http://tc.eserver.org/dir/Presentations/Management A listing of the most recently indexed works about Presentations and Management in the field of technical communication. en-us Copyright (c) 2005-08 by the EServer. All rights reserved. tclib-editorial@eserver.org (TC Library Editorial Board) webmaster@eserver.org (Geoffrey Sauer) http://tc.eserver.org/images/newlogo.gif http://tc.eserver.org/dir/Presentations/Management http://tc.eserver.org/35778.html http://tc.eserver.org/35778.html Provides an overview of Alfresco, an open-source alternative to Microsoft's SharePoint content management system. http://tc.eserver.org/35779.html http://tc.eserver.org/35779.html Alfresco integrates easily with existing behaviors, is nimble enough to be adapted to fluid processes, facilitates project communication, and proactively provides the right information to the right people. http://tc.eserver.org/35770.html http://tc.eserver.org/35770.html SharePoint can neither create nor destroy organizational chaos, but does an excellent job of reflecting the level of organizational chaos that existed at the time of deployment. The “SharePoint paradox” and paths to SharePoint wickedness. The power of Issue Mapping and IBIS based collaboration. How to leverage the best of SharePoint and Issue Mapping. http://tc.eserver.org/35771.html http://tc.eserver.org/35771.html Information for administrators of Microsoft SharePoint servers. http://tc.eserver.org/35436.html http://tc.eserver.org/35436.html This a short video overview of managing a documentation project. It's something we put together as a test of some of the functionality of Techsmith's Camtasia software. http://tc.eserver.org/35333.html http://tc.eserver.org/35333.html How closely does the content in your CMS resemble the logical content you planned on? # Different systems have vastly different content modeling. http://tc.eserver.org/35335.html http://tc.eserver.org/35335.html A unified content strategy is: a repeatable method of identifying all content requirements up front; creating consistently structured content for reuse; managing that content in a definitive source; assembling content on demand to meet your needs. A unified content model is the framework that supports your strategy. http://tc.eserver.org/35336.html http://tc.eserver.org/35336.html Accurate translations of clinical trial documents play an important role in meeting global product demands. Mistakes from poorly done translations can result in product delays, cost overruns, malpractice or product liability lawsuits, and confused subjects / patients. http://tc.eserver.org/35337.html http://tc.eserver.org/35337.html Why is getting the process right, so important? Value for money, project success, Return on investment. http://tc.eserver.org/35338.html http://tc.eserver.org/35338.html Web 2.0 includes: wikis, podcasts, blogs, widgets/gadgets, social networks … and combinations of all the above. Not everyone contributes equally – Creators (18%), Critics (25%), Spectators (48%). But all are important. http://tc.eserver.org/35042.html http://tc.eserver.org/35042.html Structured writing requires an analysis of content and a reorganization into the smallest possible coherent topics. http://tc.eserver.org/34723.html http://tc.eserver.org/34723.html This presentation describes how authoring DITA topics and managing those topics in a content management system (CMS) will contain translation costs while improving overall information quality. This is not a recommendation for any particular product. It is a guide to how one group built their candidate list and computes return on investment. http://tc.eserver.org/34611.html http://tc.eserver.org/34611.html Benchmarking comprises prioritisation of strategic improvement need (the why), measurement (the what) and practices (the how). Re-measure tracks performance improvement. http://tc.eserver.org/34422.html http://tc.eserver.org/34422.html How do you mitigate the risk of a major technology change such as DITA? This presentation shares lessons learned in the first DITA pilot project at IBM Internet Security Systems. How to pick the right opportunity for a user assistance pilot project. How to specify appropriate proof-of-concept requirements. How to use a wiki and collaborative walkthroughs to transfer knowledge and set standards. http://tc.eserver.org/34423.html http://tc.eserver.org/34423.html In this session, attendees will learn how to use MadCap Flare to develop multiple documents and/or online help systems from a single project and how to share content across multiple projects. Learn how to create multiple online help systems and/or print documents from the same content. Learn how to reuse content developed in multiple applications. Learn how to reuse content in multiple topics and across multiple projects. http://tc.eserver.org/33214.html http://tc.eserver.org/33214.html Each situation is unique based on specific organizational needs and issues. Although the benefits may be difficult to quantify at times, at some point, your company will simply decide that, ROI or not, it can't live any longer