Authentication! What a hassle!

Self-Hosting

Integrations

Customization

Conclusion

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 summer, I was the Application Developer Intern at Viget. This being my first internship, I was pleasantly surprised by how much I learned. Rather than being tasked with fetching coffee or doing busy work, the internship focused primarily on our growth and development as interns. As my time at Viget comes to a close, I wanted to reflect on ten key things I learned during my experience here.

Following the real-world development cycle

Going into this internship, my development process involved me sitting down and coding until the feature was completed, and that's it. During this internship, I learned and practiced the development cycle used at Viget. For each feature, I created a Branch. Then, I submitted a Pull Request once it was completed. After that, my advisor reviewed my code and gave feedback. Once I had completed the requested changes (if any), I would rebase and merge into the main branch. This cycle made the code cleaner, and the feedback on my code always ensured I was going in the right direction.

Maintaining a clean git history

During my development process at Viget, my advisor ensured I took the necessary steps to maintain a clean git history in my projects. I put the corresponding issue number next to each git commit and pull request. This made it much easier to see which commits belonged to which feature when reviewing git history. I also learned to always use “rebase and merge” rather than “create a merge commit” when merging a pull request. This helped when reviewing git history as merge commits make it much more difficult to understand what’s going on, and rebase and merge provided a clean git history.

Getting introduced to DevOps

Nevin Morgan hosted a MicroClass where he went over the basics of DevOps. Going in, I didn’t know much about DevOps, but the class gave me a solid understanding of the basics. DevOps is a combination of philosophies, practices, and tools designed to improve the speed of development. Their responsibilities include:

• Keeping Communication clear for development teams
• Making sure teams continue collaborating
• Ensuring deployments are quick and reliable

I also got the chance to pair with Nevin when he set up AWS deployment for one of my projects, and when he was setting up Grafana for Viget. Getting to see DevOps in action gave me a good idea of what goes into being part of the DevOps team.

Learning to work with clients

At the start of our intern group project, Nathan Long gave us a presentation on what it's like to work with clients. He covered the typical client project cycle, client presentations, and how to handle client feedback. For our project, we simulated a client relationship with Viget as our client. They provided us with their requirements, and me and the other interns planned out the details of what we would deliver. Throughout the process, we gave several client presentations, received valuable feedback, and iterated on our product. Two weeks later, we had a finished product, which we presented to the client in a live demo. This whole process was designed to mimic what Viget goes through with real clients, and seeing the different perspective required when working with clients was really eye-opening for me.

Exploring digital accessibility

Nathan Schmidt hosted a MicroClass for the interns on Accessibility. He gave us an overview of what digital accessibility is and who it impacts. I learned that digital accessibility is the lens through which we ensure that people of all abilities, and particularly those with disabilities, are able to engage with the digital world. Every website is graded to a level set from the Web Content Accessibility Guidelines (WCAG). These guidelines include video captions, text size, color contrast, and many more requirements. It is the industry standard to follow these WCAG guidelines so that your website can be accessible to a broad range of consumers.

Building confidence in public speaking

When the summer began and I learned that I would need to present to the entire company, I felt intimidated. Public speaking has always been a source of anxiety for me, but I had numerous opportunities to work on this skill. Throughout the summer, I became increasingly confident. First, my fellow interns and I presented our group project to everyone at Viget at the company-wide all hands meeting known as TTT. I presented my personal project to the Dev team, discussing the libraries I used and walking through my code. The most significant presentation I delivered was my final one, where I spoke to everyone at Viget about my Gap Year through a Viget Tradition known as LabShares. Public speaking is a skill that improves with practice, and the various opportunities I had greatly boosted my confidence in this area.

Diving into Vanilla JavaScript

Going into this summer, I had never written a line of JavaScript in my life. I quickly learned that JavaScript is essential if you’re going to work in web development. On my personal project, which was an audio sharing social media app, I had a for you page, and I wanted to make the page update as soon as the user went to the next sound. This would require me to write JavaScript. I went through and wrote Vanilla JavaScript to update all the necessary information from the server's response. Although it was a challenging and tedious process, it significantly enhanced my understanding of how websites work and the role of JavaScript in web development.

Getting my feet wet with Rails

For the first half of the internship, I got my foothold in Ruby on Rails. This was my first time writing in Ruby, so there was a bit of a learning curve. I started with the Rails tutorial and then made a Hacker News clone. This exposed me to a broad range of the application stack and got me prepared for the Intern project, where I also used Rails. I found Rails’ Model, View, Controller setup to be very intuitive, so the learning process was relatively painless.

