Episode Three:
How to be a Successful Web Rogue

Lights! Camera! Action! Bring on the "rogues" - the Web Rogues, that is. Throughout this land there are many busy hands on the World Wide Web. Some are keying and clicking to view the vastest pool of information since the Oracle at Delphi. Some are wicked and evil, hacking their way through government databases and creating the latest destructive virus. Some hands are shackled to corporate projects, creating battleship gray applications using the "paint by number" method; some are true artistes, independent of the technology, serving only the goddess Olga, the great Web deity. THEN, there are the non-shackled, artistic, hobbyists that have the good/bad fortune to be given corporate web authority. They need to hack their way through it because they lack the technological "vision" to muddle and mire the company's budget and grind it into hamburger meat (fatty hamburger meat at that). These are the "rogues," the Spidermen (and womyn) who spin their own web around the weasels and Willards that clog the technology sewer. Zoom! Twack! Bang! Boom!

Dick the Web Rogue

Mild mannered during the day, business Dick works at implementing serious solutions in a database realm. He sits through hours of meetings, wanders through mountains of requirements and watches thousands of buckos spill over the black rim into the red.

"Alas," says business Dick, "there must be a better way to make the deadlines. Let me go to my local bookstore and buy a Book for Dummies."

Soon, Business Dick transforms himself into "Dick the Web Rogue". He creates pages in a single hour. He makes good PhotoShop decisions and implements them with surprising sensibility. He makes valuable database information appear in seconds to the amazement of management and peons alike. He stands up in meetings and says, "Pooh! Pooh!" on all this time consuming micro-managed project Ca Ca!

The Pirates of Technocracy hold their breath and tell the world that Dick the Web Rogue is a mild-mannered, aberration who cannot be taken seriously.

"After all," says High-Priced Sam the Main-Frame Man, "Dick is not a programmer. Dick is not a diploma bearing, certified logic man. Dick is merely a simple-minded, well-intentioned, hobbyist, who tells you what you want to hear and delivers Ca Ca."

Dick the Web Rogue does get the attention of a senior manager or two. He also manages to point out High-Priced Sam's proper place. This means war. All the technological stratagems are unleashed, including:

"Wrap your mainframe in the Web. The legacy database you save may be your own!"

"The web is changing. Even though all experts say that our platforms are not web platforms, they will change - and will become our platforms."

"Build it! Build it! If you build it they will come!"

"Let us thank Dick the Web Rogue for giving us simple prototypes to study while we build the real-web applications."

"2 million dollars is well spent when you think of it. It's a small investment to preserve my job . . .I mean your legacy database."

"Kryptonite - bring in the Kryptonite."

"Ah! An on-line invitation to our employees for the Christmas Party! This is a job for Dick the Web Rogue!"!

Dick the Web-Rogue is devastated by these arguments. What is he to do? Where will he tell his story? Where can he sell his wares? He should write a book, perhaps. Perhaps, two.

Eight Steps to Web Rogueship

All fun aside, when there is an established Technocratic dominance over all technological innovations, any individual who manages to break loose from the pack and, like an independent entrepreneur, positively influence the corporation and positively pisses-off the technical establishment, has achieved the status of "rogue." This status is reached in several stages:

1 - You must have a firm knowledge of your company’s business.

2 - You must have an established track record for implementing projects. That is, you must be a "doer and deliverer."

3 - You must have artistic flair (or at least a big flare to shoot up someone’s . . . I digress).

4 - You must capture the trust of at least one senior manager on whose authority you can do battle and win.

5 - You must read as many books on Web Design that you can lay your hands on, even those written by the naysayers.

6 - You must build an internal support base from those dissatisfied with the established Technocracy. This is usually all non-technical associates, most of the "doing" management, a few key senior managers and a fringe within the technical department.

7 - You will need a web persona - something flaky and amusing.

8 - You must read The Lord of the Rings several times to learn about Frodo Baggins and the expected reward for trying to destroy Mordor.

Doesn't look easy, does it? Well, it may not be; because if you do not have #4, you will not go very far or have much success.

To Start:

The importance of knowing the business cannot be stressed enough. Most technologists do NOT know the business, except in terms of flows and ebbs. Therefore, you must really know the ins and outs of the business you mean to serve as a web rogue. In my case, I had done almost everything in the business from major workstation implementations to "polishing up the handle on the big front door." By knowing the business, you can do several important things. You can see some of the needs. You are in-tune with the company culture or cultures. You can put yourself easily into other people's shoes.

Knowing the business and knowing you know the business is nothing if you have not demonstrated it; and the best way to demonstrate it, is to become a prominent "doer." It is very hard to "Implement" projects. Learning the implementation art and practicing it will put you on the map as a "doer."