with the (likely growing) pain of not effectively managing your content. http://tc.eserver.org/33217.html http://tc.eserver.org/33217.html Open source content management systems (CMS) are particularly attractive to the nonprofit community because of their cost-efficiency, but what do these systems actually do? And what are the differences between the most common CMSs? We’ll compare Joomla, Drupal, and Plone for typical nonprofit needs. http://tc.eserver.org/31565.html http://tc.eserver.org/31565.html "You have two options when you walk into a room," says public speaking expert Richard Levick about the art of giving speeches. Most entrepreneurs find speech making to be either terrifying or a waste of time. Too many CEOs see dealing with the media or making presentations as an interruption, but it's as essential to doing business as customers. If you can't deliver energetic and commanding speeches, or polished and articulate interviews, then you're short-circuiting your company's future. It's time to do something about it. http://tc.eserver.org/30367.html http://tc.eserver.org/30367.html Established in 2005, KnowGenesis Online Library for Technical Communication (www.knowgenesis.org/tc) is India's first online repository dedicated to accelerate knowledge sharing and promote self-learning in the field of technical communication. The library is available free of cost and require one time free registration to access the available material. The popularity and success rate of the library can be determined by the fact that within a year of its launch, it not only attracted more than 24000 visitors and gained more than 1500 subscribers, but also increased the volume of the hosted content from few documents to more than 2000 important documents, presentations, tutorials and links. KnowGenesis library presents a unique case for repository designers to study the complex design and implementation process that contributed to the stability and overall success rate of the online library. This paper not only shares the designing and implementation challenges faced by the knowgenesis team, but also presents the approach used to match the user requirements with the library design. Based on the lessons learned during the process, the paper also presents specific set of guidelines and recommends methodologies that can provide critical assistance for developing and managing medium and large scale repositories http://tc.eserver.org/29526.html http://tc.eserver.org/29526.html Describes how project management can help technical communication professionals better plan and manage their technical documentation projects. http://tc.eserver.org/28760.html http://tc.eserver.org/28760.html Project Management is the application of knowledge, skills, tools, and techniques to a broad range of activities in order to meet the requirements of a particular project. http://tc.eserver.org/28755.html http://tc.eserver.org/28755.html What is your greatest challenge in communicating with your upper management? http://tc.eserver.org/28754.html http://tc.eserver.org/28754.html In this podcast, Katriel Reichman, a technical writer at Method M in Jerusalem, Israel, talks in-depth about how to use wikis for documentation. http://tc.eserver.org/28605.html http://tc.eserver.org/28605.html In this tutorial, attendees will learn to factor their company's business needs into their existing Agile procedures, and management will learn how to begin the investigative work of determining how to streamline these requirements and activities so that they don't hamper the project. http://tc.eserver.org/28607.html http://tc.eserver.org/28607.html This presentation reviews the benefits, principles and history of DSDM (Dynamic Systems Development Method). http://tc.eserver.org/28604.html http://tc.eserver.org/28604.html The purpose of this presentation is to learn how to plan Agile projects from product vision all the way to daily stand-up and to feel the effect when 100 people prioritize, estimate and commit the plans for a major delivery. http://tc.eserver.org/28611.html http://tc.eserver.org/28611.html Rally's Hubert Smits provides a broad introduction to concepts of Agile software development and Agile methods. The talk is based on his experience as an Agile coach and Certified Scrum Master. Concepts that are known from waterfall or plan-driven development are transformed to an Agile perspective. Examples are release and iteration planning, progress reporting, meeting formats and scaling projects from 10 people teams to 300 people teams. http://tc.eserver.org/28602.html http://tc.eserver.org/28602.html This presentation provides a broad introduction to concepts of Agile software development and Agile methods. The talk is based on the speaker's experience as an Agile coach and Certified Scrum Master. Traditional concepts from waterfall or plan-driven development are transformed to an Agile perspective. Examples are release and iteration planning, progress reporting, meeting formats and scaling projects from 10 people teams to 300 people teams. http://tc.eserver.org/28609.html