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Creating an operations manual is a key part of franchising any business, as it helps ensure each franchisee is operating in the way that made the original, franchised, business successful in the first place. You want reliable, repeatable, consistent performance from every franchised location.

However, it’s often the case that there needs to be slight variations between each franchised location. The challenge is, how can this be reflected in the operations manual?

For example, let’s say a company called Doner-Summa decides to franchise its business selling turkish doner pizzas and have franchises in Leeds (in the UK) and Dublin (in Ireland). It wants to have standard operating procedures in the case of a fire, but it has the challenge that the layout of each store is different, as is the emergency telephone number between the two countries.

The solution is to create a franchise operations manuals where certain sections are controlled centrally by the franchisor, and where other sections can be customised to reflect the particular situation of each franchisee:

When the Leeds branch adds its content to its operations manual, it contains important and specific information relevant to their situation. In this case, the location of the fire alarms and the evacuation point:

The Dublin branch operations guide looks similar, but the building diagram and the emergency number are different:

With this approach, Doner-Summa has not passed over all control of the manual to the franchisees. It still has the ability to make iterative improvements to the processes and procedures from the centre.

Let’s say, for example, Doner-Summa discovers the procedure states people should contact the operator, when they should contact the fire brigade. It can make a change to the centrally controlled core procedure, and this change will auto-magically be inserted into all the franchisees’ versions of the guide.

Change made to the core procedure here:

Results in the franchisees operations manuals being automatically updated to reflect the change:

Of course, any printed versions of the operations guide will only be updated when a new version of the guide is printed out by the franchisee. However, it’s possible for an automatic notification email to be sent out to every franchisee whenever the core content has been amended. Also, any online or  tablet versions of the manual will have been updated in real time.

Note: Turkish pizzas do exist in Germany. They are donor kebabs wrapped in a burrito-type bread instead of pitta bread. Doner-Summa is not meant to reflect any existing business with the same or similar name.

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One of the attractions of using Confluence to create reports is the ability to enter some of the content quickly by selecting items from drop down lists. This technique has been the key ways that one of our clients has been able to reduce the time they need to write reports from 1.5 days to 2.5 hours.

Although version 4 of Confluence has been out for a few months now, it’s only in the last couple of weeks that the plug-in for creating these drop down lists has been updated to be compatible with the new version.

So, does it work?

We’ve found the drop down lists worked in version 4 when we created new pages from scratch. However, the drop down lists didn’t work on reports originally created in Version 3 of Confluence. We did find out what was causing the problem, and the fix is to re-enter the drop down options in your lists. If you’re migrating content from version 3 to version 4, you’ll need to bear this in mind.

The drop down lists work well in Firefox and Chrome, but they looked slightly odd in Internet Explorer.

To use the drop down lists, you now click on a new button called “Edit Content” that’s at the top of the page – a more intuitive way than before.

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Recent investigations into the famous Lascaux cave paintings in France suggest the images might actually be the first ever Health and Safety manual. This discovery could mean the professions of both Technical Author and Health and Safety Officer began significantly earlier than is commonly believed.

A paper released today by Professor Miriam Webster of the Université de Riz Lacroix proposes the paintings actually describe the safe hunting and handling procedures for livestock. Professor Webster said in an interview for Le Figaro:

When I saw the outline of a hand on the cave wall, it suddenly struck me how similar it was to the hand symbol we see around us on safety signs today.

Safety sign from cave painting Flickr image: BotheredByBees

Modern day hand safety sign

Although hi viz jackets and safety goggles were obviously not around in those days, you can make out some primitive safety equipment in some of the hunting scenes.

Hunting scene containing perhaps a primitive form of safety barrier? Flickr image: Chico Ferreira

Whether the creators used any form of primitive help authoring tool seems unlikely, but it will surely give a boost to the technical communication profession to know they are perhaps one of the oldest professions in the world.

 

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I was sent a review copy of Confluence, Tech Comm, Chocolate: A wiki as platform extraordinaire for technical communication, by  Sarah Maddox. It’s about using wiki technology for developing and publishing technical documentation, using the Confluence platform, the emerging trends in the creation of User Assistance and, in places, chocolate.

Confluence, Tech Comm, Chocolate

The book is aimed at three audiences:

  1. The person who isn’t sure what collaboration tools and wikis are, and is not yet fully convinced these are platforms they should use for producing and publishing technical documentation
  2. Someone who has used Confluence or another similar application, but sees themselves as a beginner
  3. Advanced users of Confluence.