10 Steps for Successful Project Implementation

1 - Simplify any project to specific business benefits.

2 - ID the budget. Promise to bring the project in ahead of schedule and under budget.

3 - Partner with individuals in the business that best benefit by the implementation.

4 - Promise implementation dates and deliverables that you personally will guarantee.

5 - Communicate, communicate, communicate.

6 - Train users before the implementation.

7 - Release the project with fanfare and follow-up.

8 - Get feedback and turn that feedback around.

9 - Give up all semblance of a personal life during the implementation

10 - Hand-off the implementation to someone else once it’s over.

The Set-up

Most projects get complicated rather quickly. They start out clear to a senior manager and as they pass downward they get obfuscated and confused. It's like the old game of telephone. When you are assigned a project by your BOSS, listen to the skinny, read the notes or requirements, then call the "originator."

"Hi, B.C. (Big Cheese). This is Dick in muff-muff-development. I'm working on the Green muff-muff roll-out and I wanted to thank you. Here's what I take it to be. Blah - blah (briefly)"

You will get validation from B.C., and with a follow-up email (cc: The BOSS), you have a touchstone final deliverable. You also might hear something like, "That's not quite it. It's blah blah" Then, you have saved yourself a lousy implementation. Of course, B.C. also may not have a clue. Then, you create the project outline based on the materials and confirm it to him. You also have the luxury to use the line with recalcitrant business partners, "This is what B.C. wants, and I mean to deliver it!"

The Money

Identifying the budget is important. If you don't ID the money, you may have one of those whiffle ball projects that are planned but never move forward. Money makes the project's sing. Once you know what the "money" is (and the expected return), you can do your math and decide just how far "under" budget you can deliver this project. This will be important when you are a web rogue, as most web projects are easy to bring in under inflated budgets. However, regular projects may take a bit of doing, especially with skimpy budgets. But it can be done. I once enclosed software diskettes in freezer bags and labelled them with fine hand stroked calligraphy because the budget did not allow for packaging and I do Calligraphy as a hobby. Of course, after the successful launch I was questioned about that. "Don't you know bodies are delivered in plastic bags. Not products!" "There was nothing in the budget for packaging," said I. Money came forth.

The Schedule Expectations

Delivering a project ahead of schedule is just as important. Beware however that you may have other elements to a project - sub-projects etc. - that may not be able to bring the final results into play immediately; however, you have the privilege of saying, "My piece is done two weeks ahead of time. Do you want me to help Frankenburger with his piece?" Devious, you may say - but your implementation credibility has just gone up a notch. You are a TEAM player.

Ownership

In most cases, projects come with little resource attached. Therefore, you need to ensnare others to take possession of portions of the project and work for you, without remuneration, at least from your budget. This piracy can come dear. Nonetheless, if you are implementing a shipping process (for example), the manager of the Mail Room might be very willing to assist in its implementation. That individual might take over a time consuming piece. That individual also becomes a source of what works or does not work. IF the Mail Room manager, for his own reasons opposes the new shipping process, you have the opportunity to get him or her to help revise the specs or get him or her transferred to the loading platform. "B.C. wants this done - and by gosh, what he says happens."

The Assistant Manager and yeah, the Mail Clerk can also be tapped for galley slave purposes. I have implemented a few dozens of major projects in my four decades of employment and have managed to recruit hundreds of worker-bees to my bidding. However, remember they are partners. They must receive a large share of the credit. Never steal credit from anyone. Always share the limelight. Always recommend people for promotion and sing their praises when they are worthy of it. It is the right thing to do and is payment for their indentureship.

CHECK it Off!

A list of "todos" on the project is important; however banish a complicated, time oriented project management approach, such as Project Management Software. This only adds to the overhead and slows the process down. Using a "to do and checklist", knowing when things should take place and how long they should take is important. You need to commit to a delivery date and a roll-out plan. You need to also "keep" to that promise, or you "loose." If you implement on or before promise dates for seven out of ten projects, you can always use your success rate to forgive the two times you missed. Remember, however, the times you missed are long remembered by all. As you walk through the business halls, you'll hear them whisper, "look at him - that's Dick the wonder implementer. He gave us the shipping system, the library and the quick cookie dispenser - but, he also was late on his last project, the green, exploding muff-muff line of products. We missed our market dates and, oh well. I hear he also wears pink underwear."

