Project Management is the discipline of planning, organizing, and managing resources to bring about the successful completion of specific project goals and objectives.
#30863
Enabling Mass Customization for Communication: a Paradigm Shift 
This article will discuss how technical communicators can break the fundamental trade-off between the need to re-use as much information as possible on one hand and the need to produce customer specific technical communication on the other hand. I will begin with a description of the fundamental trade-off between re-use and customized communication. I then make an analogy with the field of manufacturing, which has found ways to deal with a similar trade-off. Universal information modules are introduced as the solution, allowing the application of the manufacturing principle of mass customization to technical communication. The article ends by outlining the requirements needed for supporting tools to apply the notion of universal information modules.
#29772
Encouraging Innovation in Your Organization
In today's environment we often find ourselves drowning in our work. We don't take the time to stop and assess what we are doing. Are there better ways to do what we do? Are we making the biggest and best contribution we can make? Can you manage innovation? This paper will discuss the importance of innovation and one method we used to drive innovation.
Crawford, Vanadis, Angela Pitts, Rosalind Radcliffe and Leah Ann Seifert. STC Proceedings (2004). Careers>Workplace>Project Management>Assessment
#13355
Web services will free individual site designers from having to program and design common features. This will decrease business costs, increase usability, and let designers focus on and improve features that are unique to each site.
Nielsen, Jakob. Alertbox (2001). Design>Content Management>Web Design>Usability
#18800
An End-to-End Multilingual Content Management System
This article will not try to answer why there's no end-to-end content management solution that supports the whole process from single-source authoring to multilingual publishing. At least, it cannot be bought off-the-shelf. Only companies with the size of J.D.Edwards are able to integrate the various components. They will even find the resources and the necessary expertise to implement vital components that are not readily available on the market (e.g. multilingual terminology management system).
Vangilbergen, Ludo. STC Proceedings (2002). Design>Content Management>Single Sourcing>Language
#31436
Engagement: Linking Employees to Strategic Direction
When considering the issue of employee engagement, communicators need to know what they are dealing with. Engagement is something that plays out on an organization-wide level, so communicators should understand what an organization is.
Potter, Lester. Communication World Bulletin (2005). Careers>Management>Public Relations>Workplace
#30199
Ensuring A Successful CMS Implementation
The single most important factor in a successful CMS implementation lies with you and your people. Your staff members are the principal users of the system, and the SMEs in your organization are the secondary users. It is their adoption of the new processes and governance structures that makes or breaks a CMS implementation. According to some, process and cultural change accounts for 90%, while technology contributes only 10% to the success of a CMS.
Hamer, Emma C. Rockley Bulletin (2007). Articles>Content Management>User Centered Design>Collaboration
#26736
Enterprise Agility - Culture, Language and Requirements Analysis
A culture of change proficiency is an enabling element of response ability, one of the three cornerstones of enterprise agility. Change proficiency is a competency that is facilitated or impeded by an organization's culture; and is fostered, nurtured, and developed in organizations by people who recognize it as a worthwhile pursuit. It is practiced, refined, talked about, debated, valued, and taught; and seeps into the culture through this frequent exercise of language.
Dove, Rick. Paradigm Shift International (2005). Articles>Knowledge Management>Cultural Theory
#26732
Enterprise Agility - In Search of Graceful Integration Migration
Today it is accepted as fact that the enterprise exists in an unpredictable and uncertain environment. Under these conditions, sustainable viability and leadership are both dependant on effective response to the unexpected. This generally requires agility in business processes and business process support.
Dove, Rick. Paradigm Shift International (2005). Articles>Knowledge Management>Management
#26737
Enterprise Agility - Is Risk Management
Plain and simple, the value proposition for enterprise agility is rooted firmly in risk management. The purpose of agility is to maintain both reactive and proactive response options in the face of uncertainty.
Dove, Rick. Paradigm Shift International (2005). Articles>Knowledge Management>Risk Communication
#26734
Enterprise Agility - Managing Risk with Agility
Public Service Company of New Mexico (PNM), a medium sized electric and gas merchant utility, provides an excellent case study of agility in response able business processes. This case study focuses on the application of agility-enabling principles, and the benefits these principles generate. These same principles can be applied to the design of any enterprise strategy, business process, or system design. The value of the case study is its demonstration of how agility in anything is achieved, and should be viewed with an eye for generalization to other processes that need response-ability. Chris Hickman, executive director of engineering and technology, and Gene Wolf, principal engineer, were kind enough to spend hours reviewing this case.
Dove, Rick. Paradigm Shift International (2005). Articles>Knowledge Management>Management
#26738
Enterprise Agility - What Is it and What Fuels It?
Agility, like any business priority that gains strategic importance, creates demand for enabling products and services. The information technology sector is usually the first to respond, for it is the core of both enterprise infrastructure and business process implementation and management. This vendor-rush to establish proprietary beachheads typically results in a variety of disparate interpretations and a techno-centric solution focus. These are valuable and natural developments, but they are not sufficient. Solutions do not deliver real value if they are not fit to the true nature of the need—and the need for agility is highly organization and situation specific.
