Import Images by Reference – Advil for Drawing Revision Headaches

March 10th, 2010

Our Customers Ask…

“Our company frequently revises our engineering drawings.  Several of these drawings are included in our product guides.  How can we efficiently ensure that the latest drawings are included in our manuals?”

PPI Answers…

We use a repeatable method to ensure that our customers’ latest drawings are always included in documentation.  The key lies in the way we import images.

When you insert a drawing into an Adobe® FrameMaker® document, you have the option of either embedding or referencing the image file.  If you select the embed option, the file is imported as a static part of the document.

Instead, selecting the Import by Reference option tells FrameMaker® to check the source file each time you open the document.  This means that if you change your drawing, save it in the same location by the same name, then FrameMaker® will display the updated image next time it opens the document. 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Voila! Automatic drawing updates!   The tricky part is building a sustainable file structure that allows you to manage the images while retaining revision control.  Most organizations use the name of their drawing files to track revisions.  This can still be done while setting up a file structure that promotes referencing vs. embedding image files.

 A common file structure might look like this:

Each file name includes a brief description of the file and shows what revision.  Users can tell at a glance what file is the latest revision.

 In order to make the best use of the Import by Reference option, you might consider adding an Active folder to your file structure.  The files in the Active  folder should not have the revision information in the title.  For example

 

 

When you update a drawing, follow these steps;

  1. Save the file as you normally would.
  2. Save a copy of the drawing to the Active folder
  3. Rename the file so that it has the same name as the previous revision.  This way, FrameMaker knows what drawing files should be displayed. 

Managing your files this way saves you the nightmare of hunting through existing documents and replacing images every time a drawing is revised.

Sometimes, you’ve got to call in SWAT

March 8th, 2010

Everyone knows that when a situation gets out of hand and the first responders are in over their heads, sometimes you’ve got call in SWAT. 

Police work? No, something far more adrenaline-fueled and dangerous. Documentation.

Picture this:

A manufacturer is scrambling to finish up and prepare for delivery the latest iteration of one of their most popular pieces of equipment. Three weeks before it is scheduled to ship, someone realizes they forgot to prepare the operator and service documentation that is required to accompany the equipment to their customer overseas.

Internal resources are tapped. Engineers and technicians work day and night preparing the machine for shipment and delivery. In an office adjacent to the assembly floor,  the engineering manager and product line manager furrow their brows with growing concern. Completing the documentation on time is only one-half the problem. The other half is doing so in such a way that corresponds favorably with the quality and innovation of this new piece of equipment. A hastily assembled three-ring binder full of notes and photocopied vendor-supplied spec sheets just weren’t going to cut it this time.

What do they do?

They call in a SWAT team. Well, ok. Maybe not the guys with the bullet proof vests and flash-bang grenades, but a documentation SWAT team. (Which, let’s face it, is almost as cool.) This team shows up in khakis and button-down shirts, armed with notebooks, digital cameras and laptops loaded with high-power publishing software.

And like the real SWAT, this documentation team is equipped with special training.  Armed with the education and real-world experience of mechanical and electrical engineering as well as computer science and communications, a well-rounded team of specialists that is singularly focused on the mission of getting in and getting back out with minimal long-term cost.

When the team shows up on site, they rapidly assess the situation and map out a plan. In short order, a project scope is hammered out, and the team goes to work.

The team descends on the equipment and rapidly determine how it works, what the major components are, and what needs to be included in the documentation. Encounters with engineers and technicians might prove troublesome for some teams, but not this one. They speak the language; fluent in “engineer” and well-versed in the world of equipment manufacturing. At the same time, the teams’ offsite support are already preparing a template to house the content.

The team supplies everything. Need a picture of this component? No problem. Need to facilitate the inclusion of  CE warning labels but can’t find all of them? They’ll find them. Need an engineering drawing converted or modified? They’ve got you covered. Need to facilitate the upload of  large files for inclusion into the documentation? The team will have a secure file transfer site up for you in minutes. Want to design a completely new documentation layout to better represent your company? The team will provide you with samples to choose from, or create a completely new one. Have a requirement for an additional language? They have specialists for that, too.

Digital cameras flash. The rapid firing of keystrokes punctuates the noise of the assembly floor. Notepads are exhausted and pens run dry.

It’s the end of day one, and the team is ready to present a working outline. By the end of week one, the team will have draft content ready for review. By the end of week three, the documentation has been completed and delivered. Along the way, the team has reported daily and weekly progress, organized and facilitated review meetings, and managed the process of seeking out, capturing, and maintaining content edits.

