When onboarding a new partner to redesign your website, take over maintenance, or rescue a project going sideways, you'll need to carefully transition access to a variety of critical systems and tools. And if you're navigating a contentious relationship or onboarding into a new organization without documentation, you might not know where to start.

Does that sound scary? It doesn't have to be. 

Here's a comprehensive checklist to ensure that you retain full control of your website and avoid any potential hiccups during a transition.

1. Codebase access. Ensure you have ownership or administrative access to the existing codebase or code repository. Popular platforms like Bitbucket and GitHub are often used for this purpose.
2. Content Management System access. Ensure you have the highest level of access (super admin) for your Content Management System (CMS). 
3. Hosting information and access. Gather all hosting information and ensure you have access to the account that owns the workspace. This is crucial to prevent unauthorized updates or changes to your site. For hosted platforms, you’ll need Owner access, not just Administrator access. 
4. Additional services information and access. This might include your domain registrar (e.g., GoDaddy), DNS settings, email services, your content delivery network (CDN), if applicable. This could also include any third-party services that are integrated with your website. Common examples might include: Algolia, Hubspot, Stripe, etc. 
5. Analytics and Data. Make sure you have access to all analytics tools used to monitor your website traffic and user behavior. This might include both old Google Universal Analytics data and current GA4 data, Google Tag Manager, or any other analytics services used on your website (e.g., Mixpanel, Hotjar, Adobe Analytics, etc.). 
6. Backups. Secure a full backup of your site, including the file system. Plugins like UpdraftPlus for WordPress can be very helpful for this process. Also, ensure you have backups of shared files, such as those in Google Drive, Box, or Dropbox.
7. Design Assets. Retain copies of raw design assets (e.g., Figma files). We always transfer ownership of Figma files to our client teams to ensure they have the ability to extend the design system in the future.
8. Licenses. Make sure you own any required licenses, such as font/photo licenses, CMS licenses, API keys, or premium plugins. We insist that our client teams purchase any required licenses/subscriptions using their corporate information so we’re never blocking access to those critical resources.

Transitioning website partners can be a smooth process with foresight and preparation. While ideally there would never be gaps in access to these critical resources and services, by following this checklist, you can ensure that you’re not missing anything when offboarding old partners or getting your bearings with a new team or organization. 

Do you need help figuring out how this checklist might apply to your situation? Be in touch, and we’d be happy to discuss your current status and suggest next steps for your website transition. 

This week we will bid farewell to our fifteenth cohort of summer interns. Ciel Park (UI Developer Intern), Faye Stover (Product Designer Intern), and Paul McKissock (Application Developer Intern) joined our team ten weeks ago and have been hard at work learning and growing, teaching and sharing, and iterating ever since – and so have we. 

At Viget we are committed to fostering curiosity and drive both for budding engineers and designers but also for our team of full-timers who are eager to learn themselves and flex their mentorship muscles. As we’ve shared over the years, the internship is one of our favorite traditions and while a lot has changed in fifteen years, that commitment remains the same. 

Here’s a quick look at three core aspects of the Viget internship that remain flexible. 

Cohort size and available roles.

We are not married to a specific number of interns. We recruit for and match interns with available mentors who serve as our interns’ dedicated advisors.

Working location. 

This summer our interns primarily worked from our Falls Church, Virginia headquarters. We required interns to work in the office for the first three weeks of the program and the last. During weeks four through nine they were able to work remotely two to three days a week. In the past the internship has been fully in-person and fully remote. 

Cross-discipline internship project. 

Interns can expect cross-discipline collaboration during their time at Viget but how exactly that takes shape remains flexible. In years past interns spent 8 weeks coming up with, designing and building a working product. This year, with our smaller cohort of interns, we opted for a smaller approach to the group project. The project was pre-defined, scoped by our advisors, and happened over just two short weeks.   

Earlier this summer we hosted an internship alumni panel and invited Hayley McMillon (2022 Summer Cohort), Andrea Brucculeri (2019), Gabriel Kay (2019), and Vigenesh Gopalan (2018) to discuss lessons learned at Viget, life after Viget, underrated skills worth developing, tips for remote collaboration and more. The event was open to all and both current staff and other alums sat in on the moderated panel discussion. It was awesome, and everyone – long-timers and interns alike – left feeling inspired. This is my favorite aspect of the internship, our alumni network, and how our interns graduate to be active contributors.

