Professional Documents
Culture Documents
AD AGENCY
PROCESS & ROADMAP
by Ed Burgoyne
IDEAS CULTURE
PROCESS
Not every job is going to be right for your agency. Rinse and repeat,
and say it again. Not every job is going to be right for your agency.
While every project is worthy of having a client brief the agency on a
potential project, its up to the team to decide if the project is a good fit
for the agency. To help make a decision, use a Project Backgrounder,
that lists out all of the questions needed to determine the SWOT risks of
a particular project. A group in the agency should then reviews the risks
to determine if the project is right. Discuss the strengths, weakness,
opportunities and potential risks of the project. Once the group decides
if the project is a go, you then inform the client but be strategic about
it. Your job is to be a partner, as well as a strategic guide to your client.
Client
CLIENT
BRIEFS
Client
NO
INTERNAL
SWOT
DISCUSSION
CLIENT
ACCOUNT MANAGER
BUSINESS DEV
CREATIVE TEAM
PROJECT MANAGER
ACCOUNT MANAGER
CREATIVE TEAM
PROJECT MANAGER
ECD / GM
FILL OUT
BACKGROUNDER
DISCUSS
BACKGROUNDER
MEET TO DISCUSS
STRENGTHS
WEAKNESSES
OPPORTUNITIES
THREATS (RISK)
FOR PROJECT
DEFINE
PRELIMINARY:
BUDGET,
RESOURCES &
SCHEDULE
CLIENT BRIEF
AD AGENCY PROCESS & ROADMAP / 2013, 2014 ED BURGOYNE
GO?
YES
STEP 1:
DEFINING THE PROJECT &
ESTIMATING COSTS.
...and the job still might not be right for the agency.
Defining a project and how much its going to cost is an important step in the process.
Ok, so the project is worthy of the agency.
This is now the time where you assess available resources (whos going
to work on the project internally and externally), how long its going to
take, and how much things are going to cost.
the producer who will define the production resources, such as the
production team or outside resources / services required for the project.
The team lead will also build out a schedule and create an internal cost
worksheet that will be used to estimate the project.
You may find yourselves coming up short and still passing on the
project, you may also decide at this point to take on the project if it
makes sense from a relationship or agency new business standpoint.
Both the schedule and estimate is then routed and approved by the
account lead, assigned creative lead and upper management for
approval to send to the client.
So whos the lead in this case? Well it depends. For most if not all
projects, the lead is the assigned project manager. If its for a new client,
new business or something beyond the norm, an account team member
may take the lead.
The team lead connects with, the technical director (if needed on
interactive projects) who helps to scope out development projects, the
creative resources manager who will define the creative needs and
STEP 1:
SCOPE & ESTIMATE
CREATES
PRODUCTION
SPECS
ESTIMATES
SPECS &
RESOURCES
Producer
Book Talent
Creative Resources
Technical Director
CREATES
TECH
SPECS
ESTIMATES
SPECS &
ASSESS
AVAIABLE
TALENT
PRELIM
TALENT
REPORT
TALENT
& CREATIVE
SCHEDULE
RESOURCES
Project Manager
Creative Resources
APPROVED
PROJECT
SCHEDULE
YES
CHANGES
ADDS TO
MASTER
SCHEDULE
AND CONTINUES
TO MAINTAIN
Acccount Executive
SCOPES
WORK
Project Manager
BEGIN
SCOPE,
ESTIMATE &
SCHEDULE
ACCOUNT MANAGER,
PRODUCER, CREATIVES,
TECHNICAL DIRECTOR,
& ADDITIONAL STAFF
IF NEEDED
CREATES
MASTER
ESTIMATE /
SCHEDULE
PROJECT MANGER
OPEN JOB #,
BUILD FOLDERS,
WRITE PROJECT
BRIEF IF
PRODUCTION
ONLY, PRODUCER
COMPLETES THIS
STEP.
YES
CHANGES
Account Manager
REVIEWS
ESTIMATE,
PROJECT BRIEF,
SCHEDULE
AND/OR SCOPE
FOR APPROVALS
Creative Team
ECDs / GM
CLIENT
APPROVED
KILLED
Accountant
SIGNED
ESTIMATE
SIGNED
ESTIMATE ALSO
DISTRIBUTED
TO PROJECT
MANAGER,
GM/ECD
SEND INVOICE
TO CLIENT
Account Manager
PROJECT
TOP LINE
ADDS TO
MASTER
CLIENT STATUS
REPORT TO
MAINTAIN
STEP 2:
THE CREATIVE BRIEF:
BEGINNING THE STORY.
STEP 2:
THE CREATIVE BRIEF.