http://tc.eserver.org/28609.html When software development project teams move to Agile methodologies, they often leave project managers behind. Traditionally trained project managers are confused as to what their new roles and responsibilities should be in an environment that no longer needs them to make stand-alone decisions. This presentation focuses on re-defining the job of project manager to better fit the self-managed team environment, one of the core Agile principles. Special emphasis is placed on the shift to servant leadership, with its focus on facilitation and collaboration. Mapping of PMBOK knowledge areas to Agile practices is discussed at length. After reading this paper, project managers should have a better understanding of what changes they need to make professionally, and how to make these changes in order to survive the transition to an Agile software development approach. http://tc.eserver.org/28608.html http://tc.eserver.org/28608.html As Agile development teams gain success, the team's bottleneck moves up the food chain to product owners. To support rapid and iterative progress, development teams are demanding that product owners switch from traditional approaches of super-sizing long release cycles to a continuous flow of independent, negotiable and small, bite-sized morsels. http://tc.eserver.org/27570.html http://tc.eserver.org/27570.html This webinar discusses how Agile Project Management (APM) excels on projects in which new, risky technologies are incorporated; requirements are volatile and evolve; time-to-market is critical; and high quality must be maintained. http://tc.eserver.org/27568.html http://tc.eserver.org/27568.html Provides a broad introduction to concepts of agile software development and agile methods. The talk is based on his experience as an agile coach and Certified Scrum Master. http://tc.eserver.org/27567.html http://tc.eserver.org/27567.html This tutorial brings Scrum to life by introducing Scrum principles, process, practices and roles in the form of an actual Sprint timebox. The prioritized, timeboxed topics are presented and delivered as arranged by the tutorial attendees. http://tc.eserver.org/27565.html http://tc.eserver.org/27565.html In this presentation Ryan Martens and Luke Hohmann describe and show product owners how to think in terms of small, evenly spaced meals. They will introduce Agile principles, processes, tools and organizational structures that enable product owners to support their Agile development team's need for continuous, just-in-time elaboration of requirements and acceptance tests. http://tc.eserver.org/26588.html http://tc.eserver.org/26588.html Edward Tufte (2003) argues that PowerPoint is so flawed that it is impossible to communicate anything meaningful using it. The medium is not flawed; the users are. Instead of condemning PowerPoint, we owe it to the MBAs to teach them how to use this powerful communication tool. Knowing how to use PowerPoint effectively can give MBAs a leadership edge. This article discusses what we should be teaching the MBAs to allow them to take advantage of PPT and use it to deliver powerful presentations. http://tc.eserver.org/26528.html http://tc.eserver.org/26528.html Five presentations about supporting research, particularly for junior faculty, within the present funding and support structures offered by academic departments. http://tc.eserver.org/26525.html http://tc.eserver.org/26525.html Presentations about how to facilitate student and faculty research in higher education academic programs. http://tc.eserver.org/26496.html http://tc.eserver.org/26496.html In the summer of 2003, we worked on creating a general description of Drupal--an open source content management system (CMS)--for the "About Drupal" page on drupal.org. While Drupal is clearly within the class of applications known as content management systems, we felt that to describe it with that term alone would not present a clear picture of the breadth and range of Drupal's capabilities. Thus, the final description ended up describing Drupal with a total of four characteristics, although notably not distinct content management; weblog; discussion-based community software; and collaboration. Why is it then that the term CMS alone would not suffice? The word "content" places much emphasis on the product over process; it fails to emphasize the social use of CMSes, a mislabeling which places too much emphasis on the content itself at the expense of the communication and collaboration the better of these systems implement. In order to better understand how CMSes are being influenced by the precepts of social software and their role in creating social networks online, this presentation will: explore Drupal's social software features, narrate its genesis as software serving a community; and explain the influence of the community itself on Drupal development and the software's influence on the community that creates and uses it. In composing this text, we draw on the coauthors' unique perspectives. One of us is the founder and lead developer of Drupal, and the other a researcher