Racing to fulfill new client demands in a project crunch. How do you maintain quality control under pressure?
Under project pressure, maintaining quality control is key. Here are effective ways to do it:
How do you ensure your team delivers quality when time is tight?
Racing to fulfill new client demands in a project crunch. How do you maintain quality control under pressure?
Under project pressure, maintaining quality control is key. Here are effective ways to do it:
How do you ensure your team delivers quality when time is tight?
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I’d prioritize clear communication and set realistic timelines to ensure everyone is aligned on expectations. Additionally, I’d implement regular check-ins and feedback loops to catch issues early and maintain quality throughout the project.
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The only way to serve your client and your company well is to produce the highest quality and effective advertising. To do anything less despite the deadline and budget is to also not serve your own best interest. If you begin to settle for less you put yourself into a downward spiral that is irreversible.
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One problem area we identified at ting was that people began working based on the medium rather than the idea. This has a long-term impact. Fortunately, we recognized it early. While quality can sometimes be subjective, the simplicity of an idea isn’t. Make sure your team members focus on ideas. Provide individual and direct feedback with stakeholders to ensure the emphasis on ideas for brands is clear, rather than just focusing on execution. With this approach, quality usually takes care of itself. Keep inspiring people to create better ideas.
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We have established a protocol that requires every project to undergo a final evaluation one day prior to its submission to clients. This evaluation includes a checklist of quality standards that we have instituted before the product is released from our studio. From a creative standpoint, we acknowledge that it is not feasible to guarantee a 100% satisfaction rate, as new demands often disrupt the workflow, and expedient efforts are inherently limited.
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Communicate, communicate, communicate… Set expectations, and set milestones on the project timeline, possibly call and “all-hands meeting to raise awareness”, and have an executive own the project if it’s that critical and there are risks of losing a key customer. Celebrate the process once the job is out the door.
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