Seal the Pipes http://sealthepipes.com A collection of practical resources to maximize your team's output within the values of your organization. posterous.com Sun, 30 Jan 2011 20:18:11 -0800 Deciphering Cultural Shifts from the Chaos of Change http://sealthepipes.com/deciphering-cultural-shifts-from-the-chaos-of http://sealthepipes.com/deciphering-cultural-shifts-from-the-chaos-of
Change

 

Over the past eighteen months there have been several shifts at my place of employment. Realigning the staff, solidifying budgets, and focusing our efforts has been very helpful. Through all the mess, the organization has adopted the single word to label this activity. They call it change.


No one likes change. I say this confidently knowing people that admit to liking change. Even those of us who thrive on change have our breaking points. The same people that admit a fondness of change quickly change their tune with the situation. There comes a point when the change is too much or too fast or too noisy. Whatever the tipping point, I am convinced that change lovers are infatuated with a degree of change rather than change itself. That said, it is incredibly easy to be critical about changes around us. Again, change is relative, but we do not have to look far for it. Cultural shifts are less obvious.


Cultural shifts occur when people, processes, projects, systems, technology and the like are not just remixed, but augmented. Seth Godin wrote a very short blog entitled The pleasant reassurance of new words. In one of three sentences, Seth concludes:

It's a lot easier for an organization to adopt new words than it is to actually change anything.


Seth marks real change as “uncomfortable,” an experience much different than merely changing vocabularies. Similarly, it is much easier for organizations to remix teams, staff, and broken systems than to truely shift the culture. To attain a shift of cultural, you must add something to the mix, not just remix. Cultural shifts occur when something new is injected into the group, team, or organization.

Cultural shifts can be observed by using the following distinctives as filters on the situations around us:
  1. Cultivation. Shifts in cultural improve and build up the team. Shifts are marked by both tangible and intangible cultivation. Look for additional capacity, a new angle on using resources, additional momentum, new moral, and more shipping.
  2. Soundness. Culture shifts build wellness and leave the team more healthy than it was found. Indicators include team members staying away from their email on days off, delegating and partnering with coworkers, and regularly asking for help to remove roadblocks to completing work.
  3. Chemistry. Shifts that breed culture also breed chemistry. Look for diverse team members agreeing on a out-of-the-box solution, experts from distinct disciplines collaborating on a new product, or formerly opposed departments finding common ground on a company-wide initiative.
  4. Common Language. Teams that experience a shift in cultural are not unlike neighborhoods, cities, and nations that need a common language for education, commerce, and society’s overall benefit. Look for team members that use words and concepts that others understand, leaders that work hard simplifying new concepts and strategies, and followers than ask lots of constructive questions.

These are not the only indicators of shifting cultural so feel free to love for and develop your own and then... wait for it... post them here on the blog.

 

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]]> http://files.posterous.com/user_profile_pics/837913/siyo.jpg http://posterous.com/users/4aGcQewXhDfX Simon Yost siyo Simon Yost Sun, 23 Jan 2011 20:12:00 -0800 Managing Projects - Assumptions vs. Output http://sealthepipes.com/managing-projects-assumptions-vs-output http://sealthepipes.com/managing-projects-assumptions-vs-output
  • How do you manage projects done by creative teams?
  • How do you align due dates, assignments, concept and quality so that the end result is extraordinary?

Manager-assumptions Manager-output
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]]> http://files.posterous.com/user_profile_pics/837913/siyo.jpg http://posterous.com/users/4aGcQewXhDfX Simon Yost siyo Simon Yost Tue, 18 Jan 2011 17:19:00 -0800 Pulling Projects Back to Life http://sealthepipes.com/pulling-projects-back-to-life http://sealthepipes.com/pulling-projects-back-to-life

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photo by HeyThereSpaceman.


It has happened before and it will happen again: your project stalls. The obvious solution to the problem is to get the project moving again-- start moving forward towards completing the work. The secret to achieving the solution seems less obvious, but it is quite obvious. Getting the project going again is all about hard work-- it is about creating traction.

trac·tion noun \ˈtrak-shən\
a pulling force exerted on a skeletal structure (as in a fracture) by means of a special device.