in Computers and Writing and a participant in the Drupal community. http://tc.eserver.org/26209.html http://tc.eserver.org/26209.html There is, at present, no common definition of quality in technical communication--no common set of quality measurements for our profession. http://tc.eserver.org/25141.html http://tc.eserver.org/25141.html Hesitation stems from fear that no one will follow. http://tc.eserver.org/25128.html http://tc.eserver.org/25128.html This presentation reviews the process used to develop documentation for a new software product. http://tc.eserver.org/25120.html http://tc.eserver.org/25120.html CMS analysis and design; an implementation example. http://tc.eserver.org/23936.html http://tc.eserver.org/23936.html What is the overall process? Who are the players? What are their best uses? http://tc.eserver.org/23167.html http://tc.eserver.org/23167.html Identify the user. Identify the user's goals. Drill down to task level. Establish what the user knows. Identify what the user needs to know. Identify what the user should NOT know. http://tc.eserver.org/23170.html http://tc.eserver.org/23170.html Strategize, coordinate, then mentor. http://tc.eserver.org/23140.html http://tc.eserver.org/23140.html Documentation contributes to customer goodwill and can increase sales. http://tc.eserver.org/23138.html http://tc.eserver.org/23138.html A presentation about management issues for offshore outsourcing firms. http://tc.eserver.org/22707.html http://tc.eserver.org/22707.html This talk will explain how to use ecological design, which is an expansion of ethnography, to leverage both the rich local information from case studies, and a wider sociological perspective to take account of global realities. http://tc.eserver.org/22441.html http://tc.eserver.org/22441.html Content management is information architecture writ large. http://tc.eserver.org/22165.html http://tc.eserver.org/22165.html Introduces the five levels of single-sourcing. http://tc.eserver.org/20948.html http://tc.eserver.org/20948.html This presentation looks at some of the common pitfalls that first-time technical communication managers encounter, and discusses how this affects the effectiveness of both managers and their teams, and hopes to spark a debate about alternative management styles. http://tc.eserver.org/18796.html http://tc.eserver.org/18796.html A discussion of how to think about FrameMaker templates for single source documents. http://tc.eserver.org/18265.html http://tc.eserver.org/18265.html A distributed documentation group is one in which people work together from distant locations, The new problem in managing such a group is that casual, face-to-face communication is missing. Technological solutions include source control, email, groupware, telephone, and the World Wide Web. Human solutions may be even more important. Autonomy, explicit standards, various ways to meet, and deliberately working across locations build the necessary communications and trust. http://tc.eserver.org/18264.html http://tc.eserver.org/18264.html “Telecommuting” includes situations where members of a group (department, team, other) are working in different locations, communicating with each other and with clients by phone, fax, and e-mail. The team may be dispersed through an urban area, nationally, or internationally. Telecommuting has advantages and disadvantages over the traditional centralized working group and presents new challenges to management and staff As a team leader of telecommuting technical writers on software development projects, I have dealt with many of these Issues. In this discussion I cover some of the advantages and disadvantages and some principles and rules of successful telecommuting teams. http://tc.eserver.org/18261.html http://tc.eserver.org/18261.html A panel of experts will discuss how to work in an authority vacuum. Whether working within or consulting to an organization, multi-talented, multi-tasked professionals are finding themselves working in an authority vacuum. Often, these jobs are nestled in the management ranks. Often, too, the position and the job are so new that the rules have not yet been written. Not everyone can function in such ambiguity. Yet major economic changes are forcing many of us to face more uncertainty than ever imagined. Not only can the panelists help define anew type of evolving management structure but they can also help in giving us concrete ways of dealing with daily uncertainties. http://tc.eserver.org/18202.html http://tc.eserver.org/18202.html This panel/discussion takes shape as the audience molds it. Each panelist is a past STC chapter president and has managed to successfully run the “Marathon of Chapter Presidency.” The past-presidents panel comprises a fellow, an associate fellow, a director sponsor, senior members, committee managers, and other leaders of the society. Issues are audience-dependent but may include topics such as handling volunteers, managing money recruiting members, and so forth. Join this informal discussion to share ideas, quandaries, and solutions for successfully leading a