2
YES
CHANGES
Account Manager
Account Manager
2
CLIENT FOLLOW
UP (IF NEEDED),
REVIEW
BACKGROUNDER,
INITIATE RESEARCH,
GATHER CLIENT
INFORMATION
YES
CHANGES
Account Manager
CREATIVE TEAM
STRATEGIST
PROJECT MANAGER
BUILDS
CREATIVE
BRIEF
CREATIVE BRIEF
AD AGENCY PROCESS & ROADMAP / 2013, 2014 ED BURGOYNE
CLIENT
APPROVED
NO
DISTRIBUTE
CREATIVE
BRIEF TO TEAM
STEPS 3&4:
YES, YOU CAN START NOW.
For production job starts, the project manager will be the main lead is
initiating and holding the job start meeting.
In either case, the team manager is then responsible for following up
with the client or the team with a recap of the meeting, next steps,
and will be tasked with following up with the client in regards to any
outstanding issues.
STEP 3:
PROJECT START.
REVISION
NEEDED
TO SCOPE,
ESTIMATE OR
SCHEDULE
3
APPROVED:
PROJECT
BRIEF & / OR
CREATIVE BRIEF,
SCHEDULE,
TECH SPECS,
ESTIMATE
BROKEN INTO
HOURS / DAYS
INITIATE
MEETING
Project Manager
SCHEDULE
MEETING
(CONFERS W/
PRODUCER &
CREATIVE
RESOURCES
MANAGER,
ACCOUNT
MANAGER
TO SCHEDULE
YES
YES
CHANGES
CHANGES
PROJECT
INITIATION
TEAM MEETING
DISTRIBUTE:
APPROVED:
PROJECT
BRIEF & / OR
CREATIVE BRIEF,
SCHEDULE,
TECH SPECS,
ESTIMATE
BROKEN INTO
HOURS / DAYS
REVIEW PROJECT,
ASSESS PR
OPPORTUNITIES
PROJECT START
AD AGENCY PROCESS & ROADMAP / 2013, 2014 ED BURGOYNE
Account Manager
REVISION
NEEDED
TO CREATIVE
BRIEF
START WORK
STEP 4:
KICK-OFF MEETING.
REVISION
NEEDED
TO SCOPE,
ESTIMATE OR
SCHEDULE
4
APPROVED:
PROJECT
BRIEF & / OR
CREATIVE BRIEF,
SCHEDULE,
TECH SPECS,
ESTIMATE
BROKEN INTO
HOURS / DAYS
INITIATE
MEETING
Account Manager
SCHEDULE
MEETING
(CONFERS W/
PROJECT MANAGER
& CREATIVE
RESOURCES
MANAGER
TO SCHEDULE
PROJECT TEAM
REVIEW
MEETING
PROCEDURES
WITH TEAM /
WORKS WITH
PROJECT MANAGER
TO PREP FOR
MEETING
YES
YES
CHANGES
CHANGES
CLIENT
KICK-OFF
MEETING
DISTRIBUTE:
APPROVED:
PROJECT
BRIEF & / OR
CREATIVE BRIEF,
SCHEDULE,
TECH SPECS,
ESTIMATE
BROKEN INTO
HOURS / DAYS
REVIEW PROJECT,
ASSESS PR
OPPORTUNITIES
REVISION
NEEDED
TO CREATIVE
BRIEF
Account Manager
START WORK
STEP 5:
THE CREATIVE PROCESS.
ROUTES OVERAGES
INTERNALLY FOR
APPROVAL SENDS
ESTIMATE / CHANGE
ORDER TO
CLIENT
UPDATE
CLIENT
STATUS
APPROVED:
PROJECT
BRIEF & / OR
CREATIVE BRIEF,
SCHEDULE,
TECH SPECS,
ESTIMATE
BROKEN INTO
HOURS / DAYS
INITIATE
MEETING
OR CREATIVE
TASK
IF OVERAGES CREATES
OVERAGE
ESTIMATE / CHANGE
ORDER
UPDATE
SCHEDULE
ASSESSES
OVERAGES
Producer
Account Services
Account Services
ASSIGN
WORK
Project Manager
SCHEDULE
MEETING
FOR CREATIVE
TEAM - ASSESS
ASSIGNMENT
HOURS / RESOURCES
ASSIGN DEADLINE
ASSIGN
WORK WITH
ECDs AND
TASKS TO
CREATIVE
TEAM
TEAM
WORKS
ON CREATIVE
YES
YES
CHANGES
CHANGES
CHECK IN
WITH CREATIVES
ASSIGN
INTERNAL
CREAITVE
REVIEW TIME
ECD
CREATIVE
REVIEW
INTERNAL
TEAM
REVIEW
SHARE / REVIEW
WORK WITH
ENTIRE
TEAM (PRODUCTION &
ACCOUNT SERVICES)
CHECK IN
W/PRODUCTION
TO KEEP IN
SCOPE AND ON
SCHEDULE
Creative Resources
CREATIVE PROCESS
5
YES
CHANGES
Producer
CREATE
WORK
Project Manager
CREATE
PRESENTATION
Project Manager
Account Executive
SCHEDULES
MEETING WITH
CLIENT
CREATIVES
BUILD
PRESENTATION
DECK
MANAGE
PRESENTATION
ORGANIZATION
CHECK IN
W/PRODUCTION
TO KEEP IN
SCOPE AND ON
SCHEDULE
ECD
CREATIVE
REVIEW
REVIEW
PRESENTATION
WITH ACCOUNT
SERVICES, ECDs
AND CREATIVES
CLIENT
MEETING
SHARE / REVIEW
WORK WITH
CLIENT
APPROVED
Account Executive
Project Manager / Producer
SCHEDULE
PRE-PRO
MEETING
STEP 6:
THE WE MAKE STUFF TOO STAGE.