COMMO

Communication is very important for implementation. Emails must keep everyone informed on progress and needs. However, the key is not only to have information in the email. It should contain "persuasion." Instead of an email to Mr. Worker Bee cc: the B.C. which reads, "The first stage is completed. When will the second stage be ready." We have an email to Mr. Worker Bee and colleagues, cc: the world. "Great work on the first stage, which as you know marks a key milestone in this project. Without such fine work, we could not possibly move forward to stage two. I believe stage two is due on July 4. Please confirm."

In addition, little homilies, fun-words and other touches that show you as a master of communications are important on the road to Web roguedom. Although business writing is concise, like Hemmingway - and literature is verbose - like Dickens, you nonetheless can strike the balance and at least make it to Jane Austen.

"Hi Mike: (cc: the world)

I hope you and your team are recovering from its excellent efforts to complete the first stage. I reviewed the results, and find it impressive - not only engaging, but right on the mark. It has truly set us up for success on this project. Please let the team know that their continued high quality effort is a pleasure to review and test. Our customers will appreciate it without a doubt.

Dick

PS: Second stage dates? Refresh my memory in its senior moment. Was it July 4th or 5th?"

Always write memorably. Always proof read before pressing "send." Always use spell-check. A little self-deprecation, by the way, keeps you humble - but also elevates your style to Aristotelian.

Entertaining the Troops

Communicate every step. And be sure those who need to be trained know about the effort weeks before they touch the project. Nothing sacks a project more than "surprised" recipients. Everyone wants to better processes, then forgets about them; and also fails to tell the people on the front lines. Communications invites their interest. Announcements prepare them properly. Training assures success.

I usually think of the training issues during the early planning stages of any project. You cannot implement something, hope people will embrace it and participate, then YOU run in the other direction. That's a sure recipe for failure. Training should be as visual as possible - and easy. Make some PowerPoints and email them; or, if its more complicated, be willing to run a little training class, which you MUST promptly and sufficiently "entertain" the troops. If people find you "enjoyable", they might learn the elements they need to know in a project. I have found most people come to new things kicking and screaming. The more you become an attraction, the better implementer you become; the more they will say:

"Oh, that new muff-muff product line introduction! I don’t have time for that shit. Just send me a brochure and I'll wing it. My quotas are high this month! (pause) Oh really? Dick the Implementer is running the presentation. Ha ha. He's good. He taught me how to work that GreasyBall system. I use that every day. Yeah, I'll make some time. Dick, you say."

Shot from Guns

The training element is the beginning of releasing a project with "fanfare." Bang the drum, sing the praises, pass the ammunition:

"Hey all, Hallelujah, the green muff-muff is here!
Let your customer know, and raise a mug of beer!
Look at the packaging, it's packed in green veneer,
Everyone will buy one, that is crystal clear!"

Have a party. Reward the troops. Give out tiffany paper-weights (I did not make that up - I have such a creature on my coffee table). Print those certificates - and get the marketing department to get off their statistical asses and smile. "Fanfare" is the fruit of the web - so hone that skill hard if you want to graduate to web rogueship.

Feedbackfeed

Communication is a two way street. So, feedback is important. Encourage feedback. Handle feedback. Feed back feedback. (??) Well, feedback should feed itself. When a project is finished, whatever the feedback ultimately shows, you must remain responsive to both pro and con. However, you will be surprised at the questions that may arise. Therefore, the feed back feeds more feedback.

"I hate the green muff-muff product. It reminds me of my mother-in-law." (feedback)

"Well, is it muff-muffs in general you dislike, or just the green ones. We at Muff Muff Inc., have a wide range of products to service your needs. Green is for those customers who show that preference. How about a free-trial with silver muff-muffs?" (feed feedback)

"Thinking about your mother-in-law? Green muff-muff it." (feedback to market spin).

All kidding aside, the warts on the project will show up now. You must be sure the implementation continues through correction and containment.

In any case, resign yourself during the project to having no personal life outside the project. It is all consuming. This may be bad for the psyche, the stress, the health, the marriage, the children, the trip to Spain, those around you at work --- but it's good training for web roguery, where 24 by 7, 365 days a year is the rule and not the limit.

Alpha and Omega

Finally, good project implementation recognizes that projects have beginnings and ends. Once the implementation is finished, be sure to hand-off the maintenance to someone else, unless that maintenance is very important to your career and other project implementations. It is a big mistake to assume command of the green muff-muff line, even though you may know more about it that anyone else. Holding on restricts you from implementing the next project. You are an expert at "beginning" things, not "maintaining" or "sunsetting" things. Leave that to others. Always be on the rise.