chapter. http://tc.eserver.org/14542.html http://tc.eserver.org/14542.html Because a crisis by nature catches people unprepared, every organization must have a crisis communication strategy firmly in place to guide those involved through the rough, uncharted waters. An effective strategy is a what I call A-C-T N-O-W: (1) Anticipate disaster before a crisis, using risk management techniques. (2) Care about people affected. (3) Tell what you know immediately. (4) Note your next steps. (5) Offer help to reinforcements. (5) Write press kits and other pieces of public information. Since crisis mismanagement can lead to the end of the company, effective preparation for a crisis may well save your company’s life. http://tc.eserver.org/14538.html http://tc.eserver.org/14538.html Many large, hierarchical organizations are segmentalist in their approach to management. Nonetheless, such organizations are capable of supporting integrated, team approaches to particular types of communication problems. For such approaches to be successful, however, there must be strong managerial commitments to team support. This paper discusses how committed leadership, specific production guidelines, and empowerment enhanced the activities of an Air Force writing team assembled to help revise and edit Air Force Policy Directives containing corporate level guidance on a variety of topics. http://tc.eserver.org/14524.html http://tc.eserver.org/14524.html The ISO 9000 series of standards require that organizations have documented and followed quality systems and processes. Organizations get certified to an ISO 9000 standard by a registrar. Organizations follow the standards in order to meet customer demand and to improve their own quality performance. The ISO 9001 standard for organizations that design, produce, and service products contains twenty sections pertaining to all aspects of a quality system. Documentation organizations can pursue certification as an organization and they can help write process documentation for their entire company. http://tc.eserver.org/14540.html http://tc.eserver.org/14540.html Welcome to the Management Stem! What is Management? We define it as the “art” of getting things done -through and with other people. Through a variety of discussions, workshops and presentations, we’ll share case studies, tools, techniques, theory AND practical advice about managing projects and managing people. http://tc.eserver.org/14544.html http://tc.eserver.org/14544.html Mentorships provide an opportunity for students and new professionals to increase their career awareness by interacting with experienced technical communicators. STC chapters can develop mentor programs that facilitate this important professional development activity. http://tc.eserver.org/14534.html http://tc.eserver.org/14534.html Being a chapter leader can lead to extensive learning and skill development. Many of us overlook the fact that these skills are transferable. Many of us attend the STC Annual Conference with expenses paid by our employer. We often do not attend chapter development sessions because we feel that, as employees, we should attend sessions more applicable to our jobs. Actually, many of the skill we learn in chapter development sessions and in being chapter leaders can be applied equally in well and effectively in our jobs. This paper explores an avenue of recognition that can be applied at work or in the chapter. http://tc.eserver.org/14543.html http://tc.eserver.org/14543.html If we're going to encourage our employees to ride the information Highway, we need to be training them wilh Lamborghinis, not horse-drawn carriages. Well, Toyotas, at least! An on-paper approach to professional development in an online world is self-defeating. Three online techniques that can act like fuel-injected superchargers to propel reluctant employees up the On ramp to the Information Highway are 1) HyperHighway: a HyperCard stack which leads users to inhouse resources and experties, 2) ExcelStaff: a Microsoft Excel skills matrix which helps managers develop and cross-train personnel through strategic staffing decisions, and 3) ElectroChat: an Electronic Bulletin Board approach which encourages professional growth through informal networking. Happy motoring! http://tc.eserver.org/14397.html http://tc.eserver.org/14397.html Communications played an important role in a major organizational transformation and outsourcing undertaking by the Information Technology Organization (ITO) of BellSouth Telecommunications. A two-person team was assigned to plan and develop internal and external communications during the project’s 18-month duration. The approach they took was closely related to the process for planning and developing technical communications. An 11-step method resulted and it is now used to improve communications at many levels within the ITO. http://tc.eserver.org/14380.html http://tc.eserver.org/14380.html Policies and Procedures (P and P) refers to the types of communication about an organization’s internal operating practices. A P and P program refers to the context in