As professional service providers we often walk a fine line in delivering bespoke software to a diverse set of clients. Each with their own traits and desires. Clients want partnerships. So do agencies and service providers. Like in every human relationship, this calls for compromises and the need to give and take. From small to large, contracts and requirements are always contending with core Agile values. No methods, contracts or processes can replace nor dismiss the essential ingredients of understanding, openness, passion and creativity which are key in making software development a success and ensuring happy relationships. Which is often quite hard to achieve. This presentation was part of DrupalCon Lille 2 2023 17-20 October 2023. It's for business owners, sales professionals and client facing experts offering in the professional digital services. It will share some lessons learned (sometimes the hard way) about: • How to do digital projects with inexperienced Agile teams • How to deliver digital services within time and budget • Prevent overpromising • Delivering bad news • Negotiating contracts that are not Agile Imre Gmelig Meijling is CEO and business owner of React Online The Netherlands. Imre worked in various roles in different agencies in Europe. He will share 25 years of lessons learned in the digital industry, sometimes the hard way. Among his clients are United Nations, Disney and Konica-Minolta. Imre has also been an active member of the Drupal community since 2006, working on the DrupalCon Europe Community Advisory Comittee. He is former chair of the Dutch Drupal Association and co creator of the Splash Awards and Drupaljam.

1. For good or for worse:
making happy client relationships
19 October 2023
First-hand experiences from supplying digital services
across various disciplines in multiple projects in Europe
Imre Gmelig Meijling

2. About Imre Gmelig Meijling
15.01.1975
CEO React Online digital agency from Eindhoven, Netherlands
Internet Unlimited, Krimson, Wunderkraut, Ordina, Clockwork, LimoenGroen
United Nations, Disney, Port of Rotterdam, Suzuki, Oil & Vinegar, Konica-Minolta
Digital design, Lotus Notes, Java, Web development, Drupal, Agile, Digital business
On Drupal.org for 16 years 9 months
Co-creator of Drupaljam and the Splash Awards
Fmr. Chair Dutch Drupal Association
Board Director Drupal Association
DrupalCon Europe Community Advisory Committee
Favorite books: Rework, What If?*, The Golden Circle, TinTin
* What If?: Serious Scientific Answers to Absurd Hypothetical Questions

3. In this session
1. How to do digital projects with inexperienced Agile teams
2. How to deliver digital services within time and budget
3. Prevent over promising
4. Delivering bad news
5. Negotiating contracts that are not Agile

4. How to do digital projects with
inexperienced Agile teams
On both sides

6. Fear reaction starts in the brain and spreads
through the body to make adjustments for the
best defense, or flight reaction.
https://www.smithsonianmag.com/science-nature/what-happens-brain-feel-fear-180966992/

7. image available on the web, copyright by Paramount
Star Trek
“Turnabout Intruder”
Season 3, Episode 24
Original air date: June 3, 1969
Stardate: 5928.5

8. A touch technique that allows a Vulcan to merge
a Vulcan’s mind with the essence of another's
mind.
https://intl.startrek.com/database_article/mind-meld-vulcan
Vulcan Mind-Meld

9. A well prepared session that allows to build the
foundation of an Agile development relationship at the
start.
Invite your client to an onboarding welcoming session.
Encourage them to invite their teammates and
management as well. Talk them through how the game is
going to be played. Be honest about caveats and pitfalls.
It will be a huge benefit to witness this at the very start
and meet you in person.
Agile Mind-Meld kick off

10. ● knows what’s needed and when to say yes and
how to say no
● has mandate on behalf of the entire organisation
● keeps their team informed and on board
● takes decisions involving time, money and scope
● has an 8 to 12 hours per week job with this,
sometimes more
A Product Owner…

11. Kim
Product Owner
Ennatuurlijk.nl
● knows what’s needed and when to say yes and
how to say no
● has mandate on behalf of the entire organisation
● keeps their team informed and on board
● takes decisions involving time, money and scope
● has an 8 to 12 hours per week job with this,
sometimes more

12. ● Overcome fears, be open from day one. Take the
time to onboard your client, management and all:
Agile Mind-Meld.
● Explain how you’d like to work: open, caveats,
agile values and doing everything together. For
good or for worse.
● Product Ownership is vital for success. It’s a
client-side role. Clients must accept this role and
become close friends with this person.
Lessons learned: How to do digital projects with
inexperienced Agile teams