Discovering the benefits of Tailwind

Being the only Application Developer Intern, my focus throughout the internship was primarily on the back-end. However, I did have the chance to use Tailwind for the first time during my personal project. The biggest thing that stuck out to me was how it was convenient to not have to go through and change the stylesheets myself. With Tailwind's utility-first approach, you can quickly apply predefined classes for spacing, colors, typography, and more, without having to write custom CSS. This makes it much faster to prototype and iterate on designs, as you can see changes immediately by simply adjusting the class names in your HTML.

Exploring the Basics of React

Chris Manning hosted a MicroClass on React. I had never actually used React, but he made the class very beginner friendly. React is a JavaScript library, whose main strength is how dynamically it responds to user input and cascades UI changes. Chris went over JSX and React components, props, children, and state memory. I didn’t have time to actually write any React this summer, but I appreciate that Chris hosted this class after I said React was something I was interested in!

Reflecting on what I’ve learned here at Viget, I realize how invaluable this experience has been for both my personal and professional growth. From learning Rails and JavaScript, to understanding the intricacies of client relationships, I've gained a wealth of knowledge that extends far beyond technical skills. The opportunity to work alongside experienced professionals and receive constructive feedback has been a huge source of development for me. As I move forward, I am excited to apply these lessons and continue exploring the world of Software Development, confident in the foundation this internship has provided.

Concept testing is a research method that explores how a user perceives or interacts with a new idea. It usually takes place early in a project, and involves putting ideas into the “real world” to see how users will react to them.

Not every project needs to include concept testing, but it can make your solutions more user-centered. Involving users in the design process leads to products, sites, and experiences that are more aligned with user wants and needs — and ultimately more successful.

Concept testing is most useful when exploring ideas that are novel, complex, or risky. It can also help your team:

• Generate more purposeful, user-centered ideas.
• Identify which ideas provide the greatest value to users. 
• Prioritize the most promising idea(s), saving time and money.
• Evaluate any significant changes you make along the way.

I’ll cover how we use concept testing at Viget to help our clients gain clarity and develop user-centered solutions. 

This article will be part of a three-part series focused on concept testing. First, we’ll focus on planning out your concept testing. 

Form a clear plan

A successful concept test has a well-defined plan at its foundation from the start. At Viget, we work with clients to define what you want to learn, and who you want to learn from. 

Let’s imagine that you and your team are redesigning an online food delivery platform, and you have some new concepts that you want to test to see if they resonate with users.   

Focus on what you want to learn.

Start by defining research objectives. Think of these objectives as your north stars that will guide you and your team. You’ll use these for initial alignment, and then to frame what the prototype needs to do, and what feedback you really need.

You can create a strong set of objectives by asking:

• What initially sparked the motivation to test?
• Where do you have the most uncertainty about your concept?
• What are the key things you need to know through testing?

Teams usually have a lot of questions, and feel pressure to answer all of them at once. Resist the pressure! Instead, focus on the most pressing and critical — it will allow you to dive deeper into the most important areas in a session. Otherwise, you may not have the depth you need to move forward when you finish the testing.

Let’s say you've developed new solutions that span the whole user journey of online food delivery. You could spend a whole research session asking questions that cover all that breadth, but you would get much more depth by focusing on one particular moment in the journey, like the online ordering experience.

Think about who you want to talk to (and be holistic).

If you aren’t intentional about who you test with, you can end up with feedback that may not be applicable. Ideally, you’re talking to existing customers or people who would use the website or product in the future. Look at behaviors, like whether they’ve used a competitor, or hold specific sentiments, when recruiting participants. Perhaps you’re trying to expand your audience for your new food delivery app, so you may want to talk to people who cook at home frequently as well. 

Don’t forget to think holistically. Consider every person who might interact with this solution, from beginning to end, and who might be affected by it. For your new app, you'll want to test with the diner, but your solutions may also affect the restaurant host/hostess, cooks and cashier’s workflows for example. So you may need to capture their perspectives. 

Opinions aren’t strong evidence.

You may gravitate towards seeking preferences or opinions about your concepts (i.e., “which concept is better?”). But rather than focusing on which concept users like most, it’s more important to uncover user behavior. Preference-centric concept testing won’t teach you about how someone might actually interact with this concept. 

