For many companies, it’s easy to see why technical documentation gets ignored:
• It costs money.
• No one wants to do it.
• No one uses it.
It’s no surprise that technical documentation is the last item to make it on the project plan and the first item to cut from the budget. End of story.
Author: jeffrey
Many companies labor under the incorrect assumption that keeping certain functions (like technical writing) in-house gives them the greatest return on investment. Not true. Here’s why.
Without sequencing tasks to a specific purpose, the commonplace actions that constitute office work make little sense and no one would sit around all day doing them, ever. We all recognize the need for processes, but that’s generally where agreement ends.
After an eighteen year career in technology, I have one thing in common with many of my colleagues: we have children. Eating lunch or grabbing a coffee I am frequently asked “What should my child do to get a job in technology” and “What did you major in?” and “I heard about a computer camp where kids make games. Is this a good idea?”
I have little recollection of how I decided to become a technical writer. I’m not even sure how I found out that technical writing was a thing people did. I followed some roommates from college to Atlanta from Connecticut in the fall of 1993. I was a pretty good writer and I had always been a “computer nerd.” Today that might conjure up visions of Red Bull fueled hackathons. When I was growing up it meant reading operating system manuals. For fun.
“Waterfall is dead, long live Agile,” many voices cry, heralding a transition in the software industry from heavyweight engineering efforts to an almost sports-like scrimmage. Waterfall didn’tkeep up, they complain. Projects turned into congested pipelines and out of desperation to reclaim fluidity, the entire cycle broke down into an environment of iterative re-development that gave birth to Agile. Increasingly, developers collaborate in short sprints to rapidly address evolving concerns rather than as construction crews working from blueprints. What does this new era mean for technical writing as part of software development? More specifically, what is expected of an Agile Technical Writer?
In a recent issue of the Shoap Technical Reader, I commented on my reaction to a usability test in which I had participated (“Why Technical Writers Are So Weird”). The test was for one of our writer’s web UI development classes. He created an application to create a response to an RFP. His observations can be found here: http://superawesomegood.com/2012/03/31/searchers-and-scrollers/.
You may have heard the term “gamification” floating around and wondered, “What is that?” The answer: Gamification is the new buzz word representing the idea of incorporating gaming concepts and techniques into non-game activities in order to drive a desired behavior. Marketing campaigns can use game mechanics to drive customers to their websites, sales agents can participate in games to drive competition and increase sales, and in our industry, documentation and training groups can build game-like training materials to fully engage the learner.
We’ve recently been approached by two different companies about writing requirements. The first, a small company, wanted to develop a dashboard to replace a third-party application it was using. The owner, who had most of the information in his head regarding what the new dashboard should look like, what it should do, etc., suggested we send one of our writers to his location to study the existing dashboard, spend a little time with him and some of his key people to learn more about the functionality the dashboard needed to support, and “capture” this information so he could give the requirements to a developer or offshore the project.
In a recent issue of the New Yorker, Atul Gawande argues quite persuasively that like participants in sports, surgeons (like himself) can benefit from coaches. Even the elite stars, like Rafael Nadal, he points out, have coaches, observing, watching every move of the tennis great. Why, he wonders, don’t doctors – even senior, experienced ones – have coaches? As he says, “”I’d paid to have a kid just out of college look at my [tennis] serve. So why did I find it inconceivable to pay someone to come into my operating room and coach me on my surgical technique?”