Project Management • Growing Significance in Today’s Business World • More Competitive: Time, Resource, and Cost Management Requirements are More Demanding • Projects: User Documentation, Presentations, Training Course Material, Sales Proposals, Marketing Data Sheets Project management is a subject of growing significance in today’s business world. As projects become increasingly complex, as managing time and resources becomes more unwieldy, and as competition increases, organizations are searching for more effective ways to manage the projects they undertake. A project is a task which must be completed within budget and by a specific time; which is usually, but not always, carried out at once. Examples include preparing a presentation for a major meeting, installing a computer system (including training documentation), or introducing a new product (including sales proposals and marketing data sheets). Technical Communications: Process
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Project Management
• Growing Significance in Today’s Business World
• More Competitive: Time, Resource, and Cost Management
Requirements are More Demanding
• Projects: User Documentation, Presentations, Training Course
Material, Sales Proposals, Marketing Data Sheets
Project management is a subject of growing significance in today’s business world. As
projects become increasingly complex, as managing time and resources becomes more
unwieldy, and as competition increases, organizations are searching for more effective
ways to manage the projects they undertake. A project is a task which must be completed
within budget and by a specific time; which is usually, but not always, carried out at
once. Examples include preparing a presentation for a major meeting, installing a
computer system (including training documentation), or introducing a new product
(including sales proposals and marketing data sheets).
Technical Communications: Process
Duties and Skills of the Project Leader
• Plans and Coordinates Project Activities
• Project Completed On Time and Within Budget
• Work Well with Peers and Motivate Writing Team
• Excellent Oral and Written Communication Skills
• Manage Time, People, Resources, and Multiple Responsibilities
Effectively
• Interview and Evaluate New Writing Candidates and Make
Recommendations to Management
• A documentation project leader (or manager) plans and coordinates the activities
of a documentation project. A project leader can be the sole writer on a project or
the lead writer on a larger, multi-writer project; ensuring that the project passes
quality checks, and is completed on time and within the budget set for it. To be
successful as a project leader, you must work well with your peers and motivate
the members of the writing team, have excellent oral and written communications
skills, manage time, people, resources, and multiple responsibilities effectively,
interview and evaluate new writing candidates, and make recommendations to
management.
Administrative Tasks for the Project Leader
• Anticipates Problems Affecting Project Group
• Schedules Writing and Production Resources
• Delegates Project Writing Tasks
• Forecasts Special Needs/Ensures They are Met
• Informs Management and Peers of Project Status
• The following are some administrative tasks performed by the project leader: 1)
anticipates problems affecting the project group, 2) schedules the writing and
production resources for the project, 3) delegates the project writing tasks, 4)
forecasts the special needs of the project and ensures that those needs are met, 5)
informs management and peers of the project status regularly,
Administrative Tasks for the Project Leader
• Creates Documentation Plans and Monthly Status Reports
• Provides Management with Performance Evaluation Information for
Each Member of the Project Team
• Ensures that All Documentation Project Tasks are Completed
• Keeps Records of Project Activities
• 6) creates documentation plans and monthly status reports for all new projects, 7)
provides management with performance evaluation information for each member
of the documentation project team, 8) ensures that all documentation project tasks
are completed, and 9) keeps records of project activities.
Writing-Related Tasks for the Project Leader
• Provides Support, Mentorship, and Training
• Provides Technical Direction for the Writing Team
• Ensures that Documentation Standards Are Met
• Reviews Documentation for Readability, Accuracy, Consistency,
and Style
• Identifies Future Documentation Requirements
• Suggests and Implements Process Improvements
• The following are some writing-related tasks performed by the project leader: 1)
Provides support, mentorship, and training for the writing team members, 2)
provides technical direction for the writing team, 3) ensures that documentation
standards are met, 4) reviews documentation for readability, accuracy,
consistency, and style, 5) identifies future documentation requirements, and 6)
suggests and implements process improvements.
Client-Relation Tasks for the Project Leader
• Explores Opportunities with Potential Customers
• Analyzes Customer Documentation Needs
• Negotiates Project Costs and Schedules
• Coordinates People, Budgets, and Schedules
• Primary Contact for All Documentation Issues
• Communicates All Relevant Project Information to the Members
of the Project Writing Team
• The following are some client-relation tasks performed by the project leader: 1)
Explores opportunities with potential customers, 2) analyzes customer
documentation needs, 3) negotiates project costs and schedules, 4) coordinates
people, budgets, and schedules, 5) acts as the primary contact for all
documentation issues, and 6) communicates all relevant project information to the
members of the project writing team.
