“We need a modern website” is not a spec
The client says one sentence, and the contractor understands it in their own way. Two months later both are unhappy: the client didn’t get what they expected, and the contractor says “this isn’t what we agreed on.” Deadlines slip, the budget grows, and the relationship breaks down.
In 90% of cases like this, the cause is the same: unwritten expectations. A technical specification (spec) gets them down on paper before the project starts.
In 90% of cases like this, the cause is the same: unwritten expectations. A technical specification (spec) gets them down on paper before the project starts.
“A good spec is measured not by the number of pages, but by the number of open questions: the fewer, the better.”
The 7 required sections of a spec
A well-built digital system speeds up processes, reduces manual work, and lets the business owner oversee everything from a single place.
Goals and metrics
Why the site is needed and how the result will be measured: X inquiries per month, online payments, a dealer portal.
Audience
Who visits, from which devices, in which language. Pages differ for customers, partners, and employees.
Page structure
A list of all pages and which blocks each one should have. Even a simple diagram is enough.
Features
Forms, filters, a calculator, a personal account, payments. Describe how each one works in a sentence or two.
Integrations
CRM, payment systems, Telegram, 1C, analytics: what the site will be connected to.
Kontent
Who prepares the text, photos, and videos, and by when. Most projects stall exactly here.
Acceptance criteria
A project’s “done” is defined by what gets tested: which browsers, what speed, which languages.
What does a proper spec give you?
1. A firm price
Contractors quote from the same document, so it’s easy to compare offers.
2. Deadlines hold
Unexpected extra work like “let’s add this too” goes down.
3. Dispute-free acceptance
The project is checked against criteria, not gut feeling.
3 steps to revive your CRM
1. Ask your managers
Write down what they find inconvenient in the CRM. Usually 3–4 specific obstacles come up.
2. Cut manual entry
Connect website forms, the Telegram bot, and IP telephony to the CRM. The manager only records the outcome and a note.
3. The owner sets the rule
A deal that isn’t in the CRM doesn’t exist. Weekly meetings are based solely on CRM reports.
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