For instance, you’ll learn much more about which new concepts for online food ordering are most beneficial to users if you ask about how they might use it in a scenario. Or even better, you actually have them interact with each one.   

Questions like the ones below will give you stronger indications of user behavior:

• When was the last time you used [the competitor]?
• How might this concept fit into your day to day?
• How would you accomplish this task with the concept?

Avoid asking questions like “Which concept is better?” or “which one do you prefer?” Instead ask why one concept has advantages or disadvantages over another for a user, or how they actually envision it in their daily life. 

Even if the focus of the test is on preference (as is the case for branding or marketing research) it’s still helpful to dive deeper into what a user feels the design is communicating to them and why that prompts a specific reaction.

These key strategies that I’ve covered should get you a jump-start for successfully planning out your first concept test.

In the next article in the series, I'll dive into prototyping.

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. 

In recent years, as distributed work has become the norm, all-hands trips have become more commonplace. Even companies that have always done them now see their importance in a new light. They are expensive and demanding for everyone involved, but when they’re done well they can be incredibly impactful. Are you bringing your team together and feeling the stress of getting it right? Designing the time together takes strategic thinking, logistics planning, and the confidence to ask everyone to contribute to the event’s success.

Last week, we came together to connect, celebrate each other, and look forward to a bright future in our quarterly all-hands event we call Third Third Thursday or TTT. It was our first in-person all-hands event since May 2023. At Viget, we actively build our culture together. The responsibility doesn’t fall on just a few individuals' shoulders. Our events are successful because individuals show up, speak up, listen, and honor the limited time we have together in-person. This is evident in the chats over breakfast pastries, the all-in approach to competitions breakout sessions, and the peer talks and discussions throughout our events. This connection and camaraderie doesn’t just happen, we work hard to make it happen. 

Reflecting on last week’s event (and 7 years of other events), I want to share these five key planning tips to help you craft a successful event. 

Leverage your physical space to help achieve your event goals. This fall we had a smaller number of attendees and we wanted to encourage discussion throughout the event so we set up the room in large U shape to foster conversation. We also made the most of our exterior space, which featured a fire escape staircase, by hosting an egg drop competition. 

Over communicate, especially around when team members can expect breaks and when they can expect to be fed. As the event lead, I share my phone number multiple times ahead of and throughout the event. We also make sure to communicate in dedicated channels, including an event Slack channel for all attendees, a behind-the-scenes Slack channel for presenters only, and an event website. We share important key information like bus schedules and flight confirmations via email. In advance of the big day, we shared this slide with our team to both inform and inspire. 

Leave room for unstructured time and connection. Over the years we learned that some of the best discussions and a-ha moments come from chats over a meal or a snack during the “unplanned” parts of the event. Now we plan ahead for these, leaving ample time for unplanned, impromptu a-has. We think about airport Uber rides, charter bus rides, morning runs, evening board games, or late-night drinks and look for ways to grease the wheels of serendipity. This was especially important for us this fall since it had been so long since the last time we all gathered together. 

Look for ways to celebrate what is unique to your company. One pretty fantastic thing that comes with a quarter century in business is the community we’ve built along the way. We make a point to keep up with previous Viget employees who we proudly call our alumni. We love our alumni and enjoy recognizing their contributions to Viget. One way we do so is with annual picnics, which we host when the most current Viget employees are in town for an event. These picnics are often a great mix of reconnections and networking.

Find ways to surprise and delight. Think big and small. For example, this fall we put colored pencils and butcher block paper out during our meeting time. Our autumnal decor included blue(ish) and orange pumpkins (Viget colors!). We made a subtle callout to an internal project by serving french fries as our afternoon snack. And we surprised our team with Unreal treats for their bus rides home. The treats served as dessert and a means for us to introduce our next in-person event, our spring TTT, aka Viget25. 

Some companies advocate for all-hand retreats to be social and relaxing, but not “productive.” They tout a meeting-free event. At Viget, we see the meeting time as crucial because that is when peers share knowledge, reflect on their recent work, showcase client impact, and highlight new ideas and personal growth. Similarly, our co-founders reflect on Viget’s performance and share thoughts on the upcoming business direction. The meeting sparks genuine inspiration and creates a time for us to remember what brought us to Viget in the first place – to build world class tech in support of our clients. 