Traction is the pull force that is needed to get projects back on track. The hard work of pulling projects out of a frozen state and back into forward progress is a bit like clearing some snow for your car tires to grip, putting the grippy things on the floor of your shower, or using a towel to open a jar of pickles. Projects, like these other things, need some grippy force to keep going.

As leaders, we pull projects back to life for the sake of our team. Bringing a project out of a frozen state is key to your team's success-- without it, they will fail. Success or failure does not tell the entire story however. Some leaders rarely get their elbow dirty with a stalled project.

Leaders struggle to unstick their projects because they know that the same action will be required over and over again. Traction is hard work, but the energy drain of constantly pulling projects forward is exhausting. Unsticking projects is the revolving door of project work and it potentially never ending, but the rewards are also high.

Pull a project out of frozenness this week. Do it for your team... or your boss... or a bonus, but whatever the motive, see it through to the close. When you do, compare that result with what might have happened if the project never made it. That balance-- what is different with the project finished-- is what the project meant. The project may just mean something more than you had assumed. Results of the project could exceed your expectations and pack more of a punch than you would give one batch of work credit for.

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]]> http://files.posterous.com/user_profile_pics/837913/siyo.jpg http://posterous.com/users/4aGcQewXhDfX Simon Yost siyo Simon Yost Tue, 11 Jan 2011 07:07:38 -0800 Caffeine from the Apps Store http://sealthepipes.com/caffeine-from-the-apps-store http://sealthepipes.com/caffeine-from-the-apps-store

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Last week Apple launched an Apps Store for Macs. I founds a great (free) app on there called Caffeine.

The function of Caffeine is pretty simple -- when engaged, it keeps your computer awake, screen on, and screen saver off. Basically, it will override your power management and screen saver settings, but only when it is active.

This is a great app for me because I keep my power management settings and screen saver settings pretty ''tight." I have 15" macbook pro so battery life is at a premium. Keeping the screen dark or computer sleeping when not in use is critical for the unit to have a charge when I need it. I also have the screen saver active with a password because I work in various places every week. I don't want to worry about who will see or mess with my data when I'm not around.

Screen_shot_2011-01-11_at_8

Caffeine puts a coffee cup icon in the menu bar of your mac. Clicking the cup toggles the activity of the app on or off. This is great for presentations or when I'm trying to discuss what is on my screen with someone.

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]]> http://files.posterous.com/user_profile_pics/837913/siyo.jpg http://posterous.com/users/4aGcQewXhDfX Simon Yost siyo Simon Yost Sat, 08 Jan 2011 09:36:00 -0800 My Experiment with Protected Time http://sealthepipes.com/my-experiment-with-protected-time http://sealthepipes.com/my-experiment-with-protected-time

This week I started a two week experiment to put intentional, focused, protected time in my schedule to work. It has, in a word, been amazing.

The baseline of the experiment is simple: three times each week I plan a 5-6 hour work session before noon. I keep these sessions free of meetings, email replies, most phone calls, and instant messaging. During the work sessions, I attempt to use digital communication tools for reference only. I also make sure to touch base with my team members after these sessions so I don't hold up their work.

Why is this new?
Several factors make this approach new for me:

  • I was under the impression that, if I didn't spend as many office hours as possible with my direct reports, they would not have what they needed to do their jobs. This is not true. Just because I am in the office doesn't mean I am doing the best thing for our team.
  • Being omni-available isn't helpful to me or my team. The team's momentum and impact can suffer greatly from my inability to get deliverables they need produced.
  • There are some meetings that can wait. Our organization is growing out of a spot where everything was seen as important. We had zero margin for error or sick days or unforeseen circumstances. Now that we are out of that season, some meetings can wait, some projects can be closed or killed, and some goals can be sequenced instead of concurrent.

How does the workflow change?
Focused, protected chunks of time in my schedule changes the way my team works. It changes the way that I lead and work with my direct reports and organizational partners.

