Alliance - Probably the most well known Scrum organization is Scrum Alliance. They are a highly recognizable organization that does a lot to further the broader understanding of Scrum as a practice.
2. Scrum.org - Led by the original co-founder of Scrum, Ken Schwaber, Scrum.org is well-respected and touted for its authority in the industry.

Each has their own approach to teaching and awarding certifications as well as differences in price point and course style that are important to be aware of.

SCRUM ALLIANCE

Pros

• Strong name recognition and leaders in the Scrum field
• Offers both in-person and online courses
• Hosts in-person events, webinars, and global conferences
• Provides robust amounts of educational resources for its members
• Has specialization tracks for folks looking to apply Scrum to their specific discipline
• Members are required to keep their skills up to date by earning educational credits throughout the year to retain their certification
• Consistent information across all course administrators ensuring you'll be set up to succeed when taking your certification test.

Cons

• High cost creates a significant barrier to entry (we’re talking in the thousands of dollars here)
• Courses are required to take the certification test
• Certification expires after two years, requiring additional investment in time and/or money to retain credentials
• Difficult to find sample course material ahead of committing to a course
• Courses are several days long which may mean taking time away from a day job to complete them

SCRUM.ORG

Pros

• Strong clout due to its founder, Ken Schwaber, who is the originator of Scrum
• Offers in-person classes and self-paced options
• Hosts in-person events and meetups around the world
• Provides free resources and materials to the public, including practice tests
• Has specialization tracks for folks looking to apply Scrum to their specific discipline
• Minimum score on certification test required to pass; certification lasts for life
• Lower cost for certification when compared to peers

Cons

• Much lesser known to the general public, as compared to its counterpart
• Less sophisticated educational resources (mostly confined to PDFs or online forums) making digesting the material challenging
• Practice tests are slightly out of date making them less effective as a study tool
• Self-paced education is not structured and therefore can’t ensure you’re learning everything you need to know for the test
• Lack of active and engaging community will leave something to be desired

Before coming to a decision, it was helpful to me to weigh these pros and cons against a set of criteria. Here’s a helpful scorecard I used to compare the two institutions.

For me, the four areas that were most important to me were:

• Affordability - I’d be self-funding this certificate so the investment of cost would need to be manageable.
• Self-paced - Not having a lot of time to devote in one sitting, the ability to chip away at coursework was appealing to me.
• Reputation - Having a certificate backed by a well-respected institution was important to me if I was going to put in the time to achieve this credential.
• Access - Because I wanted to be a champion for this framework for others in my organization, having access to resources and materials would help me do that more effectively.

Ultimately, I decided upon a Professional Scrum Master certification from Scrum.org! The price and flexibility of learning course content were most important to me. I found a ton of free materials on Scrum.org that I could study myself and their practice tests gave me a good idea of how well I was progressing before I committed to the cost of actually taking the test. And, the pedigree of certification felt comparable to that of Scrum Alliance, especially considering that the founder of Scrum himself ran the organization.

Putting a certificate to good use

I don’t work in a formal Agile company, and not everyone I work with knows the ins and outs of Scrum. I didn’t use my certification to leverage a career change or new job title. So after all that time, money, and energy, was it worth it?

I think so. I feel like I use my certification every day and employ many of the principles of Scrum in my day-to-day management of projects and people.

• Self-organizing teams is really important when fostering trust and collaboration among project members. This means leaning on each other’s past experiences and lessons learned to inform our own approach to work. It also means taking a step back as a project manager to recognize the strengths on your team and trust their lead.
• Approaching things in bite size pieces is also a best practice I use every day. Even when there isn't a mandated sprint rhythm, breaking things down into effort level, goals, and requirements is an excellent way to approach work confidently and avoid getting too overwhelmed.
• Retrospectives and stand ups are also absolute musts for Scrum practices, and these can be modified to work for companies and project teams of all shapes and sizes. Keeping a practice of collective communication and reflection will keep a team humming and provides a safe space to vent and improve.

