The site of an independent helps to understand a specialty and to prepare a request compatible with its way of working. The portfolio should show an identifiable contribution and the contact should explain how to start.
These files describe preparation methods. They do not present customer achievements and do not replace the validation of information by the organization concerned.
All sectoral files
Name accepted mission types, deliverables, and boundaries. Distinguish an available skill from a proposed service with a defined scope. A list of software does not replace the explanation of a solved problem. For remote collaboration, specify how documents and returns are shared.
For each authorized project, indicate your role and what has been done by other people. A result image does not allow you to know the scope of the work. If the project is personal or educational, identify it. Keep the credits and avoid suggesting a partnership that does not exist.
Invite the visitor to describe objective, timelines and available elements. A budget indication can help guide it, but do not require a detailed estimate of a person discovering the benefit. Announce the continuation: exchange, examination of the need or quote, according to your actual operation.
Distinguish between contact period and confirmed start date. Avoid a permanent promise of immediate availability. During an absence, adapt the confirmation message and verify that an old ad does not remain on the main page.
Revise references when they no longer represent the offer or when their publication is no longer allowed. A commented selection helps more than an accumulation of captures. Check the external links and specify that a customer site was able to evolve after your intervention.
For each item, keep the source, the person validating it and the language versions concerned. Missing information must become a question to solve, never a value invented to fill the page.
Preparation Exercise: A visitor is looking for a skill, reads an example and then checks how to contact. Use a personal achievement or a clearly designated exercise, without creating false testimony. Explain your role in a collective project and distinguish the elements you have designed from those provided by another person. The presentation should allow a discussion of the problem addressed, the choices made and the limits of the result, even if the portfolio contains few projects.
These criteria are a working basis to adapt to the context. For each, note the action taken, the expected result, the observed result and the information remaining to be confirmed.
Review the examples after an evolution of skills or perimeter. An old project can illustrate an approach if its date and context are visible. Keep role proofs and permissions in your work archives. If a deliverable cannot be published, describe the method within the allowed limits rather than making a capture or reference.
The website can support an initial contact request or explain a defined assignment. Choose according to how repeatable the services are and how well prepared the client is.
A portfolio can contain exercises and personal projects, but their nature must be clear. Do not present a demonstration as work commissioned by a company.
Ask an outsider to describe your offer. They should explain the problem addressed, deliverable and next step without merely repeating tool names.
Yes if he is identified and if he explains a useful approach. It should not be presented as a mission ordered by a customer.
Select those that help to understand the current offer and that you have the right to publish.
Do this only if it is maintained and distinguish the first exchange from the confirmed start of a mission.
Label exercises, personal projects and contributions accurately. Describe the problem, decisions and checks performed. Explain limitations and other people’s roles: transparency makes work assessable even without client experience.
Additional reference: W3C Wai: Structure an accessible page. The sectoral recommendations of this sheet are an editorial method; This reference does not certify the information specific to an establishment.