13. How to deliver digital services
within time and budget
Make it so it fits the budget

14. https://youtu.be/502ILHjX9EE

15. https://youtu.be/502ILHjX9EE

16. 1. People tell us we have an attitude. We take that as a compliment.
2. We work for your customers. We may have to take their side at times.
3. Challenge us. Complacency is the enemy of great work.
4. We don’t give answers.Unless we can explore your question.
5. We are not suppliers. Partnership gets the best results.
6. Talk to us. We thrive on feedback.
7. Trust us. You hired us because we do something you cannot.
8. Pay us. Our work adds to your bottom line, so invest in our future.
9. And one more thing …Our strategic and creative resources are our most valuable
assets. We cannot afford to give them away for free. We also know (from
decades of experience) that the best work happens in a committed relationship.
We therefore no longer take part in unpaid pitches.
edenspiekermann

17. ● Making software is about working together to define
what we’ll make. Ask: how can you be sure this is
needed now?
● We will do what’s necessary in a way that fits within
budget. This is fixed price, flexible scope.
● Help to say ‘not now’.
● Don’t take a feature list for granted. You’re not a
cafeteria. Partnerships get the best results.
Lessons learned: How to deliver digital services
within time and budget

18. Prevent over overpromising
Make commitments, not promises

19. We are committed to making the best estimate, which
is always an estimate, not an exact number. One we
will collaborate on, that is together, for good or for
worse. In a way that fits within budget, now and
always.
Educated guess (guestimate)

20. https://www.slideshare.net/Clockwork/slimste-haven-door-agile-marketing-technologie

21. ● Commitments are not promises. Estimates are not
actuals. Planning is guessing.
● Do estimates together, with your client. This builds
trust and mutual understanding.
● People want to work towards common success.
Lessons learned: Protecting the team from
overpromising

22. Delivering bad news
It’s not that bad.

24. 1. Is there anything that is holding you back from
achieving what’s in the Design and the User Stories?
2. Is there anything that is going to be different from
Design or what’s in the User Stories?
3. Is there anything taking up more or less time than
estimated?
Three daily questions

25. We discuss as it’s relevant, promptly and directly. This
goes for anything: questions, problems, impediments,
clarifications, feedback, alignment and releases.
The sooner, the less waste.
Early and often

26. ● Bad news is best served straight up, without hesitation
or twisting around.
● Changes or setbacks will occur.
● Don’t take no for an answer. Look for what we can do is
this alternatives.
● Early and often: discuss things as and when they occur.
Lessons learned: Delivering bad news to clients

27. Negotiating contracts that are
not Agile
Good contracts make good friends

28. Universal Studios, Los Angeles, 2001.

29. 1. I won’t commit to things I can’t control.
2. If you need penalties and incentives, make them mutual.
3. We are offering our services and years of experience,
not a result. We’ll help you reach yours.
Three basic rules for contracts

30. In any circumstance where deliverables will not be delivered
in time in accordance with the preset agreement or is
different from it, Contractor is neglecting the terms and
conditions and is liable for (financial) consequences.
Examples

31. In any circumstance where deliverables will not be delivered
in time in accordance with the preset agreement or is
different from it, Contractor is neglecting the terms and
conditions and is liable for (financial) consequences.
Examples
Contractor and Client will immediately convene and discuss
issues that impact deliverance according to preset
agreement, prior to being in held negligent . Changes to
deliverables or their timings will not be linked to penalties. If
so, they will be mutual.

32. Contractor will uphold the application (e.g. website) to the
latest standards, laws and regulations and requirements as
stated by the law and the latest version of our security
standards and technical policies. It should always be in
accordance with the latest increment, should they change.
Examples

33. Contractor will uphold the application (e.g. website) to the
latest standards, laws and regulations and requirements as
stated by the law and the latest version of our security
standards and technical policies. It should always be in
accordance with the latest increment, should they change.
Examples

34. Contractor will uphold the application (e.g. website) to the latest
standards, laws and regulations and requirements as stated by
the law and the latest version of our security standards and
technical policies. It should always be in accordance with the
latest increment, should they change.
Examples
Contractor can’t accommodate possible future requirements. If
they are to be met, changes will be put forward via the Product
Backlog by the Product Owner, provided they are technically,
legally and otherwise feasible. Client absorbs all costs, risks
and additional consequences just as with any addition. This is
a knock out for our further participation.

35. ● Don’t commit to something you can’t deliver. It will work
against you.
● If you need to take all the risk, that’s no partnership. It’s
outdated and old fashioned. Setbacks will occur,
overcoming them is a team effort, not something to pay
off.
● Contracts are always negotiable. Name your terms.
Lessons learned: Negotiating contracts
and adhering to them

36. Thank you!
Imre Gmelig Meijling
imre@reactonline.nl
reactonline.nl