Thought I would change the color of the blog; decided not to go with fall colors, though.

Just writing about it is not enough ...
Just creating the document that defines it is not enough ...
You have to take it further:
    Don't just define it, create it.
    Don't just write it, build it.
    Don't just think it, do it.

I have been working on documents - wondering if something will come after the words.
That's why I decided to write these words.
All the words and plans and thoughts won't matter if you send those words out into the organization - and then nothing happens.

Action. Take it.

How do you get the buy-in needed to make it happen?

There's the exec sponsor route, of course - the old standard: do as I say because I'm the boss.
There's also the involvement route: make it a team effort and maybe it will work.

And then there's this weird other way --- I think of it as the middle way --- it involves everything and nothing.  It is the east meets west (and north and south) way.  And that is a rather mystical way ...

Yes, indeed.  Seriously, truly, actually.

I am talking about working within your system - whatever that system is - understanding it enough to know if you need an exec sponsor or maybe all you need is a nod.  Certainly you will need to work with a variety of individuals: so that means understanding their needs, their objectives and how this process will help/hinder those.  Does the process cross departmental lines?  If yes, then the middle way probably includes the involvement route.  And so, the weird other way (the middle way) is formless in that it is flexible enough to meet the needs of the environment: nothing more, nothing less: just what is needed to make it work.

The middle way for building a process that is used reflects the organizational constraints imposed and molds those constraints into the required framework to meet the objectives.  

Wow.  Did I really just use all of those words in one sentence???

Yep. I like it.  Seriously, truly, actually.  Why?  Because, though the sentence is filled with biz-lingo, the point is to build a process that is used ...... and that sentence describes the how-to for doing so. 

Now, to the Web Analytics of this post ..... when trying to define an analytics process .... there are a quite a few presentations about it and probably at least one or 32 blog posts about it .... so why say anything more?

Because it seems that tracking is still forgotten; that folks are still working quickly to tag after the fact due to, you guessed it, lack of process.  Now those folks may not even realize that is what caused their "hurry, gotta, we missed it" run to tag effort ... but that's it exactly.  If you find yourself chasing rather than leading: you've definitely lost or never found your process.

Recommendation: get yourself an analytics process.  Write, build it and figure out how to implement it within your organization (using the middle way, of course).  Quick.  Do it soon.  The only way to leverage the velocity of the Internet is to leverage the velocity that a well-used process delivers. 

Seriously, truly, actually. 

you are given only 2 hours to analyze the checkout process of a website ...
where would you begin?

Would you jump right to the cart page and review it?
Would you add products to the cart and actually make a purchase - reviewing each page along the way?
If the latter, which products would you choose?

How much time would you allocate for building the presentation?
Would you review data or just review the process without trying to understand the available data?

What if ...

2 hours is not much time - particularly if the data is available - because you must use it if at all possible.
Does it make sense to push back and request additional time?
You bet.

Does it make sense to request a meeting to discuss what has been tried (if anything) -- to gather some history, some perspective, and potentially understand what plans have been made for updates?
You better.

Discovery is never a bad thing.
Discovery provides you, the analyst, with context and understanding.  It also means that you may not head down the same road ... no reason to recommend something that is already on the "to be completed" list.
How would you know that unless you ask?

Discovery - it's the meeting where you learn what you don't know, where you ask questions that may seem basic - but are very important to capture.  Take the time.  Push back.  Get the meeting before the expectation of a completed analysis even enters their minds.

Details.  Details.  Details.
Process.  Process.  Process.
The analytic process must always begin with discovery -- even when you work for the company rather than in an agency/client situation: discovery is merely a means to gather needed information prior to starting the analysis.