The author manages to pull it off  - all three groups will find the book interesting and useful.

For the skeptics, Sarah raises and answers a great question:

Isn’t a wiki just a puddle of chaos?

The problem with the word “wiki” is everyone thinks of Wikipedia, with its complicated authoring environment and occasional errors. Sarah explains not all wikis are like Wikipedia, and how Atlassian, the makers of Confluence, struggles to describe the software (it currently says it “provides collaboration and wiki tools”). In fact, Confluence is a tool that can publish EPUB ebooks, PDFs, Word documents, HTML, DocBook files and, probably quite soon, DITA files. It has a rich text editor that looks like Word. It’s a wiki that doesn’t look like a wiki.

The book itself was written in Confluence. Comprising 477 pages, there’s a lot of “meat” in this book. We’d consider ourselves as knowing a lot about Confluence, having used it to build solutions for a number of clients, but there were many useful nuggets of new information.

Enthusiasm oozes through almost every page. That’s partly because Confluence is one of those tools that causes clients to get excited. They very quickly realise the potential outside of the original project. It’s also partly because the author is passionate about the subject.

Examples are built around a hero (heroine, actually) called Ganache, and this approach works well.

The book also looks at new trends in User Assistance – where technical documentation is going and how it will be created. A Cherryleaf article is mentioned in passing. It looks at working in an Agile software development environment, and how a collaborative authoring environment can help reduce the authoring bottleneck Agile can produce.

Sarah also highlights the weaknesses of authoring in this environment. There are issues around round tripping (and whether it’s needed or not), in particular.

Technical Writers will also have questions about translation and localisation of content, which is touched on only briefly. Publishing to .CHM files isn’t covered. However, there is a wiki that complements the book, so readers have the opportunity to raise these questions with the author (and discuss them with other readers) there.

If you’re interested in collaborative authoring, wikis, Confluence, chocolate, working in an Agile environment or where technical documentation is going, then it’s worth getting this book.

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This vacancy would be suitable for a graduate who would like to start a career as a Technical Author:

#4109 Graduate Trainee Technical Author / Trainer, Leeds, £22k-£26K

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We’re considering running a training workshop on how to use the iPad and other tablets as a device for delivering documentation. The primary focus will be on the iPad, but we can also cover what’s possible on Android tablets.

If there is sufficient interest, then we’ll run a course.

We’ll cover items such as

  • How organisations are creating, in just 30 seconds, online magazines for “getting started” guides, tips and tricks, training guides and FAQs, using existing content from your Web site and blogs.
  • Apps for reading content
  • Tools for creating content
  • What works/ what doesn’t work
  • Implications for the future, how to use the iPad to gain and edge over your competition etc
  • IPad and PDFs – reading them on the device, copying them onto the iPad.

Let us know if you would be interested in attending such an event.

Location is likely to be in London or the South East of England.

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I was sent a review copy of Alan J. Porter’s latest book, The Content Pool: Leveraging your company’s largest hidden asset. It’s a well written book that’s ideal for anyone who is uncomfortable about the way their organisation creates and manages its written content, as well as anyone who simply wants to manage their content in better ways.

The book identifies and takes you through the key aspects of taking control of your content. I liked the book for what it left out, as much as what it covered. Content strategy and content management are huge topics, and it’s easy to feel overwhelmed by it all.

He could have covered topics such as the difference between short term and long term information, the provenance of information, and the attention economy (illustrated in the video below). However, he was right to leave those topics out and keep the focus on the main issues.

Alan raises key questions (such as why are you producing this content?), and helps steer you to the answers. The book also contains many anecdotes and case studies that keep you engaged throughout the book. He keeps reminding you to check any content system you implement meets your business goals.

He states:

However, being realistic, very few if any, companies are going to leap immediately from undervaluing their content assets to having them overseen and cared for by the highest levels of the organizations.

At the start of the book, he lists many examples of where poor content has had a major impact on an organization. Unfortunately, I don’t think these will persuade a CEO who thinks content is not that important to change their mind. I suspect they are more likely to change their mind if they felt their content was causing them to be left behind by their competitors.

The examples of Disney’s (which is mentioned in the book) and Coca Cola’s approaches to content strategy are likely to be a more convincing argument – big companies using content to gain a strategic advantage. We’ve also found other motivating factors to be directors who feel they don’t fully understand how the organisation is doing (numbers can only tell you so much, and meeting people is time-consuming) and CEOs who feel staff are not ‘getting’ the organisation’s goals and direction.