  • I am coming to interactions, assignments, and meetings with deliverables and action items, not just ideas. Before, all I had time for was ideas. This helped us develop healthy iterative and collaborative patters, but, overtime, unhealthy expectations. People around me wondered when they had enough information to "go" or decide or move on. Now I can fully inform them and give them what they need upfront.
  • It puts more value on meetings. If you are limiting, focusing, or saying no to meetings, the meetings you do have must provide a return on investment.
  • Foucsed worktime creates space to work on long term solutions instead of just band-aids. (I am sure this is a post in itself, but I enjoy long term solutions, so I'll leave this point here for now.)

What is the result?
So far, the results of this experiment has been:

  • More traction. I have gotten more traction with team members and partners in high impact, mission critical, and long term fix types of projects.
  • More presence. I have been more present in meetings and interactions after my has gotten solo work is accomplished. It is much easier to focus on others when your responsibilities are in order.
  • More time. It feels like I have more time in general. Even though this is not true, it is a solid feeling that I have more space to do what is required of me.

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]]> http://files.posterous.com/user_profile_pics/837913/siyo.jpg http://posterous.com/users/4aGcQewXhDfX Simon Yost siyo Simon Yost Mon, 03 Jan 2011 05:13:00 -0800 What Shipped in 2010 http://sealthepipes.com/shipping-in-2010 http://sealthepipes.com/shipping-in-2010

Last week, Seth Godin posted on completing a year end review. "What did you ship in 2010?" he asked.

Following Seth's lead, I put together a list of projects I shipped with my team. It was an interesting exercise and I recommend it highly. I did nothing below alone, let me make that completely clear. However, I did lead everything and as a leader it is great to look back and see the success and failure of your team to give you encouragement for the days ahead.

 

Projects my team shipped in 2010:

  • Desoto office
    • move in
    • move out
  • Engage Series
    • Set
    • Design
  • Training Camp Series
    • Set
    • Design
    • Videos
    • Group curriculum
  • Foundations Series
    • Set
    • Design
    • 4 videos
    • 2 work books
  • Easter Series
    • Set
    • Design
  • What's Killing Me Series
    • Set
    • Design
    • Videos
    • Group curriculum
  • Foundations Curriculum Re-Write
  • Dangerous Words
    • Set
    • Design
    • ROAD Videos
  • Rebel Series
    • Design
    • Microsite
    • Mission Documentary
    • Impact Meta Process
  • You & Yours
    • Post Cards
    • Design
    • Bumper videos
    • Marriage Roles Video Sermon
  • Why Saturday
    • events
    • campaign
  • Drupal powered iPhone application
  • Miscellaneous
    • Several blog posts
    • M:StL Video Refresh
    • WC Vision Video - "Foundations"
    • Engage Scripture
      • Plan
      • Web integration
  • Events
    • 156+ weekend services
    • Four A29 Quarterlies
    • Brown Bag Lecture & Interview Series

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]]> http://files.posterous.com/user_profile_pics/837913/siyo.jpg http://posterous.com/users/4aGcQewXhDfX Simon Yost siyo Simon Yost Thu, 30 Dec 2010 16:22:07 -0800 Translating Projects into Basecamp: Messages, Milestones, and Tasks http://sealthepipes.com/translating-projects-to-basecamp-messages-mil http://sealthepipes.com/translating-projects-to-basecamp-messages-mil

Photo

 

Launching out to start a project is hard work. There are tools out there to help us with the job, but with so much information to account for, how do you know when your project is set-up or the information starting point is complete?

Project work is a mess tasks, actions, big deadlines, and critical communication. However, all of the work is purposed toward something greater: completing a deliverable(s) within a certain time frame through a distinct methodology. In other words, developing the 'what' within the 'when' using the 'how.' 37 Signal's Basecamp can help capture all of this information.