Dove, Rick. Paradigm Shift International (2005). Articles>Knowledge Management>Management
#26733
Enterprise Agility: SOX and Enterprise Information Integration
The intent of Sarbanes-Oxley (SOX) can be characterized as risk reduction: reduce errors, inhibit fraud, and provide shareholders with transparent equal-access to material knowledge. But implementation is principally procedural controls and documentation, under threat of penalty. The vague parts of SOX are where the real leverage lies: principles of intent, and corporate transparency.
Dove, Rick. Paradigm Shift International (2005). Articles>Knowledge Management>Information Design>Documentation
#30258
Enterprise Architecture Essentials, Part 6: Manageability
Organizations today face the challenge of two important enterprise architecture requirements: the need for agility and the overhead of regulatory governance. These requirements can be seen as mutually antagonistic -- if business processes must be flexible, then governance of those processes may be difficult. This article, part six in a six-part series, explores the notion of using manageability as a key enterprise architecture (EA) quality attribute to solve this problem. EA development is an ongoing process, and the central idea of this article is that by applying manageability as an EA attribute, the organizational processes, systems, and software become manageable.
Morris, Stephen B. IBM (2007). Articles>Content Management>Information Design>Regulation
#28132
Enterprise Content Management in an Offshoring Context
Many companies outsource content management implementations to systems integrators, but what if the implementers are based half-way around the world? Wipro's Apoorv Durga offers some good advice for enterprises considering taking their next ECM project offshore. As this map suggests, the view is quite different from India.
Durga, Apoorv. CMSwatch (2006). Articles>Content Management>International>Offshoring
#23938
Enterprise Content Management is a Key Success Factor for an e-Business Infrastructure 
The growth of e-business is driving organizations to manage and distribute digital content, including images, computer-generated output, business documents, rich media and more.
Zimmer, Mike. KMworld (2001). Articles>Knowledge Management>Content Management
#23357
Enterprise Content Management: A Critical Review
A presentation about the use of ECM within the CMSwatch website.
Byrne, Tony. IAsummit (2004). Articles>Content Management>Single Sourcing
#28131
Enterprise Portals: Tip of Which Iceberg?
Summarizing recent CMS Watch research on portal software, Janus Boye finds that portal technology represents just the tip of the enterprise information iceberg. But given the diversity of portal scenarios, you should ask yourself which iceberg you're on.
Boye, Janus. CMSwatch (2006). Articles>Web Design>Content Management
#23947
Documents play a vital role in Enterprise Content Management. Unlike other content sources, 'document' creation and capture can occur at every desktop, in every process, and by every on-line application.
Strong, Karen V. KMworld (2001). Articles>Content Management>Single Sourcing
#30556
Entrepreneurs and the 'F' Word
Since most employees-turned-entrepreneurs have little formal training in finance, they may be less than confident about how to ensure that their finances are in order. Frick shares some of her experiences in learning how to manage her finances for her business.
Frick, Elizabeth G. 'Bette'. Intercom (2007). Careers>Management>Financial
#24815
Entrepreneurship is a process of planning, organizing and assuming a business venture risk. Downsizing, (rightsizing), mergers and acquisitions, 'glass ceilings', potential layoffs, company closings, stress dangers and unfair employment practices, are numbing descriptions relating to many current businesses. If you possess excellent work skills and habits, this should lead to early investigations into entreprenuerships, and analyze alternate risks vs. benefits. Countless false starts and heavy expenses can be avoided by visiting the local public or college libraries for entrepreneurial texts. Using the services of your local Small Business Administration office is most valuable. Over 16,000,000 small businesses in the U.S. can’t be wrong. A study of your future via the entrepreneurial route may surprise you!
Hamlett, James G. STC Proceedings (1996). Careers>Management
#21197
EPSScentral: Knowledge Management
Articles about knowledge management technologies and practices.
EPSScentral. Resources>Directories>Knowledge Management>EPSS
#29645
Essential Ingredients for Success in a Quality Improvement Program
This paper describes what we learned during the development and implementation of a quality improvement program in the Documentation Development Division at SAS Institute Inc. Our division includes 48 writers and 12 editors. What we learned is that a quality improvement program needs to preserve collegiality, be repeatable and improvable over time, and be part of an integrated effort to create and maintain documentation standards and guidelines.
House, Ken and Dan Harrell. STC Proceedings (2005). Articles>Management>Quality
#27978
Estimating Resources in Technical Writing
Project management principles that can easily be applied to working as a documentation manager.
Prabhakar, Rahul. Blogspot (2006). Careers>Management>Project Management>Technical Writing
#21351
Estimating Scope and Schedule for a Help Project
During this session, we will learn how to create a topic list to determine project scope, and then we will begin to calculate how long it will take produce all of these topics. When we’re done, you will have a methodology for doing this for your own project.
Deaton, Mary M. STC Proceedings (1997). Articles>Project Management>Documentation>Help
#19785
Estimating Scope and Schedule for Help Projects
Three steps to a more accurate Help schedule.
Deaton, Mary M. STC Proceedings (1996). Articles>Project Management>Documentation
