Documentation Project Management: Some ... - ACM Digital Library
Documentation Project Management: Some Problems and Solutions Katherine Haramundanis Digital Equipment Corporation haramundanis@koolit. enet.dec. com
Project
Abstract
● ●
Today’s technical communicator, whether creating technical documents as aper or online, preparin courses/tutori al?s, developing multimedia broc % w-es, reparing interactive materials, constructing systems, or R ypermedia doing any of the man new tasks that fall within the purview o ? this field, often encounter major reject maria ement issues. These issues are /’requently di fFlcult to resolve. This paper discusses a few of these problems and proposes solutions. Case studies illustrate the issues. What
● ● ●
to make
copy
or classroom use 1s granted without distributed for profit or commercial
of all or part
fee provided advantage,
of this
that copies the copyright
of the publication and Its date appear, and notice is given permission of ACM, Inc To copy otherw]se, to repubhsh, or to redistribute to hsts, requires prior specific permission
DOC 95-10/95 Savannah, Georgia, @ 1995 ACM 0-89791 -713-8/95/0010..
U S.A. $3.50
work
for
requirements gathering planning managing executing communicating
Executing or implementing the plan requires doin what was outlined in the plan, ensuring that sche 8 ules and cost constraints are maintained, and that the appropriate level of quality is sustained. Tracking the project is about 10 percent of what a project manager does to ensure implementation. Communicating includes ensurin that all team members understand goals and o f jectives, and know how they are bein tracked and measured on the project. It also inc7 udes keeping clients and customers informed and responding to issues raised. It may also include creating reports or presentations to inform clients or provide information to others with an interest or stake in the project.
Management?
digital/hard
parts:
Mana “ng your project includes directing the project itself r implementing the plan, controlling and assessing progress, ensuring t% at milestones are ke t and deliverables made available, and endin t% e project). Develop specific project goals as part of requirements gathering to ensure that your reject is kept on track, within bounds, and canceled i f necessary.
communication, a project can be creation of a documentation set for a software product, creation of an online tutorial, or the preparation of an interactive, multimedia demonstration. A pro”ect could also consist of gathering information to coor A-nate the work of oups of software engineers collaborating on a several broad C$ envelopment project, creation of a hypermedia system for use on the World-Wide Web, or the pre aration of an annual report that requires the f CO1aborative work of people from several departments.
Permission
several distinct
In planning, use work decomposition (work breakdown structure) for accuracy, and use ranges when making cost and schedule estimates. Always prepare a written project plan. Some companies use a there standard template for a reject plan. Sometimes is a requirement that a pf an be only one page.
is a Project?
is Reject
contains
In your requirements gatherin phase, be selective; don’t take eve suggestion of ?ered by customers or their proxies. Y isten to customers for their requirements; don’t let them design the solution. That is your team’s job.
First a few basics. A project has an object, has a definite beginning and end, uses multiple, specific resources, requires a leader and staff, has progress that can be measured, and coexists with but is dktinct from other rejects. Projects and rograms are similav pro arns Eave longer duration t [ an projects. In technic f
What
management
Documentation project management covers all the t ical environments in which a writer may work. R ese include the singleton writer, alone in a company
personal
are not ,made or notice, the title
that copying M by to post on servers and/or a fee.
63
or work group, writers who work in a writing oup, those who are part of an en “neering team, an T independent consultants (1 Paramundanis 1992a).
What
is the Role of the Project
Manager?
The project manager must obtain or negotiate for the project, plan the reject, direct the project (execute the Ian), control an x assess progress, and end the project. all the planned E riding the project can mean completing deliverables or cancelin the reject. Each of these tasks require several skills an~goo~communication with project members and clients. A Sample
u
Project
Plan 2.0
To illustrate the principles and methods of documentation project maria ement, I selected a sample I will use this project, creation of an ann U& report. project to show how to plan the ro”ect, how to prepare a Work Breakdown Structure ( $? B ) for the project, and how to evaluate at a moment in time whether the project is on time and within bud et. This project is planned to occur within a period of 15 days, but the same princi les and methods can apply to a project of 17 weeks or 1 ?
/ Milcstailc
months.
In this project, the requirements are that the annual report must contain certain items, information about these items must be gathered from certain sources, and the report must be delivered on a specific date to certain individuals. The format of the report is pre-defined by corporate policy.
show onl two graphically and three in the ordered list. For t i is project, we need only three levels.
1.0 Annual
Having understood the requirements, the first step in plannin the reject is to scope out the tasks and create a work ixreak own structure. This structure contains tasks and milestones. We can view the project both as a work breakdown structure and as a Gantt chart repared 7‘reject. with a software project planning tool, Microsoft I could have used another project planning tool, but the principles and method would remain the same.