Wouldn’t it be great if such a team existed? A team of specialists that you could call in to respond to your product documentation needs without having to hold their hands? A team that has the skills, know-how and appreciation for your time and resources? A team that could get in, get out and provide you with a quality and on-time deliverable with no long-term investment? Sound too good to be true?

Some questions for equipment manufacturers out there:

Have you ever wished for a documentation “SWAT” team? What would prevent you from utilizing such a team? What questions or concerns might you ask or want to discuss with this team?

I’d love to hear your thoughts. Drop us a note here or feel free to use the comments feature.

 

Conditional Formatting vs. Attribute Filtering in Single-Sourced Documents

March 5th, 2010

Many of our customers come to us because they see the value in single-sourcing their documentation.  Of couse it is simple and cost-effective to maintain a single document that provides multiple outputs – much simpler than trying to juggle multiple individual files. 

When designing the single-source document, one of the first considerations has to be how you will manage the content.  To this end, there are two primary methods:  Conditional Formatting and Attribute Filtering.  What is the difference between the two?  What circumstances would make one more appropriate than the other?  These are some of the questions that we are frequently asked.  To address these questions, let’s take a look at each of these methods.  For these examples, I will be using Adobe® FrameMaker® as my editor.

Conditional Formatting

Conditional tags can be applied to individual characters, words, sentences, or whole paragraphs.  You can then display or hide the tagged text within the document with a few clicks of the mouse.

Before you begin to write your document, make a list of the conditions that you may need to set.    For the purposes of this example, I have identified two conditions: Condition A, and Condition B.  Once these conditions are identified, you can create condition tags.  Some editors allows you to designate text colors that will be displayed once a tag is applied.  These colors are called Conditional Indicators.  You can turn these indicators off globally before you print or export your document.   I chose to use Green for Condition A and Red for Condition B.

As you develop your document, mark content that you would like to manipulate with a conditional tag.  First, select the text, and then apply the predefined conditional tag. 

  

Once your document is complete, you can manipulate it by showing or hiding certain conditions.  In the example below, I have hidden both Condition A and Condition B. 

 

 The next example shows Condition A and hides Condition B.

 

This method of manipulating a single sourced document makes it easy to manage multiple input combinations; however, it does not lend itself well to multiple output levels.

Attribute Filtering

Attribute Filtering provides more options than conditional formatting; however, it is applied at a higher level.  Where conditional text could be applied to a single character, word, or sentence within a paragraph, attributes are applied to the paragraph itself.  If you have to change just one character in a paragraph in order to achieve the desired output, you will need to duplicate the paragraph, make the change, and apply different attributes to each.

To apply attributes, you must be working in a structured document.  As you develop your content, set the appropriate attributes and their values.  For example, you could have an attribute of “Condition” with possible values of “1“and “2.”  Additionally, you could have an attribute of “Level” with possible values of “A “and “B.

  1. Attribute = Condition
    1. Value = 1
    2. Value = 2
  2. Attribute = Level
    1. Value = A
    2. Value = B

Once your attributes are assigned, you can develop filter expressions.  Filter expressions are Boolean expressions that dictate what content is displayed or hidden.  Some possible filters for the above attributes and values are:

1. Common Text Only:

NOT (Condition=”1” OR Condition=”2”) AND NOT (Level=”A” OR Level=”B”)

2. Condition 1 + Level B

NOT (Condition=”2”) AND NOT (Level=”A”)

3.  Condition 2 + Level A

NOT (Condition=”1”) AND NOT (Level=”B”)

4. Level B only

NOT (Condition=”1” OR Condition=”2”) AND NOT (Level=”A”)

As you can see, attribute filtering is a powerful means of controlling various outputs; however, it works best when there is a singular input.

To further illustrate, let’s take a look at two hypothetical clients.

Hypothetical Client A

Client A produces one basic type of heavy industrial equipment; however the machine is customized for each customer.  There are 82 possible features and options, giving them an almost limitless potential for customization.  It is impractical to pre-write individual user manuals and product guides for every potential configuration.  It is ineffecient to create a draft-to-print custom manual and guide for each possibility.

The output will always be either a pdf or a printed document, and will always be delivered to a consistent audience level.

Using conditional text is the correct answer in this case.  The output is always the same level (ie. there is only one audience), it is the input that changes.  Manipulating the document by setting conditions allows you to precisely control the features and options that are included.