Often the 'what, when, and how' get lost in translation. Goals, assignments, and commitments that were clear in a face-to-face project meeting, get lost in the shuffle of starting the project. Therefore, a complete set-up or starting point for a project must begin with translating the project's core information in a way that is:
  1. Consistent with the communication tool (Basecamp) and
  2. Relevant to the project team
I always begin projects assuming that the project and its team has all of the information and energy to complete a project and that the misalignment of energy or inaccurate translation of information is the first threat. Where do you place the information in Basecamp to translate it to the project team?

Message Tab
Messages in a Basecamp project provide a place for the team to define what they are developing. Each message adds to the team's context for 'what.' The discussion that ensues provides team members clarity on 'what' is being done in the project.

One of the standard messages in projects that I lead is called "Inception Document." The message provides details, timelines, deliverables, and definitions from organization and project stakeholders. Often times, the document communicates direction from the management team or functional managers to the project team.

Milestones Tab
Milestones in Basecamp give the opportunity to inform and hold your team accountable for big deadlines. Milestones must have a hint of 'how' in them. When a team member reviews the list of milestones or zooms in on a single item, they must be able to understand the relationships between the deadline and the state of the project's execution. That said, the main purpose of milestones is 'when' -- at what time and date should a portion of the execution be accomplished.

When I develop milestones for projects I begin with the timeline that is listed in the Inception Document. From there I add more deadlines to get the team in and out of the due dates set for the project. Milestones are the unit that leaders can affect to get things done early. Assign milestones when you want them done, not when they need to be done. This allows you to have a clear management point. Go ahead and set the expectation that your project will run ahead of schedule and then manage accordingly.

Lastly, once your milestone calendar is set, copy the milestones, dates, and accountable parties out to a document or spreadsheet of some kind. Basecamp has no revision history of milestones. So, if they change, you cannot look back and see when they were originally intended to be done. In addition, and this is a big deal, once milestones are completed, you cannot see the due date, just the completed date. I have found it very helpful to have a record of original milestone due dates to review with the project team after the project is complete.

Tasks Tab
The task area of Basecamp is the place for actions. Tasks lists are the main opportunity in Basecamp for thinking about 'how' you will execute a project. Often, tasks lists tone the milestones they are linked to and visa versa.

Listing tasks as actions is important because, for example, you cannot merely take your car to the shop. First, you need to pick a mechanic that services cars like yours with the problem your car has. Next, you may need an appointment for your car to be serviced. Finally, you can drive the car to the service provider. So, instead of tasks looking like this:

  1. Take the car to the shop
The list should look more like this:
  1. Choose a mechanic
  2. Schedule an appointment for car
  3. Drive the car to the mechanic
I have learned a lot about task management from The 99 Percent blog by the Behance team. Also, although I would not recommend the tool, the theory behind their Action Method task manager tool is top notch. My team has started to integrate concepts from the above Internet-based resources as well as the book Making Ideas Happen written by Behance's founder and leader, Scott Belsky.

A Complete Picture
Once you enter messages, milestones, and tasks lists into your project, your team will have a clearer picture of what they have agreed to do in your face-to-face conversations. As leader in your project, you must continue to clarify every action, deadline, and piece of information in Basecamp. That is what we will talk about next.

Happy project-ing.

 

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]]> http://files.posterous.com/user_profile_pics/837913/siyo.jpg http://posterous.com/users/4aGcQewXhDfX Simon Yost siyo Simon Yost Tue, 28 Dec 2010 12:39:00 -0800 Flipboard: Deciding what is Important http://sealthepipes.com/flip-app http://sealthepipes.com/flip-app

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Flipboard is an application for Apple's iPad that made a big splash this year. The display is similar to a magazine or newspaper. All said and done, Flipboard helps users make decisions about what content is important.

In essence, Flipboard turns content like Twitter and Facebook into a magazine style experience. With this application, you can browse content like videos, links, and photos in a much more meaningful, traditional layout. A software review blogger said it best: it allows users to find "...digital gold on the web." I think users find the magazine style layout helpful and refreshing because it is far from the norm of how we view content and data.