A large part of your culture should be the fact that you make stuff.
Craft is important to your success and you should care about the production process.
Production at an agency can range across media, platforms and well
almost anything. Sometimes you hire people to help out, sometimes you
make it and somestimes it is a large collaboration with outside resources.
Your producers are very important during this phase of a project. They
are the team leaders the conductors running the train. However, that
doesnt mean they work in a vaccum. Part of what makes an agency
special is your attention to craft. That means that the creative teams
play a role in your production process.
STEP 6:
THE PRODUCTION PROCESS.
Account Services
PRODUCTION
KICK-OFF
Producer
APPROVED:
CREATIVE,
PROJECT
BRIEF,
SCHEDULE,
TECH SPECS,
ESTIMATE
BROKEN INTO
HOURS / DAYS
SCHEDULE
MEETING
KICK-OFF
MEETING
REVIEW
CREATIVE WITH
TEAM FOR HANDOFF
TO
PRODUCTION
INITIATE
PRODUCTION
TASK
Project Manager
IF OVERAGES CREATES
OVERAGE
ESTIMATE /
CHANGE ORDER
UPDATE
SCHEDULE
ASSESSES
OVERAGES
ASSIGN
WORK
ASSESS
ASSIGNMENT
HOURS / RESOURCES
DEADLINES,
AND COSTS
UPDATE
SCHEDULE
ASSESSES
OVERAGES
PRODUCE
WORK
YES
YES
CHANGES
CHANGES
PRODUCTION
REVIEW
ACCOUNT, PM
& ECD REVIEW
Producer
Producer
TEAM
WORKS
ON PRODUCTION
ROUTES OVERAGES
INTERNALLY FOR
APPROVAL SENDS
ESTIMATE / CHANGE
ORDER TO
CLIENT
UPDATE
CLIENT
STATUS
ROUTES OVERAGES
INTERNALLY FOR
APPROVAL ACCOUNT
MANAGER SENDS
ESTIMATE / CHANGE
ORDER TO
CLIENT
UPDATE
CLIENT
STATUS
CHECK IN
WITH TEAM
ASSIGN
INTERNAL
REVIEW TIMES,
CHECK IN WITH
PROJECT MANAGER TO
STAY ON SCHEDULE
IF OVERAGES CREATES
OVERAGE
ESTIMATE / CHANGE
ORDER
UPDATE
SCHEDULE
ASSESSES
OVERAGES
QUALITY
CONTROL
Account Manager
Producer
SHARE / REVIEW
WORK WITH
ENTIRE
TEAM (PRODUCTION &
ACCOUNT SERVICES)
INFORMS ACCOUNT
SERVICES TO
SCHEDULE
PRESENTATION
REVIEW SPECS
CHECK WORK
YES
CHANGES
PRODUCTION PROCESS
Account Services
Account Services
SCHEDULES
CLIENT REVIEW
YES
CHANGES
ECD
CREATIVE
REVIEW
REVIEW WORK PRIOR
TO RELEASE
CLIENT
REVIEW
SHARE / REVIEW
WORK WITH
CLIENT
APPROVED
STEP 7:
KEEP UP THE QUALITY BEFORE YOU
RELEASE IT TO THE WORLD.
STEP 7:
QA.
UPDATE
CLIENT
STATUS
UPDATE
CLIENT
STATUS
Account Services
UPDATE
SCHEDULE
7
INITIATE
FINAL
PRODUCTION
Producer
FINAL PRODUCTION
REVIEW
FINAL
MATERIALS
PRODUCED
PRODUCER
AND APPROPRIATE
TEAM REVIEW
MATERIALS
FOR FINAL RELEASE
YES
YES
CHANGES
CHANGES
CHANGES
PRODUCTION
QC REVIEW
ACCOUNT
& ECD QC
CLIENT
DELIVERY
SHARE / REVIEW
WORK WITH
ENTIRE
TEAM (PRODUCTION &
ACCOUNT SERVICES)
SHARE / REVIEW
WORK ECDs
UPDATE
SCHEDULE
6
YES
Producer
Project Manager
FINAL PROJECT
MANAGER
REVIEW
Account Services
RELEASE TO
CLIENT / MEDIA
RELEASE TO
CLIENT
DONE!