Business Plans Build Good Business  

Developing a business plan—without it, your independent practice will flounder.

Frick, Elizabeth G. 'Bette'. Intercom (2004). Careers>Management>Planning>Business Communication

Creating an Idea Culture: Six Tips for Managers  

The future of technical communication is about generating and implementing new ideas so that your team can change with the times. Other fields are vying for some of the same jobs in an organization that we are capable of performing. If managers do not take time to stay abreast of these changes nor tap into the minds on their team that are generating ideas about how to morph into different realms, then our profession is at a disadvantage to those in related fields who are drafting proposals for new jobs or innovative projects. This paper presents six tips for managers on creating an idea culture. It also argues why it is essential for managers to start their team's idea culture as soon as possible.

Hansen, Heidi and Jennifer Square. STC Proceedings (2003). Careers>Management>Planning

Effective Project Planning  

Our roles as technical communicators are often dictated to us by other people. Clients come to us after their product has already been developed, saying, 'I need a manual,' or 'I've written the necessary procedures--just make them look nice. ' It's easy to fall into the trap of just doing what we're told when we're told to do it.

Hansen, Lauren Y. STC Proceedings (1997). Careers>Project Management>Planning

Planning your Future

A few years ago, a manager of mine gave me the assignment to work on a five-year career plan. I had never created a career plan before (not even to plot out goals for the coming year), so I was completely unprepared for how and why I should do this.

Malone, Erin. Boxes and Arrows (2004). Careers>Management>Planning

A Stake in the Ground: A Successful Approach to Project Estimating and Tracking  

Project management is an increasingly important skill for technical communicators. Specifically, by accurately estimating and tracking projects we can help justify resources, identify areas to improve cycle times, or even justify the existence of jobs. Estimating projects occurs early in the process during the analyze and plan phases. It improves with practice. Tracking is done throughout the entire process, although a majority of the data are gathered during the development phase. Successful estimating and tracking includes these elements: identifying estimating metrics, projecting project life cycle costs and hours, recording actual hours and costs, comparing estimates to actuals, and documenting improvements based on experience.

Friend, Amy S. STC Proceedings (1996). Careers>Project Management>Planning>Estimating

Strategic Management to Achieve Goals

Making your objectives specific, measurable, attainable, relevant and time-based not only focuses the attention of the organization on high priority activities, but it also creates metrics that can be measured and monitored in order to see how well the organization is performing.

Bizmanualz (2007). Careers>Management>Planning

Strategic Planning for Information Development Organizations  

Strategic planning, the process of determining where you intend to be and how you're going to get there, is essential to the success of any organization. But our assessment of the information development community indicates that the majority of organizations do little or no strategic planning. One reason is that their leaders often don't know what strategic planning is, why it's important, or how to do it.

Breuninger, Charles L. STC Proceedings (1997). Careers>Management>Planning

Strategic Planning: Creating a Vision of the Future  

Strategic planning, the process of determining where you intend to be and how you’re going to get there, is absolutely essential to the success of any organization. But our assessment of the information development community indicates that the majority of organizations, whether operating as standalone businesses or as internal functions within larger companies, do little or no strategic planning. One of the main reasons is that they don’t know what strategic planning is, why it’s important, or how to do it.

Hackos, JoAnn T. STC Proceedings (1999). Careers>Management>Planning

Strategic Thinking and Planning for Information Development Organizations  

This panel will introduce the audience to the basic concepts and components of strategic thinking and planning and will provide practical examples of application in a variety of information-development organizations.

Breuninger, Charles L., JoAnn T. Hackos, Heather J. Fox and Angela W. McAlister. STC Proceedings (1996). Careers>Project Management>Planning

Using the SWOT Analysis as an Organizational Planning Tool  

Many technical communicators and managers find themselves in organizations that have undergone significant reorganization, acquisitions, or mergers. Many of us also work in teams that are distributed worldwide. In such a dynamic, fast-paced environment, we found the SWOT analysis to be a simple, cost-effective tool for gaining insight into the workings of our organization. SWOT stands for strengths, weaknesses, opportunities, and threats. Whether you are a manager, an individual contributor, or someone who wants to improve how your company’s Tech Pubs organization works, you can use SWOT analysis for organizational planning.

Kunz, Larry and Mohna Dhomse. STC Proceedings (2004). Careers>Management>Planning