The Four Horsemen

So, in order to be a successful Web Rogue, you need to know the business and to have a great project implementation track record. Now, you also need "Artistic Flair." All this means is you have an eye for arranging graphics and text on a page - that is layout artistry. You know something about typography, dabbled in Desk Top Publishing and have an affinity for "white" space. We will talk to the art of graphics in later chapters, but if you know how to convey or support messages with graphic elements, you are anointed. Let's face it. Most corporations that need web projects implemented need to assign four individuals (and their teams) to work together:

1 - The Business Person

2 - The Project Manager

3 - The Artsy Fart

4 - The Technologist

In the case of the Web Rogue, the first three becomes one person - YOU. You must therefore deal with the FOURTH estate to play it forward. OR you can become the fourth party as well. But in order to move further, you need a senior manager willing to take a chance on "entrepreneurship" instead of "bureaucracy." If you have done your Project Implementations well, you will find that senior manager naturally; however, it will be an executive who is hungry for web presence and dissatisfied with the "slow" and tedious implementation habits of the technical department. It will be the executive who often says, "Shit, it's simple. You do this and that and get it out there! What do you mean six months and $300,000?" This executive, respected as he or she may be, however cannot necessarily dictate to the technical department to change. This executive also, to some degree, must be a rogue.

Technical Support?

From my experience, working with complex, Main Frame bound technology departments which attempt to implement web projects is a hideous nightmare. But, as a web rogue, my orders were to implement a "rogue" web site. In fact, I use the word "rogue" because that's the label that site and myself received by the technical department. They were patronizing me, as they tried to stop the effort only to find out that my executive had convinced the highest executive that "we" should be allowed to experiment. My experience with the "house" web designers form a major topic for this book - so, I will not dwell there now. You must realize that nothing galled them more than to see some upstart, who reads books and implements pages quickly and who used his communication skills to criticize the "house" efforts with absolute impunity to the highest levels of the organizations.

Getting the support of associates, department managers and dissenting programmers is an easy issue. Just select one manager who is dissatisfied with the service they are getting with the "house" web services. Build some pages or simple applications - quickly - like in one day or even better. Get the order in the morning and show results at the end of the day. Here's how an actual conversation occurred on one such effort.

"I like this," said the manager looking at her browser. "Could we change that graphic to be smaller. And "profesional" is spelt wrong."

"No problem," said I.

"How long will that take?"

Here create a dramatic pause and say, "Oh let me see, about 3 or 4 . . . minutes"

"What. I thought you were going to say . . . "

"Hours!"

"No, days. That’s how long it take our programmers. They make changes twice a month after testing and only if you get these changes transmitted by 4:32 pm. When can you change these?"

"When I get home; on my laptop. I'll call you later, if you want?"

"Really," said the manager. "Great. When can you have this in production?"

Silence

"Production?" said I. "It's in production. It's ready now. A few links to get people to the site from your other pages, and we're completely public."

After I called the Emergency Medical team to resuscitate the manager, she became a major supporter of web roguery forever.

Getting support from members, "fringe" members of the technical department is usually easy as well, especially those creative individuals who would love to be web rogues themselves if they knew more about the business and implementation. These folks are valuable. They can teach you things beyond books. They cheer you on – and become your friends. They become the "choir" you preach to and pass along your knowledge with the hope that success can make inroads within the inner sanctum.

The Cowboy

The next thing you need for success is a web persona. Be different at work - that is "Be Yourself. "Let loose the inner "rogue" - Super Dick the Web Rogue, or in my case the Web Cowboy or Yahoo, YiiiHaa! Bleach you hair! Pierce something!! I even renamed my workspace, "The Web Cave" - and was given a Spiderman tie at a company Christmas Party. After winning a prestigious company trip, at the awards dinner I was introduced as "What can we say about this guy except he is the Web." I guess Al Gore invented me. In fact, your office walls should be covered with awards, Certificate of Thanks and letters from the CEO.

To the Grey Havens

Lastly, you need to read The Lord of the Rings, for the humility factor. You must stay humble, and yet be an arrogant son-of-a-bitch when fighting Orcs. You need to learn from the work that "this is the good fight," but ultimately your reward will be to watch others enjoy what you have built. Like Frodo Baggins, your wounds will never go away - and you go to the Gray Havens; and to the Undying Lands. After all, the web "rogue" is always defeated. The deliverable stands - the memory is a tribute - BUT, a successful web "rogue" retires on his or her laurels; usually doing little web applications for the associate population - how quaint but laudable - and finally becomes as expendable as used firecrackers. Ah! But what sizzle and pop!

Enough! Snap out of it! Web Rogues may come and go, but the successful ones leave a legacy which effect the fiber of many people and the way they do business; and the way they live their lives. If you expect any other outcome in the end, you might as well have been a technocrat or better still, a web hooker.