which an organization develops and manages its P and P communications. Because a P and P program is an on-going investment, its role and value to an organization should be assessed. A P and P program must provide performance-based communication, using performancebased means, for an organization that is performance oriented. Urgo and Associates devised a model to assess the maturity of P and P programs. The model consists of a questionnaire and matrix that work together in measuring and describing four grades (levels) of maturity according to five functions commonly found in P and P programs. http://tc.eserver.org/14385.html http://tc.eserver.org/14385.html Re-engineering — a word that strikes fear into the hearts of middle-management. Our company was hit by reengineering fever in 1995–6, and word came down that we were to break up our comfortable little documentation group and distribute the writers among product development teams. We did it, and we did it right. In this paper, we · Review the thinking and planning that went into the conversion of a 30-person, centralized, corporatewide documentation group into a decentralized, loosely affiliated community of technical writers. · Describe the implementation of our plans and some of the pitfalls we encountered and overcame. · Share an evaluation of the success of the reorganization, and some tips that we learned along the way. http://tc.eserver.org/14361.html http://tc.eserver.org/14361.html Placing your company's policies and procedures online is an enormous task! Where to start is as difficult as how to do it. Migrating your policies and procedures from a paper medium to an online medium consists of obtaining (and maintaining) management and user support, working as a team player, completing extensive research for your present environment and the proposed environment), planned system development, thorough usability testing and phased implementation. Once your policies andprocedures are online, you must also track and monitor system use. http://tc.eserver.org/14360.html http://tc.eserver.org/14360.html From mega-mergers to dwindling defense contracts, companies are dealing with a very different business environment than of decades past. To remain competitive, companies are implementing process improvement programs that encompass the ‘big picture’, and are not focusing on just one segment of company operations. This trend toward mega-process improvements has resulted in companies developing policies and procedures that reflect a flexible, process oriented approach, instead of the traditional, organizationally oriented procedures. http://tc.eserver.org/14243.html http://tc.eserver.org/14243.html The PubsTrac simulator is a new tool for teaching project management in a technical publishing context. It takes the form of a board game in which one or more people each manage one or more projects. Each project must progress through the many steps that make up a typical technical publication development project, and must deal with such problems as bad reviews, product redesigns, sick employees, and resource overloads. In this workshop, participants will actually experience PubsTrac in small groups. http://tc.eserver.org/14083.html http://tc.eserver.org/14083.html A PowerPoint slide show about using FrameMaker for single-source document creation and management. http://tc.eserver.org/13942.html http://tc.eserver.org/13942.html The old school of software interface design and document writing took the view that if the user could find the information someplace, the user could use it. But simply sticking in details ignores how readers access and process information. http://tc.eserver.org/13684.html http://tc.eserver.org/13684.html Discover how a development team is transitioning from fighting to preventing fires by incorporating Quality Assurance (QA) testing as an ongoing part of the development process, rather than saving it for the finished product. Understand the pain of testing and rework at the end of the cycle, as well as the struggles during the transition to up-front QA. How did tools and processes change? What does the team have planned for the future? Learn by example how you, too, can make this transition in your company and start PREVENTING fires, not FIGHTING them. http://tc.eserver.org/13686.html http://tc.eserver.org/13686.html We are going to examine the similarity between a well-functioning body and a thriving team. Specifically we’ll look be looking at balance, coordination, and growth. There are enough parallels in these three categories to show how when a team is treated the same way we treat our bodies we end up with similar results. http://tc.eserver.org/13683.html http://tc.eserver.org/13683.html Our methodology for knowledge base authoring guides you through step-by-step examples of how to create and maintain knowledge bases in a database. The methodology allows your team to develop simple solutions for information requests as well as sophisticated diagnostic trees for troubleshooting. With the information stored in a database, you are able to easily access the information