2.1
3.0 Data
Management
Collection 3.1 Conduct 3.2 Assemble 3.3 Review 3.4 Write
Interviews FMancial Financial
Fkmncial
Reports Reports
Summaries
3.4.1 Approve
financial reports, writing the management overview, writing the marketing report, writing the resident’s letter, reviewing the report, final approv J of the text,
4.0 Writing
assembly of the final materials, sending the assembled report to the rinter, receiving the reports from the printer, distri I uting the reports. The project is complete when the reports have been distributed. this set of tasks graphically
Planning
2.3 Interview
major tasks: initial planning, interview management, conducting the interviews, assembling the financial reports, reviewing the financial reports, approving the
breakdown structure as shown or as an ordered list (Kerzner, show only the top level WBS level WBS for the first part of WBS for a large project could
start
2.2 Initial
To produce the annual report, we have the following
We can represent
Report
2.0 Plan
4.1 Write
Management
4.2 Write
Marketing
Report
4.3 Write
President’s
Letter
5.0 Approval
Overview
Phase
5.1 Review 5.2 Final
in a work
Fkwncial
Phase
Report
Text Approved
6.0 Final Assembly
in the following diagrams 1995). The diagrams for the project and the first the project, A complete have up to seven levels; I
6.1 Assemble
Final
6.2 Send to Printer 7.0 Distribution
64
Materials
Summaries
7.1 Receive Reports from 7.2 Distribute 7.3 Project
Printer
As part of the planning for this project, an analysis of the duration and costs of each activity was developed (Meredith, Mantel, 1985). Starting with the work
Reports Complete
breakdown structure, we take time and cost estimates from individual contributors and place them in the Planning Budget Table. We then use this analysis periodically to determine whether the pro-ect is on time and on budget. The initial plannin b ud et, with time and cost estimates, is show in Tab 72e 1, nnllul Report Pro”ect, Planaing Budget Table. Note that each activity o / any duration (not milestones) is listed in the Budget Table with a dollar amount assigned each day. The amount for each day depends on the activities for each task that day.
A Gantt Chart for this reject contains the major elements shown in the Following diagram.
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Name_
Schedubd
Planning Phm?e I
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Assemb!Q Finardal
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Summartss
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Phase Wme Managsnmnt Write Marketlw
Rq)mt
Write PmsuMnrs Apprwl
Lettef
Pha6$
Review of Rqwl
16
Final Tekl Apprwed
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Final Assembly
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21
Receive repoti
22
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With this plan, at the end of the eighth day, we can determine if the project is on plan and on bud et. This is done with the information collected in % able 2, called a Variance Table. We have labeled this table Annual Report Project Costs, End of Dav 8. wmum ”-’ ‘“--”
K:PQII ‘----
~rOJec:L ~_qnn @Budget ‘--’--“@le.J
~ays ... f23’4
Activity 2,2 23,
-4-.
–+–– —~.–
-----
~---.
.+ .-.-~.
-;_-__,
—~-—-—.
_
––
9 10 —–:.—– ..-
~
.
. .
.-.+
.:.
..+
..+
-_
;-.
__
.—...--,
L- .—
11J ---Izr : --.4 13 14’ –... :....1614. a—... .–T7~---–”.. ...—
6’ 7’ –.ai 200-- ZOOL300: 300-”460-‘tIoa”--zor -------,---+– --+- .+ ––+ -..J–.— . _..L -–– :- –+-.. + ___+___ _;__.._;. . j___ _tNY 3000 300 300 300 400 400 400 400, 200’ 200 100 i 250’ ‘“250 300 200 200‘L ~+!u l.. _. +._. .+.._! q __250: “~Z~OJt
Project
Abstract
● ●
Today’s technical communicator, whether creating technical documents as aper or online, preparin courses/tutori al?s, developing multimedia broc % w-es, reparing interactive materials, constructing systems, or R ypermedia doing any of the man new tasks that fall within the purview o ? this field, often encounter major reject maria ement issues. These issues are /’requently di fFlcult to resolve. This paper discusses a few of these problems and proposes solutions. Case studies illustrate the issues. What
● ● ●
to make
copy
or classroom use 1s granted without distributed for profit or commercial
of all or part
fee provided advantage,
of this
that copies the copyright
of the publication and Its date appear, and notice is given permission of ACM, Inc To copy otherw]se, to repubhsh, or to redistribute to hsts, requires prior specific permission
DOC 95-10/95 Savannah, Georgia, @ 1995 ACM 0-89791 -713-8/95/0010..