On the heels of a successful gathering, it’s time to start planning the next one. For our next event we’ll head to the Allegheny Mountains where we’ll leverage a unique and memorable venue, offer plenty of unstructured time for connection (with each other and nature), loop in alumni where appropriate, plan inspiring meeting content, enjoy many meals and treats together, and of course find ways to surprise and delight. 

Work-related travel isn't for everyone, but if you know someone who appreciates the idea of dedicated time to connect with and celebrate their peers, we’re hiring. And to all the culture champions and event planners out there, good luck with your next all-hands! 

This is part two of a three-part series on how to successfully conduct concept testing with users, focused on prototyping. Check out part one (planning) to learn more.
 

Prototype your concepts

Once a well-aligned research plan has been crafted, it’s time to create a prototype (or multiple) based on your concept. There are a plethora of ways you can create prototypes that communicate your concepts to users; I’ll cover strategies that will help spark meaningful reactions and conversation.

Provide context to ground your concept

We humans as a whole are poor predictors of our own future behaviors, so it’s really important that your concept testing simulates the future experience you’re trying to test. Ideally, you want to ground your concepts, so a participant can envision it in their own day-to-day. One of the best ways to do this is by building in context, whether into the prototype itself or in the way you actually test out the concepts.

You can ground a participant in what they would actually do by: 

• Adding small contextual details into the prototype (e.g. the participant’s name or location). 
• Providing the participant with a realistic scenario to frame the prototypes
• Designing a certain scenario into the actual prototype (e.g. error messages appear in).  
• Conducting the test in the actual or simulated environment where it will be used. 

Grounding a participant can make a difference in how someone interacts with your prototype. Let’s imagine you and your team are redesigning a part of an online food delivery platform for restaurants, specifically the parts that hosts and cashiers use. When you put your concept to the test, you can ground participants by “simulating” a lunch rush atmosphere (distractions, loud noises, etc).

Build real-ish prototypes

It might sound counterintuitive but you don’t need high-fidelity prototypes for concept testing. While high-fidelity prototypes may best simulate the future experience, that level of fidelity may not be feasible for a few reasons: 

• You don’t have the time to create something at that level of detail or complexity before testing.
• You don’t have the details fleshed out yet.
• You want your users to help define these details with you. 

Low to mid-fidelity (or as I like to call “real-ish”) prototypes can still get you to the insights you need and even have some unexpected benefits. It’s easier for research participants to focus on overarching concepts when interacting with low-fidelity prototypes. Higher fidelity prototypes tend to invoke feedback hyper-focused on the details. With lower-fidelity, research participants are more likely to provide critical feedback on ideas, since they don’t seem as “final.” You can also leave out certain details in a low-fidelity concept, which allows you to brainstorm with participants.

Again, crafting context is a large part of building out an idea that starts to feel “real” enough for a user to invoke a response. Some examples of real-ish prototypes with just enough context include: 

• Setting the stage with realistic scenarios for how and when research participants would reach out to an AI chat bot in a therapy app.
• Creating initial wireframes for a ride-sharing app that research participants test out in a simulated car ride experience, to understand what info is most helpful at each moment on the ride.
• Sending research participants “updates” on their food delivery order, to learn what participants might want to know about their order’s progress. 

Be selective about which concepts to show

You may have several concepts (or variations on a single concept) that you want to prototype out, and test through research. They may all feel exciting and important, but showing too many in one session can leave a research participant with decision fatigue. Even if you need to test multiple concepts to move forward, you don’t want to show every single one you’ve come up with.

Instead, you’ll want to be selective. One way to help you decide which concepts are best to test is by mapping them out on a matrix.

Let’s imagine again you and your team have generated multiple concepts for your food delivery app that aim to tempt users to order takeout more frequently. Perhaps some concepts focus on individualized recommendations, while other concepts show social trends. First, create a matrix that has extreme aspects of the concepts on each end and place them where you think they might belong. 

Then, ask yourself a few questions: 

• Are there two concepts that are too similar to each other? 
• Is this concept playing it too safe?

These kinds of concepts may not give you useful feedback because they’re not distinct enough or they’re too neutral over all. Instead, you’ll want to select concepts that are on the edges of your extremes. Those concepts will allow you to learn much more about your users and how they might interact with your concepts in the future.

These tips will help you craft prototypes that research participants can more easily and accurately react to. 

To end this series, I’ll discuss how to prepare for the actual testing in my next article.