WMJ Deliverables Best Practices

This document should be referenced when setting up deliverables (both internal and client deliverables)  in WMJ. If there are any adjustments or edits needed to this document, please see Megan Godwin.

1. 1. PURPOSE OF A DELIVERABLE
      1. The purpose of a deliverable is to route work that must be seen/signed off of from the Account Team/feedback from a client. A deliverable is used to consolidate all feedback so all changes are in 1 place, and the changes can be made by the person responsible for needing to make the adjustments.
      2. The deliverable can be a design/layout (.PDF, .jPEG, .PNG), a dev URL, of a file (xls, .doc).
   2. DELIVERABLE FEEDBACK - INTERNAL
      1. Once the work (design or dev) is complete and the task is marked to 100%, the deliverable is ready to route.
      2. The INTERNAL route happens first. 
      3. Be sure that the appropriate task for the internal route includes all those team members who need to be on the deliverable. 
         1. NOTE: If multiple account leads are involved in a project, only one Account person should be assigned the deliverable & task. That person is responsible for gathering account team feedback and entering final decisions in the WMJ deliverable.

• If this is not the case, please speak to the PM.

1. 1. 1. Deliverable comments should be directive; not questions. If proofing or Account has questions, they should have an in-person/slack convo and then post direction in WMJ (in the deliverable) so the team can move forward. This may require longer time for routes, but may probably minimize internal revisions. 
      2. The account team is responsible for reviewing all comments, if no comment is added by the account team, the change SHOULD be made. If they comment back, please make the change as indicated.
      3. If there are over 10 comments in a deliverable, after the proofreader + acct lead, the PM will set up a meeting. Deliverables with a high volume of comments (over 10) or complex comments or questions should be reviewed in a team zoom that includes the AD, CW, PM and AE (and Patrick and Tess if needed) so the team can walk through each comment and hopefully, prevent multiple internal routes. Further, if the feedback is specific to proofing/grammatical changes, a regroup may not be needed. The PM will determine this. 
   2. ROUTING COPY
      1. If the deliverable of a job is copy specific (i.e. a text ad or a social post), copy docs should be routed, but internally and for client feedback. This is the case IF the job is copy specific. 
      2. The PM/account team should discuss copy review in the Kick-off. I.e. if it’s an email job that has been completed a few times, perhaps only see copy in layout. If it’s a brochure, maybe the account team would prefer to see the copy before it’s dropped in layout. This should be discussed at kickoff.
   3. DELIVERABLE - COLLECT CLIENT FEEDBACK
      1. This will be set up in the same way as the Internal Route, but named for COLLECT CLIENT FEEDBACK_Rx or Rxx.
      2. People on this route will be:
         1. ACCOUNT TEAM (*confirm at K/O but likely the same account person who is on the internal route).
         2. COPYWRITER  (CW can be “skipped” on route if no copy changes. The PM will monitor the route and skip if needed.)
         3. DESIGNER/DEVELOPER (based on what was sent to the client)
         4. PM
      3. There should also be a COLLECT CLIENT FEEDBACK task so people can log time as needed.

• NOTE: based on how long it takes the client to provide feedback, the COLLECT CLIENT FEEDBACK task will need to be updated. Always check in with the Account team and if the task needs to push, the other tasks should all push out with any delays. This should be re-stated once the schedule has been put into WMJ.

1. 1. 1. In deliverables/schedules, it should be stated if an hourly cut-off is needed. For example, if the client has until “EOD” for feedback, but the account has not been able to add feedback until 8:30am the next day, or 9pm that night, that should be OK! Use your judgement and talk to the account team based on timing/need. 
         1. If feedback is entered the following business day after 8:30am, please connect with the PM since there may be a lot of  feedback and further adjustments may be needed.
      2. If no client feedback received after 5 business days, the job will be put ON HOLD. The PM will inform the appropriate team members via a conversation in the job in WMJ.
   2. ROUTE DECISIONS
      1. APPROVE ✔
         1. The route is Approved, no changes are needed.
         2. Continue on to the next step of the project.
         3. Even if the route is approved, based on the deliverable, you may want to confirm with the account team if they want to see an updated deliverable (i.e. if the subject line of an email changed, does the account team want to be on the test send when we move on to “Send to client” step?)
      2. APPROVE WITH CHANGES ✔ (proceed with caution)
         1. The route is Approved, but changes need to be made prior to continuing on to the next step.
         2. The account team or client may want to see the deliverable again. 
            1. *If the acct team does want to see again, it should be noted in the route they want to see an updated deliverable once changes are made. This may not be a route, but the PM should ask the account lead if they want another route, or a simple slack/email test will suffice.
      3. RESUBMIT  ✖
         1. The route needs to be set up again; the deliverable either completely missed the mark or items on the deliverable were not included.
         2. Depending on Internal vs. Client Feedback Route, someone wants to see the route again.

• **NOTE: if this is selected and the job is HOT, please talk to the PM.  The PM will schedule a quick collab with appropriate team members to understand how the mark was missed.