U S.A. $3.50
work
for
requirements gathering planning managing executing communicating
Executing or implementing the plan requires doin what was outlined in the plan, ensuring that sche 8 ules and cost constraints are maintained, and that the appropriate level of quality is sustained. Tracking the project is about 10 percent of what a project manager does to ensure implementation. Communicating includes ensurin that all team members understand goals and o f jectives, and know how they are bein tracked and measured on the project. It also inc7 udes keeping clients and customers informed and responding to issues raised. It may also include creating reports or presentations to inform clients or provide information to others with an interest or stake in the project.
Management?
digital/hard
parts:
Mana “ng your project includes directing the project itself r implementing the plan, controlling and assessing progress, ensuring t% at milestones are ke t and deliverables made available, and endin t% e project). Develop specific project goals as part of requirements gathering to ensure that your reject is kept on track, within bounds, and canceled i f necessary.
communication, a project can be creation of a documentation set for a software product, creation of an online tutorial, or the preparation of an interactive, multimedia demonstration. A pro”ect could also consist of gathering information to coor A-nate the work of oups of software engineers collaborating on a several broad C$ envelopment project, creation of a hypermedia system for use on the World-Wide Web, or the pre aration of an annual report that requires the f CO1aborative work of people from several departments.
Permission
several distinct
In planning, use work decomposition (work breakdown structure) for accuracy, and use ranges when making cost and schedule estimates. Always prepare a written project plan. Some companies use a there standard template for a reject plan. Sometimes is a requirement that a pf an be only one page.
is a Project?
is Reject
contains
In your requirements gatherin phase, be selective; don’t take eve suggestion of ?ered by customers or their proxies. Y isten to customers for their requirements; don’t let them design the solution. That is your team’s job.
First a few basics. A project has an object, has a definite beginning and end, uses multiple, specific resources, requires a leader and staff, has progress that can be measured, and coexists with but is dktinct from other rejects. Projects and rograms are similav pro arns Eave longer duration t [ an projects. In technic f
What
management
Documentation project management covers all the t ical environments in which a writer may work. R ese include the singleton writer, alone in a company
personal
are not ,made or notice, the title
that copying M by to post on servers and/or a fee.
63
or work group, writers who work in a writing oup, those who are part of an en “neering team, an T independent consultants (1 Paramundanis 1992a).
What
is the Role of the Project
Manager?
The project manager must obtain or negotiate for the project, plan the reject, direct the project (execute the Ian), control an x assess progress, and end the project. all the planned E riding the project can mean completing deliverables or cancelin the reject. Each of these tasks require several skills an~goo~communication with project members and clients. A Sample
u
Project
Plan 2.0
To illustrate the principles and methods of documentation project maria ement, I selected a sample I will use this project, creation of an ann U& report. project to show how to plan the ro”ect, how to prepare a Work Breakdown Structure ( $? B ) for the project, and how to evaluate at a moment in time whether the project is on time and within bud et. This project is planned to occur within a period of 15 days, but the same princi les and methods can apply to a project of 17 weeks or 1 ?
/ Milcstailc
months.
In this project, the requirements are that the annual report must contain certain items, information about these items must be gathered from certain sources, and the report must be delivered on a specific date to certain individuals. The format of the report is pre-defined by corporate policy.
show onl two graphically and three in the ordered list. For t i is project, we need only three levels.
1.0 Annual
Having understood the requirements, the first step in plannin the reject is to scope out the tasks and create a work ixreak own structure. This structure contains tasks and milestones. We can view the project both as a work breakdown structure and as a Gantt chart repared 7‘reject. with a software project planning tool, Microsoft I could have used another project planning tool, but the principles and method would remain the same.