Parting advice

I think furthering your understanding of industry standards and keeping yourself open to new ways of working will always benefit you as a professional. Professional certifications are readily available and may be more relevant than ever.

If you’re on this path, good luck! And here are some things to consider:

• Do your research – With so many educational institutions out there, you can definitely find the right one for you, with the level of rigor you’re looking for.
• Look for company credits or incentives – some companies cover part or all of the cost for continuing education.
• Get started ASAP – You don’t need a full certification to start implementing small tactics to your workflows. Implementing learnings gradually will help you determine if it’s really something you want to pursue more formally.

The classic adage is “good design speaks for itself.” Which would mean that if something’s as good of an idea as you think it is, a client will instantly see that it’s good too, right?

Here at Viget, we’re always working with new and different clients. Each with their own challenges and sensibilities. But after ten years of client work, I can’t help but notice a pattern emerge when we’re trying to get approval on especially cool, unconventional parts of a design.

So let’s break down some of those patterns to hopefully better understand why clients hesitate, and what strategies we’ve been using lately to help get the work we’re excited about approved.

Imagine this: the parallax homepage with elements that move around in surprising ways or a unique navigation menu that conceptually reinforces a site’s message. The way the content cards on a page will, like, be literal cards that will shuffle and move around. Basically, any design that feels like an exciting, novel challenge, will need the client to “get it.” And that often turns out to be the biggest challenge of all.

There are plenty of practical reasons cool designs get shot down. A client is usually more than one stakeholder, and more than the team of people you’re working with directly. On any project, there’s an amount of telephone you end up playing. Or, there’s always the classic foes: budgets and deadlines. Any idea should fit in those predetermined constraints. But as a project goes along, budgets and deadlines find a way to get tighter than you planned.

But innovative designs and interactions can seem especially scary for clients to approve. There’s three fears that often pop up on projects:

The fear of change. 

Maybe the client expected something simple, a light refresh. Something that doesn’t challenge their design expectations or require more time and effort to understand. And on our side, maybe we didn’t sufficiently ease them into our way of thinking and open them up to why we think something bigger and bolder is the right solution for them. Baby steps, y’all.

The fear of the unknown. 

Or, less dramatically, a lack of understanding of the medium. In the past, we have struggled with how to present an interactive, animated design to a client before it’s actually built. Looking at a site that does something conceptually similar as an example can be tough. It’s asking a lot of a client’s imagination to show them a site about boots that has a cool spinning animation and get meaningful feedback about how a spinning animation would work on their site about after-school tutoring. Or maybe we’ve created static designs, then talked around what we envision happening. Again, what seems so clear in our minds as professionals entrenched in this stuff every day can be tough for someone outside the tech world to clearly understand.

The fear of losing control. 

We’re all about learning from past mistakes. So lets say, after dealing with that fear of the unknown on a project, next time you go in the opposite direction. You invest time up front creating something polished. Maybe you even get the developer to build a prototype that moves and looks like the real thing. You’ve taken all the vague mystery out of the process, so a client will be thrilled, right? Surprise, probably not! Most clients are working with you because they want to conquer the noble quest that is their redesign together. When we jump straight to showing something that looks polished, even if it’s not really, it can feel like we jumped ahead without keeping them involved. Like we took away their input. They can also feel demotivated to give good, meaningful feedback on a polished prototype because it looks “done.”

So what to do? Lately we have found low-fidelity prototypes to be a great tool for combating these fears and better communicating our ideas.

What are low-fidelity prototypes?

Low fidelity prototypes are a tool that designers can create quickly to illustrate an idea, without sinking time into making it pixel-perfect. Some recent examples of prototypes we've created include a clickable Figma or Invision prototype put together with Whimsical wireframes:

A rough animation created in Principle illustrating less programatic animation:

And even creating an animated storyboard in Photoshop:

They’re rough enough that there’s no way they could be confused for a final product. But customized so that a client can immediately understand what they’re looking at and what they need to respond to. Low-fidelity prototypes hit a sweet spot that addresses those client fears head on.

