Project Management is the discipline of planning, organizing, and managing resources to bring about the successful completion of specific project goals and objectives.
#29703
Using Downtime Effectively as the Deadline Approaches 
Technical communicators are often expected to write manuals and Help systems concurrently with programmers as they develop the product. While this helps ensure the documentation is ready when a product is released, it also creates some headaches for the writer. Many of the features that must be documented aren't functional until late in the development cycle. The writer must then wait for the features to be completed, while anxiously watching the deadline grow nearer. Fortunately, by keeping a sharp eye on planning and making advance preparations, the writer can minimize the effects of the unavoidable, last-minute rush to the finish.
Danda, Matthew. STC Proceedings (2005). Articles>Documentation>Project Management
#23026
Using PERT to Plan and Schedule Your Documentation Projects
Program Evaluation and Review Technique (PERT) is a proven project management tool that can be applied to documentation projects. PERT is used to identify: (a) the interrelationships between the various milestones of a project, and (b) the critical path of activities, the path more resources should be concentrated to complete the project on schedule. A PERT network is a graphical representation of the plan and schedule of the project. The technique is effective in non-repetitive documentation projects where project managers have an accurate assessment of their resources.
Aikat, Shish. STC Proceedings (1996). Articles>Documentation>Project Management
#22148
Using the Information Process-Maturity Model for Strategic Planning
Why should we be interested in strategic planning for our information-development organizations? We might simply apply specific tactics for getting our everyday jobs done. We might focus our concerns on producing a manual or getting the online help finished. We might even plan far enough in advance to send staff members to workshops on the latest online help development tools. These tactics would get us through the day, or the week, or even through the end of the year, and we would be busy doing useful things (or at least things that we hope others find useful). But as we keep busy doing our everyday jobs, we may find ourselves surprised by the decisions of those who decide to eliminate our function, outsource our tasks, or disperse our staff throughout the organization. Only then we will recognize that we lacked an overall goal, a vision of what we should be doing, of how we want to be perceived in the future.
Hackos, JoAnn T. ComTech Services (2000). Articles>Project Management>Management
#29426
Using the Triage Method in Technical Writing
Pragmatism is the necessary first step: do the best job you can do under the conditions. Nobody's going to benefit if you do a superb job on half the manual, then die of stress before you can document the important parts in the second half.
Hart, Geoffrey J.S. Geoff-Hart.com (1999). Articles>Project Management>Writing>Technical Writing
#21750
Within most corporations, taking ownership of an intranet is an unglamorous, exhausting, and thankless job for a new intranet manager. But if approached with the same rigor, discipline, and focus as any other business initiative, the task can quickly become much simpler.
Singh, Shiv. Boxes and Arrows (2004). Design>Web Design>Intranets>Project Management
#21738
A Visual Vocabulary for Describing Information Architecture and Interaction Design
Diagrams are an essential tool for communicating information architecture and interaction design in Web development teams. This document discusses the considerations in development of such diagrams, outlines a basic symbology for diagramming information architecture and interaction design concepts, and provides guidelines for the use of these elements.
Garrett, Jesse James. JJG.net (2002). Design>Web Design>Project Management>Technical Illustration
#10361
Visualization Strategies for Team-Oriented Problem Solving, Analysis, and Project Planning 
This article describes visualization methods used by many international organizations in the design of development projects. In this context, development projects means projects that are designed to improve the quality of life for people living in a developing country. During the project design workshop essential elements of a discussion and subsequent analysis are visualized as the discussion takes place and displayed to the participants. This visual record is kept in view through the whole period of the discussion. The visual methods of identifying, analyzing and structuring a problem dramatically improves the efficiency and effectiveness of the problem solving process and the quality of the final solution. The techniques enable a large amount of knowledge available within the group of participants to be collected quickly and allows complex problems to be taken through several steps of analysis.
Lewis, Paul. Technical Communication Online (1998). Articles>Collaboration>Project Management>Rhetoric
#28898
Walking Through Your Product Design With Stakeholders
You are the lead designer--or perhaps even the sole designer on a product team. You have just completed your product design, and it's time to walk through your design approach with the project stakeholders, including management, developers, and users. What do you need to do to prepare for your presentation? This article provides some basic tips to help you better prepare to walk through your product designs with stakeholders.
Szuc, Daniel. UXmatters (2007). Design>Project Management>User Experience>Collaboration
#21206
Whether you're managing an entire army or an army of one, Pam's project management tips will help you get that site built.
Statz, Pam. Webmonkey (2003). Design>Project Management>Web Design
#29910
WebWorks Publisher In Action: A Project Management Perspective
From October 2001 through August 2002, a team of two technical authors converted the documentation for a Web Content Management System from a series of static manuals to a single-sourced, dynamically delivered context-sensitive online help/print manual combination. This paper covers the challenges encountered and overcome when resources became more scarce and demands rose. It offers some technical insight in the application of Adobe FrameMaker and WebWorks Publisher Professional to achieve the goal of manageable documentation.
Gill, Harold B., III and John Swymer. STC Proceedings (2004). Articles>Content Management>Project Management>Case Studies
#25261
One of the biggest problems in creating and delivering a site is how to decide, specify, and communicate exactly what we’re building and why. Use cases can help answer these questions by providing a simple, fast means to decide and describe the purpose of your project. In this quick-reading article, Messieurs Carr and Meehan introduce use cases and their, uh, uses.