Suggestions for Project Leaders
• Set Expectations and Manage Them
• Clearly Explain Your Expectations; Don’t Leave Anything Out
• Make It Clear: Developers Expected to Spend Time with Writers;
Documentation Part of Product
• Keep Channels of Communication Open
• Ask for the Product’s History, if Relevant to Learning More
About Product Features
• The following are some suggestions for project leaders: 1) Set expectations and
take the initiative to manage them, 2) give a clear explanation of your
expectations; remember, what you do not say is just as important as what you do
say, so don’t leave anything out, 3) make it clear that developers are expected to
spend time with writers, and that documentation is an essential part of the product,
4) keep your channels of communication open to everyone, 5) if necessary, ask for
a history of the product, which may make you more aware of product features…
Suggestions for Project Leaders
• Remain Professional at All Times
• Detailed Planning = Professional Atmosphere
• Positive and Professional Attitude Lends to Credibility
• Ensure that Presentations are Professional: Examine Room,
Check Audio/Visual Equipment, Use Visual Aids at Every Opportunity
• 6) remain professional at all times, 7) produce detailed plans; it creates a
professional atmosphere, 8) have a positive and professional attitude; it lends to
credibility, 9) when making group presentations, the environment can be a help or
a hindrance to you. Be certain that your presentation is well received by taking the
following precautions: If possible, examine the presentation room beforehand,
ensure that the audio/visual equipment you need is available and operational, and
use visual aids when you can…
Suggestions for Project Leaders
• Establish a Respectful Relationship from the Start: Ask Client
About Their Preferred Way of Working, e.g., Email? In-Person? Regular
Meetings?
• Explain Your Role at Start of Project
• Attend Client Team Meetings (Denotes Control/Gains Respect)
• Get to Know the Client: Meet with Each Developer Individually
at Start of Project
• 10) establish a respectful relationship: ask the client and members of the client’s
team how they would like to work (e.g., communicating by email, meeting in-
person, meeting regularly, etc.), 11) explain your role at the very start of the
project, 12) attend client team meetings; this shows that you as the writer are in
control, and gains the respect of the team, 13) get to know the client: try to meet
with each developer individually at the start of the project.
Suggestions for Project Leaders
• Look Around Client’s Office for Common Points of Interest;
Have Lunch or Coffee with Client
• Establishing a Rapport with Client Makes it Easier to Extract
Relevant Information for the Documentation
• Try to Have a Meeting for the First Draft Review with All
Reviewers: Saves the Time Spent Chasing Down Reviewers with Opposing
Viewpoints
• 14) look around your client’s office to see any indications of common points of
interest, or make a point to have lunch or coffee with your client 15) establishing a
rapport may make the client or developer more apt to talk to you throughout the
project, making it easier to extract relevant information for your document, and
16) when attempting to obtain review comments, try to have a review meeting for
at least the first draft. Go through the manual page-by-page, if necessary.
Everything should be settled during this meeting, so you won’t have to chase
down reviewers with opposing viewpoints later on. If there are significant changes
in subsequent drafts, similar review meetings should be conducted.
Typical Project Problems and Solutions
• Problem: Getting Inaccurate End-User Information from the Developer
• Solution: Involve the End User at the Beginning of the Project
• The following presents common problems and solutions during most
documentation projects.
• ? Problem: Getting inaccurate end-user information from the developer.
• ? Solution: Involve the end user at the beginning of the project.
• Typical Project Problems and Solutions
• Problem: Gaining Permission to Obtain Input from a Potential User; Some
Project Managers Do Not Seem to Trust the Writer’s Capabilities in Dealing with
the End User
• Solution: Build Up Trust with the Project Manager; Explain How You Are
Going to Interview the End User; Anticipate Any Questions or Objections and
Prepare Your Responses
• Problem: Gaining permission to obtain input from a potential user. Sometimes the
project team coordinator (project leader or supervisor) does not seem to trust the
writer in dealing with the end user.
• Solution: Build up trust from the beginning of the project. Meet with the project
coordinator and explain how you are going to interview the end user. Anticipate
any questions or objections and have your responses prepared.
• Typical Project Problems and Solutions
• Problem: Getting the Most Out of the Interview with the End User
• Solution: Watch the End User in Action; Some Users Are Too Busy or Not
Effective at Answering Questions; Observe and Ask Pertinent Questions to Gain
Information
• Problem: Getting the most out of the interview with the end user.
• Solution: Watch the end user in action. Some people are too busy or are not very
effective at answering questions. If you simply watch and ask pertinent questions
during the process, you can gain the information that you need more effectively.
Typical Project Problems and Solutions
• Problem: Not Getting Review Comments from a Key Reviewer and You
Feel Uncomfortable ‘Haunting’ the Reviewer
• Solution: Speak with Their Supervisor and Yours; Ensure that You
Documented and Communicated the Deadline for Draft Review Comments.
Arrange Review Meetings; Some Reviewers Have Trouble Documenting
Comments, but in a Meeting
They Can Express Their Comments Verbally
• Problem: Not getting review comments from a key reviewer and you feel
uncomfortable ‘haunting’ the reviewer.