The final chapter provides great advice on how to sell yourself, and the idea of content strategy, to the organisation.

The worst aspect of the book is its cover drawing – it’s the wrong image for a professional book such as this. So, don’t judge this book by its cover – it’s worth adding to your bookshelf.

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After a few days of using the new iPad 3, it seems likely that, in the future, documents will be designed to take advantage of its retina display. Below are some thoughts on the new trends we’ll see in the way documents are designed for reading on tablet devices.

The paper metaphor

It has been good practice to present information published on paper and information published on screen differently. The limitations of computer screens, (for example, the screen resolution, screen flicker and eye strain issues) have meant long, linear documents don’t work on a screen. People like the resolution, portability and ability to make notes that paper provides. Paper simply is a great medium for deep learning and reading on the move.

It means organisations expect PDFs to be read on screen, when in reality they are printed out by users. Often the promised printing savings by distributing content online were never actually realised.

With the iPad 3′s screen, most of the limitations of reading on screen have been eliminated. Indeed, Apple is promoting it as a device for reading textbooks – which is can be an example of deep learning. It’s like paper in that it’s portable, you can make notes and you don’t get eye strain.

This means, we’re likely see documents on screen that look like documents printed on paper. It may be time for Technical Authors to dust off that copy of “Dynamics in Document Design”! For books that use Apple’s iBooks, we’ve found you tend to read page by page, instead of using the “peck and scan” approach common reading online content.

A new metaphor for online documents – Metro

The paper metaphor is not the only metaphor you can use. The new Metro UI, developed by Microsoft for Windows 8 and smartphones, is another design metaphor that is being adopted.

The Metro UI uses the following approaches:

  • Information is consolidated groups of common tasks to speed up use. This is done by relying on the actual content to function as the main UI.
  • The result is an interface that uses a “grid approach”, using large blocks (instead of small buttons, as well as laterally scrolling “canvases”.
  • Page titles are usually large and scroll off the page laterally.
  • The UI responds to users actions, by using animated transitions or other forms of motion.

An example of this is the Guardian iPad app:

According to The Guardian’s Andy Brockle:

We have created something that is a new proposition, different to other digital offerings. It works in either orientation and nothing is sacrificed. Instead of it being based on lists, breaking news, and the fastest updates it’s instead designed to be a more reflective, discoverable experience.

Displaying images

With the ability to pinch and zoom, readers have the ability to look at images in great detail. This may mean writers will need to present their documents in SVG format, but if we assume they stick to bitmap formats such as .jpg and .png, we’re still likely to see a change in the way documents that rely on images are designed. Instead of needing a series of separate images to display detail, the writer can provide a single image for the reader to explore. It also seems likely we’ll see images that contain “layers” that can be peeled off to reveal the underlying details.

Unresolved aspects

We’re at the beginning of the process of making the most of portable devices with “real-life” displays, so document design is likely to evolve further. It’s still unclear what is the best navigation UI for iPad3 readers.

The bear trap

There is a huge bear trap waiting to catch out organisations – that they assume what works on iPad 3′s retina display will work on screens with lower resolutions.

Conclusion

The more you use the iPad’s new screen, the more you realise it will change the way documents are designed in the future – the biggest possibly being a move from on screen content being structured laterally instead of vertically. With predictions of there being more iPads than citizens of the United States of America by the end of next year, there’ll be more and more reasons for optimising content for the iPad 3.

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Here is a video of some initial tests we carried out on the iPad 3 and how it works as a device for delivering documentation:
- Using iBooks to display ibooks, EPUB and PDF files.
- Viewing web-based Help
- Help delivered as an app.

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This Institute of Scientific and Technical Communicators (ISTC) has today accredited our £175 Technical author basic/induction training course. As this is an independent assessment of its quality, we’re delighted to have this course accreditation.

The ISTC’s reviewers provided us with a lot of feedback. This was more than a paper exercise and Technical Authors are never shy in making suggestions and comments to their peers. In light of some of the comments, we’ve tweaked some of the copy on the Web page . We’ve explained this is a course for people working in IT, rather than those working on planes, trains and automobiles type projects. They also picked up that we’d mentioned “Agile” and “User Assistance” in a module without explaining them – a fair point. There were other discussions, such as, should we have mentioned any documentation standards? If so, which one?

The course modules remain unaltered, although we have useful suggestions to implement whenever the course is revised.

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