I’m looking forward to staying in touch with Ciel, Faye, and Paul and I cannot wait to see all the wonderful things they accomplish. 

Does this sound like an experience you want to be a part of? We’ll host our 16th cohort of college students and recent grads next summer. Bookmark our internship page to keep an eye on future opportunities. 

When we open an app or website, we do so to accomplish a task or find information. A well-designed user experience ensures users can achieve their goals efficiently. But what keeps us engaged beyond basic functionality? What differentiates a mundane interface from an exciting one? In my opinion as an up and coming UI developer, one key element is motion.

During my summer internship at Viget, I had the opportunity to dive deep into the world of agency work. From getting the chance to contribute to client sites to participating in a hackathon and pursuing a personal project, I seriously leveled up my stack and gained valuable development experience. Not to mention the amount I learned from exceptional, dedicated mentorship and micro-classes on everything from React to SQL to business models. 

However, coming into the internship, I had the specific goal of learning how to add motion to my web projects. I walked in on day one with no idea where to start, and now I’m leaving my last week with a complex knowledge of Rive, canvas elements, JavaScript animation, GSAP, and more. Here’s how… 

Spinet

In this two week hackathon project, I worked alongside Faye and Paul, the Product Designer and App Developer interns, to create a spinning wheel name picker. During the first week, I took on branding and visual design work. 

I spent the second week implementing wireframes. Through this project I learned how to transform client specifications into design directions, a style guide, and ultimately, UI components.

For this app, the motion of the spinning wheel was critical to the experience. Initially, client feedback indicated that the spin felt too uniform. I adjusted the motion parameters by extending the slowdown time and changing the easing function from linear to cubic, which increased feelings of suspense at the end of the spin animation. 

To add a level of joy and celebration to the winner announcement popup at the end of a spin, I incorporated confetti animations. In doing so, I discovered the world of JavaScript animation libraries that make implementing animations as easy as simple as adding the script to my HTML and adjusting the timing and placement of the animation object. Finally, we had ultimately decided on a modern, clean-cut video game aesthetic for the branding, and pulled this in through inspired sound effects, the logo design, and a 3D button component with a click animation accomplished entirely through Tailwind. 

Luna chatbot

After the hackathon, I got the chance to work on a personal project of my choice: an AI mental health chatbot inspired by tools like Woebot and EarKick. I was motivated by the question of what could make conversational AI feel less intimidating and more empathetic. My answer was an AI support companion with an animated avatar to enhance feelings of emotional connection and understanding. 

To get started, I experimented with various chatbot APIs and found that the Llama3 model was the best at following system prompts and offered the most natural interactions. A huge part of this project was the chatbot’s expression animations. I surveyed several popular tools and found Rive was the best fit for this, offering intricate animation capabilities, easy web integration, and a state machine for managing overlapping states and complex transitions.

The first step of animating in Rive is to create a design. Luckily, Rive has a vibrant open-source community, and I learned a lot from examining and remixing community files. The second step was learning to create the animations themselves. This was my first time animating anything, but the concept of keyframes was relatively intuitive, and the UI reminded me of video editing software, like iMovie, I’d used in the past.

The third and most challenging step for me was making all the animations work together in a state machine. 

This is the logic that connects animations together, taking input values that determine when to transition between states. Getting smooth animations between emotional states required a lot of rewiring and experimenting. Finally, embedding the Rive file in my project and linking the emotion data from API responses to the animation inputs was relatively straightforward using vanilla JavaScript. 

In conclusion

Animations, whether simple or complex, add a layer of interactivity and visual interest to digital products. Over a short 10 weeks, my internship projects allowed me to explore UI development, modern animation tools, and motion using CSS and JavaScript.

If you’re interested in bringing ideas to life and sparking joy through motion design, then diving into a passion project, seeking inspiration from the community, and exploring tools like Rive and GSAP will definitely kickstart your journey!

Behavioral analytics are a great way to get a sense of what users are or are not doing on your website or app. While behavioral analytics may not provide insights into why users are behaving a certain way, this method does provide a quick and cost-effective way to see what your users are currently doing at scale. Knowing how your users are engaging with your website or product can help you make informed decisions that have a positive impact on engagement and conversions.