2.1
3.0 Data
Management
Collection 3.1 Conduct 3.2 Assemble 3.3 Review 3.4 Write
Interviews FMancial Financial
Fkmncial
Reports Reports
Summaries
3.4.1 Approve
financial reports, writing the management overview, writing the marketing report, writing the resident’s letter, reviewing the report, final approv J of the text,
4.0 Writing
assembly of the final materials, sending the assembled report to the rinter, receiving the reports from the printer, distri I uting the reports. The project is complete when the reports have been distributed. this set of tasks graphically
Planning
2.3 Interview
major tasks: initial planning, interview management, conducting the interviews, assembling the financial reports, reviewing the financial reports, approving the
breakdown structure as shown or as an ordered list (Kerzner, show only the top level WBS level WBS for the first part of WBS for a large project could
start
2.2 Initial
To produce the annual report, we have the following
We can represent
Report
2.0 Plan
4.1 Write
Management
4.2 Write
Marketing
Report
4.3 Write
President’s
Letter
5.0 Approval
Overview
Phase
5.1 Review 5.2 Final
in a work
Fkwncial
Phase
Report
Text Approved
6.0 Final Assembly
in the following diagrams 1995). The diagrams for the project and the first the project, A complete have up to seven levels; I
6.1 Assemble
Final
6.2 Send to Printer 7.0 Distribution
64
Materials
Summaries
7.1 Receive Reports from 7.2 Distribute 7.3 Project
Printer
As part of the planning for this project, an analysis of the duration and costs of each activity was developed (Meredith, Mantel, 1985). Starting with the work
Reports Complete
breakdown structure, we take time and cost estimates from individual contributors and place them in the Planning Budget Table. We then use this analysis periodically to determine whether the pro-ect is on time and on budget. The initial plannin b ud et, with time and cost estimates, is show in Tab 72e 1, nnllul Report Pro”ect, Planaing Budget Table. Note that each activity o / any duration (not milestones) is listed in the Budget Table with a dollar amount assigned each day. The amount for each day depends on the activities for each task that day.
A Gantt Chart for this reject contains the major elements shown in the Following diagram.
..,,,,-, ,..A..,,.l
Ih,”.w
“
7**
cc ““
- M “..S”.,,A.,. .
,-
,
,“.
.,,
,.,
W”,,,.
I
NOvanlLMf lD-1
Duration
Name_
Schedubd
Planning Phm?e I
5
~ 3
Innd
Inte!vkw
lf/13&56til
lf/lWS55q
w
11/f3&S61Xam
lV1.?xt58k9m
●
11/l@&5C@m
W
:
Planning
11/1395800am 261
Management
1
1 I4!7I1OII3]16
!8111114]f712Ul%lX129 I
■
11/16mS5qlm
11/15@58’D&n
.lanuar rl
D@canbel
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Fhtbh
‘+
start of prc+a
4
Sdwdukf
Stml
I
5
Data Collector
Phase
il~-
11/17&S 8i73am
llti5&3Fm
4
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2d~
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N,
6
Conduct Intervk
7
Assemb!Q Finardal
6 9 10 11 72 13 14
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Rev
Summartss
I
App
I
3sdj
cwen ~
m
Phase Wme Managsnmnt Write Marketlw
Rq)mt
Write PmsuMnrs Apprwl
Lettef
Pha6$
Review of Rqwl
16
Final Tekl Apprwed
12/lB3SO&m
%
11i2w!2SlcB2pm
l=i
t9 20
Final Assembly
Od
to
~~
I al
Prfntef j
Dtstnbubon Phase
fnnn pin ~
21
Receive repoti
22
DlstrlLwie Re@s
23
Pmjecf Compkm
I
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C&n
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L
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i29iS58,Wmm
Ml
&+
12Mmst2Wpfll
!214f951CCQrn
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:!
9
Izllmscqan
12WBS 1203sm
Phsss
AsasmtAe Final Materials send
12/4mSl
Id i
m
12WU6sO@m
Zd
~,
i2MlQ55
KQn
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~ 1
i ;7
llr291s5i
m
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lli?OlS5f20#am
I
I
15
f8
11BO195 12 COsm
11/17@S8LKMm
~
‘-
129Q5800am
4d ‘
,i,,mi!i+
fiyis+m
~~
cmf19s50@l
lzl&%50&m
+ 1
~
=+
With this plan, at the end of the eighth day, we can determine if the project is on plan and on bud et. This is done with the information collected in % able 2, called a Variance Table. We have labeled this table Annual Report Project Costs, End of Dav 8. wmum ”-’ ‘“--”
K:PQII ‘----
~rOJec:L ~_qnn @Budget ‘--’--“@le.J
~ays ... f23’4
Activity 2,2 23,
-4-.
–+–– —~.–
-----
~---.
.+ .-.-~.
-;_-__,
—~-—-—.
_
––
9 10 —–:.—– ..-
~
.
. .
.-.+
.:.
..+
..+
-_
;-.
__
.—...--,
L- .—
11J ---Izr : --.4 13 14’ –... :....1614. a—... .–T7~---–”.. ...—
6’ 7’ –.ai 200-- ZOOL300: 300-”460-‘tIoa”--zor -------,---+– --+- .+ ––+ -..J–.— . _..L -–– :- –+-.. + ___+___ _;__.._;. . j___ _tNY 3000 300 300 300 400 400 400 400, 200’ 200 100 i 250’ ‘“250 300 200 200‘L ~+!u l.. _. +._. .+.._! q __250: “~Z~OJt