and use it for a variety of projects. http://tc.eserver.org/13679.html http://tc.eserver.org/13679.html Timelines for developing documentation are getting shorter and budgets are getting smaller. This means that we have to find more efficient ways of developing documentation. One way is to consider single-sourcing your information for multiple media (paper, online), multiple types of documentation (user documentation, Help, training), multiple users and reuse of information for multiple products. While this process takes a lot of up-front planning it can significantly decrease your costs and development times. This session looks at the process for designing and creating single-source materials for multiple media, users, or types of documentation. http://tc.eserver.org/13682.html http://tc.eserver.org/13682.html The need for a more comprehensive documentation development process at Computerized Medical Systems, Inc. (CMS) was identified in an annual year-end review meeting of the CMS User Documentation Section. The goal was set to develop and implement such a process. A key component would be a set of comprehensive Content Specification Guidelines. Initial research consisted of reviewing existing literature and compiling a list of information considered essential to effectively plan a documentation project at CMS, based on discussion with software developers and technical communicators as well as experience gained from previous projects. The new process was implemented and has provided benefits throughout the company. http://tc.eserver.org/13471.html http://tc.eserver.org/13471.html Come to terms with unavoidable human errors by freeing yourself of panic, discovering new ways to solve the problems caused, and devising new procedures to prevent future mistakes. http://tc.eserver.org/13279.html http://tc.eserver.org/13279.html Are you afraid to hire an entry-level writer? Are you asking yourself questions like: Will an entry-level writer take up too much of my time? Will she be able to work independently? Will she succeed in this organization? Is a new writer worth the risk? http://tc.eserver.org/13250.html http://tc.eserver.org/13250.html Learn how one company, facing workflow bottlenecks, shrinking development cycles, and expanding customer expectations for dynamic knowledge, restructured its process, redefined the roles of its technical communicators, and fashioned a more functional and responsive organization. http://tc.eserver.org/13245.html http://tc.eserver.org/13245.html Technical communication, when it comes down to basics, is getting the right information across to the right audience, with results. But how do you wade through all that ocean of information? How do you sort them, separate them, store them, and retrieve them at your fingertips? In this presentation you will learn tools such as L files and Mailword, and share other tips and tricks of managing information in an open discussion with other participants. http://tc.eserver.org/13218.html http://tc.eserver.org/13218.html Tools are a key component for the success of single sourcing. Tools should be selected to support the information model and development processes. Selecting the technology first, without a clear understanding of your information needs, may significantly restrict your ability to produce effective single source materials. This paper reviews the types of single source tools that are available to you today. The session presentation will review the available tools and provide their pros and cons. http://tc.eserver.org/10061.html http://tc.eserver.org/10061.html The panelists represent managers from manufacturing, consulting, software and internet companies. Panelists will share with the audience: meaningful ways to motivate, acknowledge, and reward employees and teams, what works and what doesn't for employees who are older, younger, geographically separated, and telecommuters, and creative ways to reward employees on a shoestring. http://tc.eserver.org/13215.html http://tc.eserver.org/13215.html Starting and Maintaining a Documentation Department – Concepts, Principles and Techniques” includes information about assessing business needs, establishing credibility, building the department, understanding the product life cycle and development practices, and successfully maintaining a documentation department. It includes innovative, creative, and original management concepts, tasks, principles, techniques for newly promoted managers, managers new to a company, and for seasoned managers to ensure success or continued success managing documentation departments. http://tc.eserver.org/13180.html http://tc.eserver.org/13180.html Nature provides important basic functions for society. Expert systems for integrated knowledge management, so-called decision support systems (DSSs), are tools to manage vegetation, air, soil, and water, and to assure functional integrity of ecosystems, e.g. river basins. Over the past decade sustainability has became the accepted norm to manage our life support resources. This concept is based on responsibility to the “Other” and