Here at Viget, we use behavioral analytics data for a number of use cases:

1. Our client has a specific question about a certain aspect of their website or app (e.g., a specific user flow or content type) and wants to learn more about how and when users are engaging. 
2. We are redesigning a client’s website and want to get a sense of where the current experience is excelling or falling short.
3. We are conducting an annual analysis to help clients keep an eye on potential areas of growth or stagnation. 
4. We are reviewing behavioral changes on a site or app after launching a new experience or feature to assess performance.

But what kind of insights can you expect to find from behavioral analytics data? 

It ultimately depends on the website or app, the users, and the kinds of questions you are asking, but let’s go through a few different examples of what kind of information you can gain from behavioral analytics tools.

Who is using your website or product?

Understanding who is using your website can provide helpful context on your user base and potentially unlock growth with new user groups you may have been unaware of. To investigate this, we may look at geographic location, language, device type, and any other demographic information that may be available. Sometimes this kind of data provides what I like to call descriptive information—information that often doesn’t feel immediately actionable but can become more useful relative to other data points. This could come from comparing your data to last year, to industry standards, to other content on the website, or it might come from comparing it to an assumption that an individual or organization holds. 

Here are some examples of findings that shed light on who was using the website or product:

How do users get to your website or product?

Knowing how users navigate to your website or product can highlight what traffic sources are particularly effective in driving conversions, but it can also help to provide important context on user expectations or goals. To understand this, we look at both the source/medium that brought them to the website as well as the first page they viewed. 

For example, users might:

• Come from google and land on a blog article
• Go directly to your home page
• Come from an email referral to a donation page 
• Learn about you from ChatGPT and land on your About page

From there, we might look at engagement rate, conversion rates, or other metrics to get a sense of what these users are doing and whether anything stands out as particularly effective or ineffective. 

Here are some examples of acquisition insights that informed our understanding and approach:

What content or features do users engage with?

Here is where we start to get to the meat of what your users are actually doing on your website or product. Knowing what users are doing and what they’re not using can help to establish priorities and inform decisions. You might be surprised to learn that users are actually engaging with specific features or content quite a bit, but others are barely used. If the content or feature is surprisingly popular, then we likely don’t want to outright remove it and may instead consider iterating or leveraging that offering more. If users aren’t engaging with content or a feature, it may be worth considering the effort to maintain and iterate on that offering. 

Here are some examples of engagement insights that helped us identify opportunities related to content or features:

What is the user journey or path?

Another major area of investigation is the sequence of steps users take when viewing content or completing certain actions. This could be perusing content on the website, going through a signup funnel, or checking out to make a purchase. 

This helps us identify:

• the actual paths that lead to conversions (which is not always the path we assume it is) 
• areas where users drop off at key points in the funnel
• moments where users have to “turn around” in the journey, because the path laid before them doesn’t align with their needs 

This information can help you build towards a frictionless experience that encourages users to sign up, complete a purchase, or find the resources they need.

Here are some examples of user journey insights that helped us understand where there were existing points of friction for users:

What “turning around” in the user journey can look like:

What dropoff can look like at different stages:

The Ecosystem at Large

Some clients have a larger ecosystem of products or services, and it’s important to look at how users engage with and navigate across the ecosystem. This might include subdomains for a shop, a marketing site versus the product site, help documentation, etc. By looking at the larger ecosystem we can reveal important connections that are missing or connections that could be strengthened.

Here are some examples of insights that demonstrated a need for changes in those ecosystem connections:

Here at Viget, there are a wide variety of insights we may discover for any one project through behavioral analytics. These insights can help to identify new user groups, help to prioritize content or features maintenance and updates, or bring to attention moments in the user journey that are causing friction. These opportunities can help you bring in new users and retain your existing users, by providing an experience that aligns with their needs, whether that is finding resources, getting involved in a community, or making a purchase.  

If you’re interested in making your website or application more effective for your users by leveraging the power of behavioral analytics data, we’d love to hear from you. 

When choosing an outsourcing partner for design and development, many decision-makers naturally start by comparing hourly rates. At first glance, it seems logical: a lower hourly rate means lower project costs, right?

The truth is, hourly rates can be a misleading metric. The actual cost of outsourcing is much more complex than the dollar amount tied to hourly rates. In this article, we’ll explore why focusing on hourly rates can obscure the true cost of a project and why it’s crucial to dig deeper when evaluating potential partners. I’ll end by suggesting a few things to focus on instead of or in addition to the hourly rate.