The purpose of many applications is consistantly present (or mash up) content. Traditionally, data is viewed through standard portals like tables and list views. These views denote similar items clearly with bullet points or numbered lines. The visual consistency helps us digest information when we know it is all valid and useful. Lists and table views work great for traditional data because we can see all the pieces together to form patterns. The same goes for blogs. Google Reader, for instance, displays all the feeds from many blogs similarly. Consistancy is great when you are looking at many things deemed important. When processing data from research or looking through a stack of blogs, it is very helpful to have each piece of content appear similar. However, when I don't know if the pieces are important or not, the way data is display must be different.

Enter Flipboard.

Adjusting from content like research results to social media updates, is game changing. In research results, for example, I am looking for the most important piece of many important things. With social media updates, on the other hand, I am searching for important or meaningful pieces of several potentially meaningless updates. This is where a magazine style layout shines. The layout limits the number of items that can be viewed simultaneously. Combine that limitation with enhanced freedom for content pieces to be a bit different from each other, and the result is staggering. The features create a layout that allows the user to decide what is important.

Recently, Flipboard released new features allowing users to view RSS feeds and sync with Google Reader. Hook up your content to Flipboard and use it to make decisions. Manage important people, content, and processes using a software that gives you context to do that important work well. Then, post your stories back here at Seal the Pipe-- we would love to hear them.

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]]> http://files.posterous.com/user_profile_pics/837913/siyo.jpg http://posterous.com/users/4aGcQewXhDfX Simon Yost siyo Simon Yost Wed, 22 Dec 2010 05:07:19 -0800 Symphony Conductor on Creating Meaning http://sealthepipes.com/symphony-conductor-on-creating-meaning http://sealthepipes.com/symphony-conductor-on-creating-meaning

"You need to have process and content to create the meaning." -- Itay Talgam

"...so control is no longer a zero sum game." -- Itay Talgam

ItayTalgam_clip1.mov Watch on Posterous

You can watch the entire talk here on TED.com.

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]]> http://files.posterous.com/user_profile_pics/837913/siyo.jpg http://posterous.com/users/4aGcQewXhDfX Simon Yost siyo Simon Yost Sat, 18 Dec 2010 15:04:02 -0800 Shaker Design Philosophy http://sealthepipes.com/shaker-design-philosophy http://sealthepipes.com/shaker-design-philosophy Don't make something unless it is both necessary and useful; but if it is both necessary and useful, don't hesitate to make it beautiful.

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]]> http://files.posterous.com/user_profile_pics/837913/siyo.jpg http://posterous.com/users/4aGcQewXhDfX Simon Yost siyo Simon Yost Tue, 14 Dec 2010 06:09:03 -0800 Practical Linguistics http://sealthepipes.com/practical-linguistics http://sealthepipes.com/practical-linguistics Clarity is an art. Each instance where clarity is encountered, an art form is being practiced.

The art of clarity is contrasted with another view point on interpersonal communication: success or failure. Often, I think about my communication this way. I turn my interactions into victories or defeats in hopes that I will be motivated to win. By converting conversations, emails, and instant messages into this "win, loose, or draw" scenario, I abdicate my ability to learn how to clarify because my radar is locked on winning and successful communication.

The solution is to look at my interactions as if I am translating my thoughts into another language. Abstracting and differentiating my cognitive activity from my verbal activity, I have the ability to practice the art of clarity and learn how to better translate my thoughts into words.

Clarity is an art and that means it needs to be practiced just like painting or music or sculpture. So, that makes the choice clear: do I want to practice clarity or not?

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]]> http://files.posterous.com/user_profile_pics/837913/siyo.jpg http://posterous.com/users/4aGcQewXhDfX Simon Yost siyo Simon Yost Mon, 13 Dec 2010 13:00:00 -0800 Behind the Scenes: iPad Teleprompter http://sealthepipes.com/behind-the-scenes-ipad-teleprompter http://sealthepipes.com/behind-the-scenes-ipad-teleprompter

Photo_1 Photo_5 Photo_4
See the full gallery on Posterous

For years, I have wanted to use a teleprompter regularly. However, the cost of buying one always made it unattainable. Now that the iPad and some reasonable accessories are here, we have an iPad teleprompter at a fraction of the price.