• Solution: Speak with their supervisor; speak with your supervisor. Ensure that you
document the times you asked for comments and the turnaround time for
comments. When sending out drafts, state explicitly in your cover letter that if a
reviewer does not give you comments by a certain date, you will assume he or she
has approved the draft as is. Set up review meetings for documents. Some
reviewers may have trouble documenting their comments, but in a meeting they
can express their comments verbally.
• Typical Project Problems and Solutions
• Problem: Client Dictates the Style and Content of the Manual, Creates
Document Templates, Does Not Believe in Documentation Plans, and Does Not
Include the Writer in Documentation Meetings
• Solution: Meet with the Client and your Supervisor; Explain (with
Discretion) that Writers Are Consultants Who Manage the Writing Effort Instead
of Passively Taking Advice and Direction from the Client; Maintain Writing,
Editing, Planning, and Scheduling Standards
• Problem: The client attempts to dictate the style and content of the manuals, set
writing deadlines, create templates for the documentation, and doesn’t believe in
documentation plans. The client has documentation meetings and does not include
the writer.
• Solution: Hold several meetings with the client and the writing supervisor. With
discretion, explain that the writers are consultants who manage the writing effort,
instead of passively taking advice and direction from the client. Adhere to high-
quality writing and frequent editing cycles. Explain that you may not be able to
continue the project without a documentation plan, and maintain reasonable
schedules. In most cases, a documentation plan should be drawn up when
producing a new document (or set of documents), or when developing a radically
new version of an existing product.
• Typical Project Problems and Solutions
• Problem: Availability of Developers
• Solution: Prepare a List of Questions and Meet with the Developer to Go
Over Them; Acknowledge that You Realize the Developer Is Busy; Prepare
Weekly Status Reports and Distribute Reports to Peers, Managers, and Clients;
Ask Developer to Delegate a Reliable Information Source; or Ask Developer’s
Supervisor to Free Up Some Time for the Developer to Provide the Required
Information
• Problem: Availability of developers.
• Solution: Prepare a list of questions and meet the developer to go over them.
However, many developers may want to meet with you immediately; be prepared
for that too. Catch the developer walking by and say: “I know you’re very busy,
but I need a few minutes of your time to…do XYZ.” Prepare weekly status
reports. Distribute these reports to everyone who depends on the documentation,
including peers, clients, and managers. As a result, some peers, clients, and/or
managers may put the necessary pressure on the developers to help obtain what
you need. Ask the developer to delegate another (reliable) information source. Or
elevate the issue by asking the developer’s supervisor to free up some time for the
developer to give you what you need (for instance, reviewing documentation and
answering questions).
Managing Your Client’s Expectations
• Some Clients Expect You as the Writer to Write the
Documentation from Thin Air
• Educate Them About the Possible Sources of Information:
Interviews, Legacy Documentation, Functional Specifications, and
Other Sources
• Although some managers and engineers expect you to write the documentation
from thin air, it’s your job to educate them about the possible sources of
information, such as interviews, legacy documentation, functional specifications,
and other sources.
Expectations for Each Project Participant
• Goals
• Problems
• Expectations
• Pressures (Time, Other Projects or Requirements)
• Options (Documentation Style, Tools, Design, Review Process, and
Others)
• Restrictions (Time, Decisions, Budget)
• Likes and Dislikes
• The following is a list of expectations and considerations which you can introduce
to your client at the beginning of the writing project. Each project participant
should take the time to define each category to the best of his or her knowledge:
Goals, problems, expectations, pressures (e.g., time, other projects or
requirements), options (e.g., documentation style, tools, design, the review
process, and others), restrictions (e.g., time, decisions, or budget), and likes and
dislikes.
Expectations for Each Project Participant
• Style of Work (Casual, Formal, Email, Team Meetings, One-On-
One Meetings, etc.)
• Special Needs (e.g., ? Section 508)
• Levels of Documentation Confidentiality
• Audience Profile and Task Analysis
• Language Translation Requirements (if Any)
• Other expectations include style of work (e.g., casual, formal, email, face-to-face,
formal/informal meetings, meetings with the entire team, one-on-one meetings,
etc.), special needs (e.g., Section 508 for the reading or hearing impaired), levels
of documentation confidentiality, audience profile and task analysis (Who are
they? And how and in what context will they use the documentation?), and
language translation requirements (if any—What languages? And who will do the
translations?).
Sources of Information
• Information Sources Provide the Initial ‘Ball of Wax’
• Use Meetings/Draft Reviews to Continually ‘Play Catch’ with
Reviewers, Continually Growing and Refining This ‘Ball’ of
Information
• Start Out with a Rough Outline, Topic Headings and
Sentences, Then Paragraphs, Tables and Illustrations
• Information sources provide the initial ‘ball of wax’ of information. The project
consists of your throwing this ball of wax back and forth with your review team,
using meetings and draft reviews, and continually growing and refining this ball,
until the final product is ‘rolled’ out. It’s your job to find every which way to keep
the ball rolling. You’ll probably start out with a rough outline, then a topic
sentence for each heading, then paragraphs, then tables, then illustrations.