That fear of change? A lo-fi prototype starts rough and small, so it can ease a client into a dramatic change without overwhelming them. It’s just a first step. It gives them time to react and warm up to something that’ll ultimately be a big change.

It also cuts out the fear of the unknown. Seeing something moving around, even if it’s rough, can be so much more clear than talking ourselves in circles about how we think it will move, and hoping the client can imagine it. The feature is no longer an enigma cloaked in mystery and big talk, but something tangible they can point at and ask concrete questions about.

And finally, a lo-fi prototype doesn’t threaten a client’s sense of control. Low-fidelity means it’s clearly still a work in progress! It’s just an early step in the creative process, and therefore communicates that we’re still in the middle of that process together. There’s still plenty of room for their ideas and feedback.

Lo-fi prototypes: client-tested, internal team-approved

There are a lot of reasons to love lo-fi prototypes internally, too!

They’re quick and easy. 

We can whip up multiple ideas within a few hours, without sinking the time into getting our hearts set on any one thing. In an agency setting especially, time is limited, so the faster we can get an idea out of our own heads, the better.

They’re great to share with developers. 

Ideally, the whole team is working together simultaneously, collaborating every step of the way. Realistically, a developer often doesn’t have time during a project’s early design phase. Lo-fi prototypes are concrete enough that a developer can quickly tell if building an idea will be within scope. It helps us catch impractical ideas early and helps us all collaborate to create something that’s both cool and feasible.

Stay tuned for posts in the near future diving into some of our favorite processes for creating lo-fi prototypes!

At Viget, we’ve brought on more than a few new Project Managers over the past couple of years, as we continue to grow. The awesome new people we’ve hired have ranged in their levels of experience, but some of them are earlier in their careers and need support from more experienced PMs to develop their skills and flourish.

We have different levels of training and support for new PMs. These broadly fall into four categories:

• Onboarding: Learning about Viget tools and processes
• Shadowing: Learning by watching others
• Pairing: Learning by doing collaboratively
• Leading: Learning by doing solo

Onboarding

In addition to conducting intro sessions to each discipline at Viget, new Viget PMs go through a lengthy set of training sessions that are specific to the PM lab. These include intros to:

Shadowing

After PMs complete the onboarding process, they start shadowing other PMs’ projects to get exposure to the different types of projects we run (since the variety is large). We cater length and depth of shadowing based on how much experience a PM has coming in. We also try to expose PMs to multiple project managers, so they can see how PM style differs person-to-person.

We’ve found that it can be most effective to have PMs shadow activities that are more difficult to teach in theory, such as shadowing a PM having a difficult conversation with a client, or shadowing a front-end build-out demo to see how the PM positions the meeting and our process to the client. More straightforward tasks like setting up a Harvest project could be done via pairing, since it’s easy to get the hang of with a little guidance.

Pairing

While shadowing is certainly helpful, we try to get PMs into pairing mode pretty quickly, since we’ve found that most folks learn better by doing than by watching. Sometimes this might mean having a new PM setting up an invoice or budget sheet for a client while a more experienced PM sits next to them, talking them through the process. We’ve found that having a newer PM lead straightforward activities with guidance tends to be more effective than the newer PM merely watching the more experienced PM do that activity.

Another tactic we take is to have both PMs complete a task independently, and then meet and talk through their work, with the more experienced PM giving the less experienced PM feedback. That helps the newer PM think through a task on their own, and gain experience, but still have the chance to see how someone else would have approached the task and get meaningful feedback.

Leading

Once new PMs are ready to be in the driver’s seat, they are staffed as the lead on projects. The timing of when someone shifts into a lead role depends on how much prior experience that person has, as well as what types of projects are actively ready to be worked on.