Carr, Norm and Tim Meehan. List Apart, A (2005). Articles>Web Design>Project Management
#30582
Could it be that not every set of business requirements has the customer's best interest in mind? Karl Wiegers had always believed that implemented software functionality should enable users to accomplish their goals and help the business achieve its objectives. But a recent experience with a less-than-helpful parking meter system suggested to him that conflicts sometimes might exist between business and user requirements.
Wiegers, Karl E. StickyMinds (2007). Articles>Project Management>Programming
#28912
When ROI Isn't Enough: Making Persuasive Cases for User-Centered Design
Making the case for user-centered design (UCD) is a topic of recurring discussion for UX professionals. Much of the discussion has centered on strictly objective approaches such as cost-benefit or return-on-investment (ROI) analysis. However, recent commentary suggests proving ROI is not always enough.
Jones, Colleen. UXmatters (2007). Articles>User Centered Design>Project Management>Workplace
#13471
When Things Go Wrong: Working Toward Perfection While Accepting Imperfection
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.
Medved, Jane E., Lynne M. Brooks, Dayna A. Darby and Renee Ratner Lucas. STC Proceedings (1993). Presentations>Collaboration>Project Management
#26075
Where Do Product Managers Fit?
People often ask how interaction designers should fit into their companies. If the company cannot take good advantage of it, the most brilliant interaction design in the world won't help as much as simple, workmanlike interaction design will benefit a company that uses that design well.
Korman, Jonathan. Internet Corner (2004). Design>Project Management>Interaction Design
#23786
Whose Team? Managing and Participating in Non-Traditional Work Teams
The non-traditional team environment is an evolution in our way of doing things. Virtual, blended, and multi-located team structures provide solutions to a myriad of complications that arise from traditional teaming—such as economic feasibility and skill-set cause and demand. It allows clients access to talent and skills they would not otherwise have, and enables specialists greater flexibility and availability. Professionalism and integrity are key in the non-traditional environment. Team members must be able to work isolated and/or with individuals who represent other companies. Managers must be equitable and be able to maintain strong lines of communication.
D'Larenti, Chantal, Connie Davis, Alan Cross, Everett Puckett. STC Proceedings (2003). Articles>Project Management>Collaboration
#31896
Why Content Management Projects Fail: Interview with Rahel Bailie
Many content management projects fail because organizations are either too focused on tools before properly researching their needs and processes, or because they underestimate the difficulty of migrating and restructuring their content to fit the new content management system. In this podcast, Rahel Bailie explains these pitfalls and what companies can do to avoid them, as well as how companies can climb out of problems they’re currently in. Rahel also talks about how technical communicators can influence business executives and other key stakeholders to make better decisions about content management.
Bailie, Rahel Anne. Tech Writer Voices (2008). Articles>Interviews>Content Management>Project Management
#31616
Remembering why you were hired—and identifying whether or not you belong—is just as important as getting the gig. To sustain career and mental health, you must work within your means and know how to navigate ambiguous workplace situations. Using client and project management techniques is one part of the solution. Using your talent is the other.
LaFerriere, Keith. List Apart, A (2008). Careers>Advice>Project Management
#31902
Why Writing Deadlines May Be (Almost) As Good As Money
As much as we all like and/or need money, getting paid may not be enough to keep a writer motivated. Deadlines often are just as important. Although some of us fear — or even hate — them, the truth is that without them many of us simply wouldn’t write anything. And you can count me among those many.
Hewitt, John. Writer's Resource Center (2008). Articles>Writing>Technical Writing>Project Management
#28411
As a general rule, designers and developers should avoid trying to be clever, and should concentrate on working smart.
Hunt, Ben. Web Design From Scratch (2006). Design>Web Design>Project Management
#28193
What does it take to get a newsletter out each month? Well, I spend about 16-20 hours a month on the newsletter at home, which doesn't include copying.
Boykin, Terri. Carolina Communique (2003). Articles>Writing>Project Management
#32124
Review: Herding Chickens: Innovative Techniques for Project Management
Herding Chickens: Innovative Techniques for Project Management is a different take on managing people and projects. Although the authors do pay homage to The Project Management Body of Knowledge (PMBOK), published by the Project Management Institute, you will not in any way confuse their ideas and tips with the approach you find in the PMBOK.
Lockwood, Deb. STC Phoenix (2006). Articles>Reviews>Project Management
#32174
Why Technical Publishing Shouldn't Be Art
The work may start with the author, but to get it from the author to the end reader means it also has to go through an editor, copy editor, book designer, typesetter, printer, sales and marketing team, distributor, book buyer, and, eventually, a retail store.
Porter, Alan J. TechCom Manager (2008). Articles>TC>Publishing>Project Management
#32176
Topic-Based Writing to the Rescue: Project Considerations for Managers
The purpose of this case study is neither to simply rehash the project nor to provide a pressure-cooker story that others can use as a comparative benchmark. This article looks at the decision points within the project and provides an analysis from a real-life, practical approach that other technical communication managers can use when called upon to engage in a rescue project of their own.
Bailie, Rahel Anne. TechCom Manager (2008). Articles>Documentation>Project Management>Case Studies
#32199
Managing the Change Most Forget
Unless your organization is large enough to support dedicated organizational development and/or performance specialists, you will need to bring in a consultant to help you manage the real change. The change most people forget about, until it’s too late.
Hamer, Emma C. TechCom Manager (2006). Articles>Management>Project Management