Efficiency vs. Hourly Rates

Imagine you have two outsourcing options for a specific task:

• Pat: A developer who charges $100/hour and takes 3 hours to complete the task. 
• Terry: A developer who charges $200/hour but only takes 2 hours to complete the same task.

Pat’s hourly rate is lower and Pat’s total cost looks cheaper. The total cost for Pat is $300, while for Terry, it's $400. But there's more at play than the hourly breakdown.

Terry may be faster because they are more skilled, experienced, or familiar with the problem. They produce a higher-quality output that might need little to no revision, while Pat may deliver work requiring additional oversight, rework, or fine-tuning.

This brings us to a crucial point: efficiency and expertise often outweigh raw hourly cost.

Hidden Costs of Oversight and Management

The cost of managing lower-cost teams can quickly add up. Inexperienced or less skilled developers often require more:

• Guidance and supervision: You or your in-house team may have to spend significant time managing or directing work, which adds hidden costs to the project.
• Rework and revisions: Less-experienced teams may not get it right the first time, and even small mistakes can snowball into major issues that need to be fixed later on.
• Communication barriers: Some outsourcing teams might not be as effective in communicating progress or roadblocks, which can slow down the entire project and lead to missed deadlines.

Each of these factors chips away at the apparent "savings" from choosing a lower hourly rate.

Quality: The Long-Term Investment

Design and development work (insourced or outsourced) is an investment, not just a cost. High-quality work may come with a higher hourly rate, but the long-term savings are substantial:

• Fewer bugs and technical debt: A more experienced development team will likely deliver better code, resulting in fewer bugs and long-term maintenance issues. A more experienced designer is more likely to think through and design for all edge cases, filling in all the gaps.
• Faster delivery: A skilled team is often more familiar with best practices, frameworks, and tools that allow them to complete tasks efficiently.
• Scalability: High-quality designers and developers think ahead and design systems that can scale with your needs, preventing costly future refactoring.

The Cost of "Cheap" Work

Sometimes, "cheap" work ends up being the most expensive in the long run. Lower-quality outsourcing might require you to:

• Hire another team to fix or rebuild the work.
• Delay product launches due to unanticipated project overruns.
• Damage customer trust by releasing subpar products riddled with bugs or poor design.

In some cases, teams that seem "affordable" may not have the expertise to foresee potential pitfalls, which means costly issues arise later in the process.

Calculating the Total Cost of Ownership

To truly compare outsourcing options, decision-makers should consider the total cost of ownership (TCO), not just the hourly rate. TCO includes:

• Efficiency: How quickly and effectively can the team complete the work?
• Oversight: How much management and guidance will the team require?
• Quality: Will the output meet your expectations, or will it need significant revisions or rework?
• Maintenance: What will it cost to maintain or scale the system after the initial work is done?

A team with a higher hourly rate but lower total costs in these areas may be the more cost-effective choice in the long run. For a more complete example:

• Pat: Your $100/hr developer completes a task in 3 hours ($300), requires 1 hour of oversight from an in-house Senior Developer ($150), and eventually needs to be refactored or rebuilt entirely ($1,000).
• Terry: Your $200/hr developer completed a task in 2 hours ($400) based on a 10-minute overview from an in-house Senior Developer ($15), and makes an above-and-beyond measurable impact on page performance (priceless).

The best long-term investment becomes more clear when you consider all the variables. 

Conclusion: Think Beyond Hourly Rates

When investing in design or development, your goal should be to maximize ROI, not minimize hourly rates. When comparing outsourcing options, focus on the bigger picture—their efficiency, quality, and the hidden costs of oversight and management. Consider how your prospective partners measure up in terms of:

• Results: can they point to clear results of their work in which they played some critical role?
• References: would previous clients choose to hire them again (indicating they are worth their cost)?
• Communication: do they respond quickly and with clarity?
• Expertise: do they provide opinions and advice or are they simply order takers?
• Relevance: is their prior experience directly relevant to your needs? 
• If not, do they have a track record for navigating novelty well?

The right team might not always be the cheapest on paper, but they’ll deliver the greatest long-term value. Outsourcing isn’t about getting work done cheaply—it’s about getting it done right, and more often than not, the old mantra “you get what you pay for” holds.