Most early-career project managers have a behind-the-scenes project mentor (another PM) on at least their first couple projects, so they have a dedicated person to ask questions and get advice from who also has more detailed context than that person’s manager would. For example, mentors often shadow key client and internal meetings and have more frequent check-ins with mentees. This might be less necessary at a company where all the projects are fairly similar, but at Viget, our projects vary widely in scale and services provided, as well as client needs. Because of this, there’s no “one size fits all” process and we have a significant amount of customization per project, which can be daunting to new PMs who are still getting the hang of things.

For these mentorship pairings, we use a mentorship plan document (template here) to help the mentor and mentee work together to define goals, mentorship focuses, and touchpoints. Sometimes the mentee’s manager will take a first stab at filling out the plan, other times, the mentor will start that process.

Management Touchpoints

Along the way, we make sure new PMs have touchpoints with their managers to get the level of support they need to grow and succeed. Managers have regular 1:1s with PMs that are referred to as “project 1:1s”, and are used for the managee to talk through and get advice on challenges or questions related to the projects they’re working on—though really, they can be used for whatever topics are on the managee’s mind. PMs typically have 1:1s with managers daily the first week, two to three times per week after that for the first month or so, then scale down to once per week, and then scale down to bi-weekly after the first six months.

In addition to project 1:1s, we also have monthly 1:1s that are more bigger-picture and focused on goal-setting and progress, project feedback from that person’s peers, reflection on how satisfied and fulfilled they’re feeling in their role, and talking through project/industry interests which informs what projects we should advocate for them to be staffed on. We have a progress log template that we customize per PM to keep track of goals and progress.

We try to foster a supportive environment that encourages growth, feedback, and experiential learning, but also that lets folks have the autonomy to get in the driver’s seat as soon as they’re comfortable. Interested in learning more about what it’s like to work at Viget? Check out our open positions here.

Working on website front ends I sometimes use MAMP PRO to manage local hosts and Sequel Pro to manage databases. Living primarily in my text editor, a terminal, and a browser window, moving to these click-heavy dedicated apps can feel clunky. Happily, the tasks I have most frequently turned to those apps for —starting and stopping servers, creating new hosts, and importing, exporting, deleting, and creating databases— can be done from the command line.

I still pull up MAMP PRO if I need to change a host's PHP version or work with its other more specialized settings, or Sequel Pro to quickly inspect a database, but for the most part I can stay on the keyboard and in my terminal. Here's how:

Command Line MAMP PRO

You can start and stop MAMP PRO's servers from the command line. You can even do this when the MAMP PRO desktop app isn't open.

Note: MAMP PRO's menu icon will not change color to reflect the running/stopped status when the status is changed via the command line.

• Start the MAMP PRO servers:

• Stop the MAMP PRO servers:

• Create a host (replace host_name and root_path):

MAMP PRO-friendly Command Line Sequel Pro

Note: if you don't use MAMP PRO, just replace the /Applications/MAMP/Library/bin/mysql with mysql.

In all of the following commands, replace username with your user name (locally this is likely root) and database_name with your database name. The -p (password) flag with no argument will trigger an interactive password prompt. This is more secure than including your password in the command itself (like -pYourPasswordHere). Of course, if you're using the default password root is not particular secure to begin with so you might just do -pYourPasswordHere.

Setting the -h (host) flag to localhost or 127.0.0.1 tells mysql to look at what's on localhost. With the MAMP PRO servers running, that will be the MAMP PRO databases.

• Create a local database

or

    MAMP PRO's databases are stored in /Library/Application Support/appsolute/MAMP PRO/db so to confirm that it worked you can

• Delete a local database

• Export a dump of a local database. Note that this uses mysqldump not mysql.

• Export a local dump from an external database over SSH. Note that this uses mysqldump not mysql.

• Import a local database dump into a local database

• Import a local database dump into a remote database over SSH. Use care with this one. But if you are doing it with Sequel Pro —maybe you are copying a Craft site's database from a production server to a QA server— you might as well be able to do it on the command line.