on participatory consensus-forming dialogues leading to stakeholder models; before, the predominant school of thought has been utilitarianism. Scientists, engineers and technical communicators are challenged to develop feasible technologies to facilitate management, for example to supplement DSSs with virtual libraries and web-forums. http://tc.eserver.org/13168.html http://tc.eserver.org/13168.html Some of the challenges associated with documentation projects are identified, and possible solutions are proposed. Methods for analyzing the elements of a project to reveal the best solution to the problem are provided. Areas to concentrate on include project requirements, the project team, scheduling, the project plan, and technical input. Solutions include taking action with regard to assessing timing, verifying inputs, project re-organization, and monitoring progress. http://tc.eserver.org/13107.html http://tc.eserver.org/13107.html Content management is becoming a critical component of single sourcing. It provides a method for managing our single source materials and ensuring that information can be easily retrieved for reuse. This session explains what a content management system will do for you and how to use it effectively. http://tc.eserver.org/13104.html http://tc.eserver.org/13104.html This panel discussion shows how managers of small, medium, and large technical writing teams use rewards and recognition to: motivate teams to improve their work quality; recognize individuals as opposed to teams; recognize remote team members; retain employees; create a positive work culture. http://tc.eserver.org/13117.html http://tc.eserver.org/13117.html Newer, more efficient technology for developing and disseminating information is rolling our way at a rapid pace. And, as always, we’re ready and eager to give new technology a try. Today, we’re investing in XML. But what is the ethical impact of this investment? And how should it aid the quest to align processes with technical capability? This paper focuses on the ethical accountability inherent in XML deployment and proposes an ethical platform for investing in this new technology. http://tc.eserver.org/13114.html http://tc.eserver.org/13114.html For a writer at the beginning of a project, the process of identifying the assumptions and expectations of the team that he or she is working with is as critical as the writing effort itself. Through discussion and review, the writer can help the team focus, from a writing point of view, on the risks and dependencies that are inherent in any project. While this process may not aid in avoiding seen and unforeseen problems later in the project, it does establish a context from which the writer can communicate to the team in way they will understand. It also provides an opportunity to make clear to the team the needs of the writer. This paper provides an approach for the writer to take to establish a context by which to identify and manage the expectations of others. http://tc.eserver.org/13132.html http://tc.eserver.org/13132.html Faced with workflow process bottlenecks, shrinking development cycles, and increasing customer expectations for quick access to problem-solving knowledge, one department didn’t hesitate to take responsibility for restructuring their workflow process and job functions. The result was a more efficient and responsive organization, producing increased numbers of higher quality solutions in a more compact development cycle. Their success hastened the creation of a successful knowledge portal for the company, and proved the importance of content development in product design. http://tc.eserver.org/13098.html http://tc.eserver.org/13098.html This paper discusses the reasons why companies are interested in information outsourcing (the theory) and how it can be made to work for the benefit of companies and individual information developers (the practice). The paper examines how information developers can, and do, react to the prospect of outsourcing. And by doing so, I hope to help information developers to understand the process and take advantages of the benefits it does offer them, while recognizing that there are some downsides to the process. where an organisation can best utilise its own core competencies. http://tc.eserver.org/13102.html http://tc.eserver.org/13102.html Workplace decision-making practices cast the technical communicator into the role of technical rhetorician—a rhetorical specialist who must sometimes make difficult choices. Decisions involving technical communication receive the most scrutiny when bad things happen, but technical communicators often facilitate good things that are never measured. This paper examines three contexts that affect the technical communicator’s understanding of a situation requiring a decision: the rhetorical situation, the cultural context, and the procedural and ethical guidelines. Qualitative assessments that examine the multiple contexts informing the decision-making process are important to understanding the complexity involved in day-to-day decision-making practices.