One of the most common questions organizations ask before starting a writing project is “How long will this take?” The honest answer is that timelines vary based on complexity, access to subject-matter experts, and how quickly reviews happen. Let’s explore typical timeframes so you can plan realistically. The biggest variables in turnaround time generally involve the reviewing and scheduling process, rather than the writing itself.
Typical timeline: service pages
Creating a new service page for a website typically involves between two and three weeks. Before the writer types a single word onto the screen, they work to clarify the page’s goals and the specific audience they’ll target. (There are often multiple audiences, but there’s usually one that represents the client’s first priority.) The writer will also gather and review background material and may conduct short interviews with the client’s subject matter experts.
The actual drafting tends to start near the end of the first week or the early part of the second. By the end of the second week or the beginning of the third, the writer sends the first draft to the client for a review. Based upon the feedback received, the copy is refined and revised, eventually resulting in the final, approved version.
When that timeline takes longer, one of several common factors is usually the cause. Typically, the biggest source of delays is waiting on information from the client, particularly technical details. As we progress into the drafting and client review phase, having multiple stakeholders on the client side can dramatically slow the process – especially when they disagree with the objective or what the most important points are. Having a single decision-maker and clear background information usually speed the process up.
Typical timeline: case studies
Case studies tend to take longer because most involve contact with another organization, namely your customer. While some case studies are completed within a couple weeks, most take between four and five weeks from start to finish. The process begins by choosing the right customer story and reaching out to confirm that the customer is willing to participate. (Sometimes, the contact person may first have to obtain permission from management, which can add time.) Once everyone is ready to move forward, it’s time to schedule interviews.
Those interviews generally take place in the second week. The writer will work to gather results and identify the key points and messages to include in the case study. Following that, the writer will develop a structure and angle for the case study before beginning to generate the first draft. Once that draft is ready – typically sometime in the third week – it’s submitted for client review. And once the client is okay with the draft, they’ll send it to the customer to make sure the information is accurate and the customer is comfortable with the language being used. The entire review process and obtaining needed revisions can easily consume another week or two.
The most common source of delays with case studies involves customer scheduling and the approval process. You’d be surprised how often the customer will be on vacation or out at a conference during the week when interviews are planned. Keeping everything coordinated usually takes longer than the client’s optimistic estimates. If the client has the customer’s buy-in before the process begins, or has already gathered information about the results, everything moves more quickly. Having a single reviewer (or one person who can coordinate the internal review process) on the client side is a big help.
Typical timeline: white papers
White papers typically require the most time because they combine research and strategy with a well-structured argument and because clients usually put more effort into carefully reviewing them. A white paper on a complicated topic can easily become a two- or three-month project.
Most often, the first couple of weeks focus on defining the audience, narrowing the objective to a primary message, and then outlining the structure the paper will take. This is also when the writer and client determine the data they’ll need to support the objective. As the project moves into weeks three through five, the writer reviews research and conducts interviews with subject matter experts. After that, the actual drafting begins.
In most cases, the internal review process of a complicated white paper takes two to three weeks. As multiple internal audiences (and sometimes some external folks) review the paper, they check for accuracy, clarify the technical information, and refine the overall message. The last two to three weeks are devoted to making the final edits and getting approval. After that, the white paper may undergo design and layout, whether that’s performed by the writer, internal staff, or an outside graphic designer.
What slows white papers down?
Any kind of complexity is usually the biggest source of delays – whether that’s a particularly complex subject, the involvement of several different internal departments, efforts to fine-tune a new or evolving strategy, time spent checking data and other facts, and review by legal or compliance teams. Having a single clear owner within the client who can coordinate everything keeps white papers moving forward – especially when the topic is unusually timely.
The single biggest source of slowdowns
No matter what kind of project is involved, the biggest factor in creating and trying to comply with the timeline is almost never the writing itself. It usually centers on how quickly feedback can be gathered and decisions can be made. If that feedback is fragmented, contradictory, or delayed, the timeline will grow – but when the client’s review process is well-coordinated and feedback is specific and timely, projects tend to move more quickly.
What if we have a rush project?
Sometimes there are obvious needs for a project to move much faster than the norm. This can be because of a response to current news or things like legislative developments, an unexpected opportunity, an upcoming event, or internal procrastination. Those kinds of factors can produce panicked requests like “Can you help us get this done in time for the trade show?” The answer can be yes, but only when the client is prepared to do some heavy lifting. That means defining (and narrowing) the scope of the work quickly, having clearly defined expectations, providing immediate access to information, and making sure decision-makers will not delay the approval process.
What can we do to keep the project on schedule?
Organizations that are effective at staying on a timeline usually assign one internal owner, provide background materials early, consolidate feedback into a single response (without unresolved conflicts from reviewers), and steer clear of rewriting by committee. These four steps alone can cut project time significantly. Other strategies for keeping projects moving include scheduling interviews quickly, knowing who will need to review the project and making sure they have capacity when it’s ready, and setting tight deadlines for feedback.