For me, using the command line instead of the MAMP PRO and Sequel Pro GUI means less switching between keyboard and mouse, less opening up GUI features that aren't typically visible on my screen, and generally better DX. Give it a try! And while MAMP Pro's CLI is limited to the essentials, command line mysql of course knows no limits. If there's something else you use Sequel Pro for, you may be able to come up with a mysql CLI equivalent you like even better.

Professional certifications have become increasingly popular in this age of career switchers and the freelance gig economy. A certification can be a useful way to advance your skill set quickly or make your resume stand out, which can be especially important for those trying to break into a new industry or attract business while self-employed. Whatever your reason may be for pursuing a professional certificate, there is one question only you can answer for yourself: is it worth it?

Finding first-hand experiences from professionals with similar career goals and passions was the most helpful research I used to answer that question for myself. So, here’s mine; why I decided to get Scrum certified, how I evaluated my options, and if it was really worth it.

A shift in mindset

My background originates in brand strategy where it’s typical for work to follow a predictable order, each step informing the next. This made linear techniques like water-fall timelines, completing one phase of work in its entirety before moving onto the next, and documenting granular tasks weeks in advance helpful and easy to implement. When I made the move to more digitally focused work, tasks followed a much looser set of ‘typical’ milestones. While the general outline remained the same (strategy, design, development, launch) there was a lot more overlap with how tasks informed each other, and would keep informing and re-informing as an iterative workflow would encourage.

Trying to fit a very fluid process into my very stiff linear approach to project planning didn’t work so well. I didn’t have the right strategies to manage risks in a productive way without feeling like the whole project was off track; with the habit of account for granular details all the time, I struggled to lean on others to help define what we should work on and when, and being okay if that changed once, or twice, or three times. Everything I learned about the process of product development came from learning on the job and making a ton of mistakes—and I knew I wanted to get better.

I was fortunate enough to work with a group of developers who were looking to make a change, too. Being ‘agile’-enthusiasts, this group of developers were desperately looking for ways to infuse our approach to product work with agile-minded principles (the broad definition of ‘agile’ comes from ‘The Agile Manifesto’, which has influenced frameworks for organizing people and information, often applied in product development). This not only applied to how I worked with them, but how they worked with each other, and the way we all onboarded clients to these new expectations. This was a huge eye opener to me. Soon enough, I started applying these agile strategies to my day-to-day— running stand-ups, setting up backlogs, and reorganizing the way I thought about work output. It’s from this experience that I decided it may be worth learning these principles more formally.

The choice to get certified

There is a lot of literature out there about agile methodologies and a lot to be learned from casual research. This benefitted me for a while until I started to work on more complicated projects, or projects with more ambitious feature requests. My decision to ultimately pursue a formal agile certification really came down to three things:

1. An increased use of agile methods across my team. Within my day-to-day I would encounter more team members who were familiar with these tactics and wanted to use them to structure the projects they worked on.
2. The need for a clear definition of what processes to follow. I needed to grasp a real understanding of how to implement agile processes and stay consistent with using them to be an effective champion of these principles.
3. Being able to diversify my experience. Finding ways to differentiate my resume from others with similar experience would be an added benefit to getting a certification. If nothing else, it would demonstrate that I’m curious-minded and proactive about my career.

To achieve these things, I gravitated towards a more foundational education in a specific agile-methodology. This made Scrum the most logical choice given it’s the basis for many of the agile strategies out there and its dominance in the field.

Evaluating all the options

For Scrum education and certification, there are really two major players to consider.

1. Scrum Alliance - Probably the most well known Scrum organization is Scrum Alliance. They are a highly recognizable organization that does a lot to further the broader understanding of Scrum as a practice.
2. Scrum.org - Led by the original co-founder of Scrum, Ken Schwaber, Scrum.org is well-respected and touted for its authority in the industry.

Each has their own approach to teaching and awarding certifications as well as differences in price point and course style that are important to be aware of.