We created the teleprompter with the following pieces:

If you have other questions about how we did this, feel free to ask below or shoot me an email at simonyost at gmail dot com.

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]]> http://files.posterous.com/user_profile_pics/837913/siyo.jpg http://posterous.com/users/4aGcQewXhDfX Simon Yost siyo Simon Yost Fri, 10 Dec 2010 13:00:00 -0800 The First Month http://sealthepipes.com/the-first-month http://sealthepipes.com/the-first-month

Today is the one month anniversary of the Seal the Pipes blog. To celebrate, I am posting some links of the most popular posts from the first month.

Thanks for reading!

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]]> http://files.posterous.com/user_profile_pics/837913/siyo.jpg http://posterous.com/users/4aGcQewXhDfX Simon Yost siyo Simon Yost Wed, 08 Dec 2010 05:00:00 -0800 One Inch at a Time http://sealthepipes.com/forward-progress http://sealthepipes.com/forward-progress

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photo by Phil Romans

Regular advancement is critical in project work. Project teams, managers, and solo practitioners all dread stalled projects, but the first indication that a project has or is going to stall is a lack of progress towards the milestones or goals.

In the 1999 Oliver Stone film "Any Given Sunday," Al Pacino's character, Coach Tony D'Amato, says it well:

...the biggest battle of our professional lives all comes down to today. Either we heal as a team or we are going to crumble.

Inch by inch play by play till we're finished. We are in hell right now, gentlemen... believe me and we can stay here and get the sh*& kicked out of us or we can fight our way back into the light.

We can climb out of hell. One inch, at a time...

You find out that life is just a game of inches. So is football.

This quote is from a drama, so it is dramatic, but the point is made clearly: one inch at a time. Coach D'Amato compares life and football as a game of inches and I would add projects to the list.

Projects are a game of inches. We each can affect the outcome through cultivating ownership, building relationships, and energy awareness.

 

Every task counts.
Each team member is critical.
Everyone's energy is important.

Take a look back at your most recent project encounter. Which tasks were overlooked? Who among your team members thought they were ancillary? How many days did the team's energy dip below the minimum threshold?

Now, look again. Which tasks could have you prioritized? Who could you have encouraged on your team? How many energy dips did you need to live without?

Projects are a game of inches. Which inches will you champion today?

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]]> http://files.posterous.com/user_profile_pics/837913/siyo.jpg http://posterous.com/users/4aGcQewXhDfX Simon Yost siyo Simon Yost Mon, 06 Dec 2010 16:06:00 -0800 The Starting Line: Beginning a Project http://sealthepipes.com/the-starting-line-beginning-a-project http://sealthepipes.com/the-starting-line-beginning-a-project

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photo by Templar1307

 

New projects begin regularly. Depending on your context, projects are starting monthly, weekly, or (for a lucky few) daily.

For those of us engaged in project work, there is potentially a lot of baggage that is related to starting projects. The fact is, many of us could improve on how we start projects.

Organizations, teams, and solo practitioners begin projects differently. Some use a project launch meeting while others may just start working. However you choose to begin, consider these questions in relation to the most recent project you have encountered:

What is the project? Many times I can spout out about five different names or phrases to describe part of a project. Often, I do not really understand what the project is fully until I process all the pieces information together. I use a document template that I call "Inception Document" to help me organize the thoughts, goals, vision, critical timing, and team assignments for projects. I even fill this sheet out for my supervisors to help them clarify big projects. This document has taken several forms, but the current sections are as follows:

  • At a Glance - A table summarizing the project (not the document)
  • The Goal - A short paragraph summarizing the goal of the project
  • Vision - I include a vision section; The first part is free form but it also includes two sub-headings:
    • Themes or Elements
    • Actions
  • Plan- The plan section includes the following sub-headings for each phase of the project:
    • Stakeholders
    • Project team
    • Deliverables
    • Milestones

When does the project ship? Defining the project is all well and good, but as Seth Godin talks about in several of his books, a project is not anything if you do not ship and get the work in front of people. Talk about shipping a lot with your team. Use the word "ship" too much. Build the aspect of finishing and distributing the work into the culture of the project team.

