We’ve just uploaded some spreadsheets to accompany our online Managing Software Documentation Projects training course.
James Somers is releasing an add-on for Google Docs, Draftback, that enables you to play back and analyse the creation of any Google Doc you have permission to edit.
It means you can see how a writer created the document, the sections they spent time rewriting and rearranging, the elements that were pasted into the document from elsewhere, and so on.
From an organisation’s perspective, the graphs Draftback that produces potentially could be used to show when and where the writer spent most of their time:
I could see this illustrating the impact of last minute changes to a product, review comments and other external factors. Potentially, it could also highlight areas where a writer might need assistance or training.
What do you think?
Last week, we completed the third phase of our IT systems migration. With each phase, we’re gaining insights into how information can be best managed inside a company selling and delivering project-based services.
There are a number of basic IT systems needed to run a project-based business, such as ourselves:
- Prospect database. This is essentially for sending out mailshots and any freebies offered on a website.
- Customer Relationship Management (CRM). This is for following up new enquiries, past customers and carrying out other sales-related activities. This involves keeping a record of past conversations and next steps.
- Project management. This involves keeping a record of conversations, repositories for files and contracts, time spent on a project, and other project-related activities.
- Accounting. This involves invoicing and payments.
In numerous companies where I’ve worked there’s been a problem in finding the ideal solution. A single system that does everything may force you to work in a particular way of working, and these systems can be expensive for smaller organisations. Having separate systems can lead to information not being shared across the systems. For example, many of the project teams I’ve worked with have found CRM systems, such as Salesforce.com, too complex. They simply don’t use them often enough.
Via Twitter, we came across a blog post by Nick Milton on The four management territories for Knowledge Management. His post contained a diagram where he used the Boston Square to describe four management territories, and their impact on Knowledge Management.
We wondered how this diagram would look if it related to content strategy. We came up with a diagram that describes the critical risk factors in content strategy – the aspects you will need to ensure you get right within the management culture that exists inside your organisation:
I met up with a Technical Author at the Technical Communications UK 2013 conference whom I’ve been talking to on the phone over recent months. She’s been trying to convince her bosses that they should take a less chaotic approach to producing user documentation.
I’d previously suggested she look at how much it was costing them to translate their user documentation, so they could build a business case around that. She thought they were translating the user documentation into eight languages, but, at the conference, she told me that she’d discovered it was actually 24.
With that amount of localisation, there’s an opportunity for some significant savings if they could re-use content from one Help system in another.
With the recent media attention on Yahoo’s announcement that it is banning its staff from “remote” working, we thought it might be useful to look at the case for and against Technical Authors working from home.
The case for allowing remote working
- They can do their jobs more productively without interruption from others. When Technical Authors are writing (which is approximately 50% of their time), it can often help their concentration if they can work in a distraction-free environment.
- There’s less need for office space and related costs (telephones, desktop computers etc).
- Staff may be less stressed. Brad Harrington, executive director of the Boston College Center for Work & Family, claims people who work from home tend to have less stress and are more productive, partly because they don’t invest time and money in commuting, and they can have a better work/life balance.
- You may get more flexibility over staff availability. Without the need to commute, staff may be more willing to work out-of-hours.
- You have a wider pool of people interested in your vacancies if you can offer some flexibility in working hours and location.
The case against allowing remote working
- You’re more likely to build up a company culture if everyone is working in the same space together. This is particularly important for start-up businesses.
- It’s easier to network with others. These contacts could boost your careers in the future.
- It’s easier to monitor the work staff are carrying out.
- It’s can be faster to make decisions (as you can carry out impromptu meetings).
- According to Marissa Meyer, face-to-face meetings boost the quality of decisions and business ideas:
“Some of the best decisions and insights come from hallway and cafeteria discussions, meeting new people, and impromptu team meetings.”
Being a Technical Author is one of those roles where remote working can work well. However, it’s best to be able to have both options available – to have people who can come into the office within a short space of time, should there be an emergency. There’s a great deal of value in meeting people face-to-face, and to be part of a company culture (especially within startups), but it can help enormously if you can write in a distraction-free environment.
If you do work from home, you need to have a productive working environment, and be able to be self-disciplined.
What’s your opinion?
You can use the comment box below.
See also: Cherryleaf recruiting services
A good Technical Publications manager will, naturally, set a strategy for their department. In addition to the HR, technical and project management aspects, there’s another factor to consider – the marketing strategy for the department.
Sales consultant Richard White advises businesses define and describe the archetypes for their particular product or service. He means the types of people who might buy your product or service. Many Technical Authors develop personas representing the variety of different end users, which is a similar exercise. However, when it comes to defining those who fund and initiate the services of the Tech Pubs department, who or what are those archetypes?
One archetype can be ‘the uncertain manager’. They know a product should come with user assistance (e.g. user guides and online Help), but they are uncertain of the value of providing it. This means they can’t quantify how much money to invest in the department (or in a contractor, a technical writing company etc).
So how should you market the Tech Pubs Dept. to this archetype?
In this situation, it’s a case of helping them determine the value of user documentation. Measurement tools (such as our free support call cost reduction calculator) can help, but it’s also important to understand what issues they have and need to solve. You may need to frame the value of the department with reference to their challenges.
If you can think of any problems and needs an ‘uncertain manager’ might have, do list them below. How do you think you could demonstrate your value to them? We welcome your thoughts.
In July 2010, Mark Prisk, UK Minister of State for Business and Enterprise said:
As the events of the past two years have made painfully clear, we must leave behind the over reliance on financial services and support a renewal in modern manufacturing, so we are able to grasp the huge opportunities of the low carbon age. The ideas, skills and innovations of manufacturers will be just as important to our economic future, as the mills and mines were in our past.
Ten years ago, you’d find many consultants raising the issue that an organisation’s ‘knowledge assets’ walk out the door every evening.
Today, that’s still pretty much the case.
Organisations found it was difficult to capture the knowledge locked in employees’ brains. Many invested in expensive systems that offered poor authoring environments and complex ontologies. Retrieving the recorded knowledge could be a dreadful user experience as well.
With the economic future of countries such as the UK being based partly on creating wealth from the ‘knowledge economy’ and Intellectual Property, and with the recent, exciting, developments in technology (such as the semantic web, screencasts, wikis and open source software) now is the ideal time to revisit the issue of how to capture, collaborate and disseminate knowledge within and without the organisation. For a business working in a difficult climate, it can be the equivalent of finding loose change down the back of the sofa.