SCRUM ALLIANCE

Pros

• Strong name recognition and leaders in the Scrum field
• Offers both in-person and online courses
• Hosts in-person events, webinars, and global conferences
• Provides robust amounts of educational resources for its members
• Has specialization tracks for folks looking to apply Scrum to their specific discipline
• Members are required to keep their skills up to date by earning educational credits throughout the year to retain their certification
• Consistent information across all course administrators ensuring you'll be set up to succeed when taking your certification test.

Cons

• High cost creates a significant barrier to entry (we’re talking in the thousands of dollars here)
• Courses are required to take the certification test
• Certification expires after two years, requiring additional investment in time and/or money to retain credentials
• Difficult to find sample course material ahead of committing to a course
• Courses are several days long which may mean taking time away from a day job to complete them

SCRUM.ORG

Pros

• Strong clout due to its founder, Ken Schwaber, who is the originator of Scrum
• Offers in-person classes and self-paced options
• Hosts in-person events and meetups around the world
• Provides free resources and materials to the public, including practice tests
• Has specialization tracks for folks looking to apply Scrum to their specific discipline
• Minimum score on certification test required to pass; certification lasts for life
• Lower cost for certification when compared to peers

Cons

• Much lesser known to the general public, as compared to its counterpart
• Less sophisticated educational resources (mostly confined to PDFs or online forums) making digesting the material challenging
• Practice tests are slightly out of date making them less effective as a study tool
• Self-paced education is not structured and therefore can’t ensure you’re learning everything you need to know for the test
• Lack of active and engaging community will leave something to be desired

Before coming to a decision, it was helpful to me to weigh these pros and cons against a set of criteria. Here’s a helpful scorecard I used to compare the two institutions.

For me, the four areas that were most important to me were:

• Affordability - I’d be self-funding this certificate so the investment of cost would need to be manageable.
• Self-paced - Not having a lot of time to devote in one sitting, the ability to chip away at coursework was appealing to me.
• Reputation - Having a certificate backed by a well-respected institution was important to me if I was going to put in the time to achieve this credential.
• Access - Because I wanted to be a champion for this framework for others in my organization, having access to resources and materials would help me do that more effectively.

Ultimately, I decided upon a Professional Scrum Master certification from Scrum.org! The price and flexibility of learning course content were most important to me. I found a ton of free materials on Scrum.org that I could study myself and their practice tests gave me a good idea of how well I was progressing before I committed to the cost of actually taking the test. And, the pedigree of certification felt comparable to that of Scrum Alliance, especially considering that the founder of Scrum himself ran the organization.

Putting a certificate to good use

I don’t work in a formal Agile company, and not everyone I work with knows the ins and outs of Scrum. I didn’t use my certification to leverage a career change or new job title. So after all that time, money, and energy, was it worth it?

I think so. I feel like I use my certification every day and employ many of the principles of Scrum in my day-to-day management of projects and people.

• Self-organizing teams is really important when fostering trust and collaboration among project members. This means leaning on each other’s past experiences and lessons learned to inform our own approach to work. It also means taking a step back as a project manager to recognize the strengths on your team and trust their lead.
• Approaching things in bite size pieces is also a best practice I use every day. Even when there isn't a mandated sprint rhythm, breaking things down into effort level, goals, and requirements is an excellent way to approach work confidently and avoid getting too overwhelmed.
• Retrospectives and stand ups are also absolute musts for Scrum practices, and these can be modified to work for companies and project teams of all shapes and sizes. Keeping a practice of collective communication and reflection will keep a team humming and provides a safe space to vent and improve.

Parting advice

I think furthering your understanding of industry standards and keeping yourself open to new ways of working will always benefit you as a professional. Professional certifications are readily available and may be more relevant than ever.

If you’re on this path, good luck! And here are some things to consider:

• Do your research – With so many educational institutions out there, you can definitely find the right one for you, with the level of rigor you’re looking for.
• Look for company credits or incentives – some companies cover part or all of the cost for continuing education.
• Get started ASAP – You don’t need a full certification to start implementing small tactics to your workflows. Implementing learnings gradually will help you determine if it’s really something you want to pursue more formally.