Who is responsible for shipping? In the context of The Journey, we talk about responsibility in two words: responsible and accountable. The accountable parties are the stakeholder if the project. They may have requested the project or lead the folks who are leading the project. They are ultimately accountable for the work getting done. The people responsible are those that actually have the tasks lists an do the work.

You can be both/and-- however, that's missing the point. Clarifying who is accountable for the project is relatively easy. Clarifying who is responsible for creating deliverables and meeting deadlines is challenging.

Use these three questions to add clarity to your most recent project. Then, I invite you to contribute some thoughts below on what happened.

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]]> http://files.posterous.com/user_profile_pics/837913/siyo.jpg http://posterous.com/users/4aGcQewXhDfX Simon Yost siyo Simon Yost Fri, 03 Dec 2010 05:00:00 -0800 Creating a Website http://sealthepipes.com/creating-a-website http://sealthepipes.com/creating-a-website

How do you start creating a website to promote your organization and inform your audience? Eric Brown and I discuss how to start creating a website in this 4 part series of videos.

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]]> http://files.posterous.com/user_profile_pics/837913/siyo.jpg http://posterous.com/users/4aGcQewXhDfX Simon Yost siyo Simon Yost Thu, 02 Dec 2010 05:00:00 -0800 Creating a Website // Part 4: Content is King http://sealthepipes.com/creating-a-website-part-4-content-is-king http://sealthepipes.com/creating-a-website-part-4-content-is-king

How do you start creating a website to promote your organization and inform your audience? Eric Brown and I discuss how to start creating a website in this series of videos. Part 4 of the conversation reminds project stakeholder to remember to account for content while resourcing projects.

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]]> http://files.posterous.com/user_profile_pics/837913/siyo.jpg http://posterous.com/users/4aGcQewXhDfX Simon Yost siyo Simon Yost Wed, 01 Dec 2010 14:19:18 -0800 The Making of Advent http://sealthepipes.com/the-making-of-advent http://sealthepipes.com/the-making-of-advent

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This weekend, December 4 & 5, The Journey will begin a new sermon series for the season of Advent. We have affectionatly titled the series:

Darkness into Light
A Season of Worship

Yesterday, we shot the the narration for the first two installments of a video series that will unpack each of the four Advent themes. We also prepared guides for our campus pastoral team to help them lead well during Advent services. Add all this to visual assets, video scripts, set design, and music composition, and it makes for a busy team.

Here is a trailer for the series that gives you a peak into what we are building.

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]]> http://files.posterous.com/user_profile_pics/837913/siyo.jpg http://posterous.com/users/4aGcQewXhDfX Simon Yost siyo Simon Yost Wed, 01 Dec 2010 08:40:00 -0800 Finding Eric Brown http://sealthepipes.com/finding-eric-brown http://sealthepipes.com/finding-eric-brown

You can find out more about Eric Brown at these locations:

Portfolio | Twitter | Facebook

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]]> http://files.posterous.com/user_profile_pics/837913/siyo.jpg http://posterous.com/users/4aGcQewXhDfX Simon Yost siyo Simon Yost Wed, 01 Dec 2010 05:00:00 -0800 Creating a Website // Part 3: A Single Page Site http://sealthepipes.com/creating-a-website-part-3-a-single-page-site http://sealthepipes.com/creating-a-website-part-3-a-single-page-site


How do you start creating a website to promote your organization and inform your audience? Eric Brown and I discuss how to start creating a website in this series of videos. Part 3 of the conversation is concerned with single page websites and developing dashboards of existing content to enhance your brand.

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]]> http://files.posterous.com/user_profile_pics/837913/siyo.jpg http://posterous.com/users/4aGcQewXhDfX Simon Yost siyo Simon Yost