Hypothetical Client B

Client B produces a few different industrial machines.  Each machine requires three levels of publications: a Product Operation  Guide, a Preventative Maintenance System, and an Installation Manual.  Each of these manuals will focus on different aspects of the same machine.  Some of the content in each will be common; however, the steps that are required for various processes will vary greatly from one user level to another.

In this instance, the input is constant while the output changes.  Attribute filtering would be appropriate for Client B.  Manipulating the document by filtering attributes allows tight control over the documents that are produced, ensuring that the correct information gets to the correct audience level.

Choose Wisely

Each of these methods requires a different approach to writing your document.  Before you begin to develop your content, ensure that you have selected the best method of managing content.  Choosing correctly makes it easy to produce the desired results.

Is Your Product Documentation Letting the Side Down?

March 2nd, 2010

Look at any trade magazine, industry e-newsletter or website and you’ll continue to find evidence of dollars being spent in the pursuit of the next sale.  Even in economic downturns, (or perhaps exactly because of an economic downturn), it seems manufacturers are still willing to go to just about  any length to get the word about their company and extol the virtues of their products.

In today’s world of user-friendly and largely free social media tools, it’s understandable that this trend continues. In relatively little time, with relatively little cost, manufacturers large and small can stake their claim on the web and create a fresh,  forward-facing identity to engage potential customers with a whole new strategy. Manufacturers across the country and the world are scrambling to become experts in the brave new world of social media. Facebook, Twitter, and YouTube used to be banned during working hours, now they’re almost a requirement.

And let’s not forget the more traditional methods of marketing, including the entirety of various MarComm initiatives, as well as ad buys in the aforementioned trade journals and/or banner space in e-newsletters, trade websites and the like.

However you as a manufacturer define your strategy of getting the word out about your products, it adds up to a significant, concerted series of costs and efforts designed to generate leads, and from leads, sales.

But what happens after the sale? Have you considered that your product documentation is letting the side down? Or even worse, could your product documentation be preventing a sale?

For your consideration:

  • Given all the time and effort that go into creating a brand that properly targets and engages your customers, does your product documentation support the perception of your brand? Is the gleam of your world-class marketing effort being dulled by a ratty binder of photocopied sheets that you affectionately refer to as the “operator’s manual”? At a minimum, stop and consider what kind of impression is left on your customer by your documentation after the sale.
  • Are you using your product documentation to sell after the sale? If your product requires consumables, service parts, or optional upgrades, you should be.  From the correct contact information for service reps to detailed information on the benefits of genuine OEM consumables to instructions on how to get spare parts, it’s always worth your while as a manufacturer to ensure you are taking advantage of this opportunity to make these additional sales. Do you offer product or process-specific training for customers? Why not include this type of information in your product documentation as well?
  • Is your product documentation available online? Many people use the availability and quality of product documentation as a factor in their purchase decisions. Is yours available online, and if it isn’t today, would you have any reservations about making it available online as it stands today? Could be one more reason for your customer to decide to buy from you. Even if you deal strictly in custom equipment, it may be worth creating a “generic” sample and make it available to potential customers of an example of your world-class products and support.
  • Take a look at your competitors’ product documentation. Is yours comparable? What things do you think they do a better job of, and what things do you feel you do a better job of? Next time your boss asks you to sit in on a marketing strategy session, it would be worth your time to have this list or some examples handy.

Product documentation is often overlooked or dismissed as a necessary evil, yet it should have just as an important role as every other play in your marketing strategy playbook. Don’t make the mistake of allowing it to let your side down.

 

 

 

Adobe Frame Maker Training: A Results Oriented Approach

February 16th, 2010

We were doing some consulting for a manufacturer that had been tasked with launching a more-or-less new technical publications department. I say “more-or-less new” as the company had always tried to produce and keep up with technical documentation to support their products, but the process was ad hoc at best, and completed by any available warm body with access to a desktop computer, Word and/or an ancient version of Corel Ventura . As the company grew this became problematic, as you can imagine. The manufacturer’s decision was to formalize a group that would be responsible for ensuring that product was always accompanied by relevant documentation.

One lucky staff engineer was appointed manager of the new, albeit non-existant, technical documentation group.  Beyond a fresh set of licenses for the still-uninstalled Adobe Technical Communication Suite software, this manager was not working with very much to start. Of particular interest was training on the use Adobe Frame Maker for the newly-minted technical writers.

The manager was well aware of the prevalent training options. Adobe themselves offer training, and there’s an entire cottage industry of third-parties dedicated to offering  training on just about any piece of software imaginable. Costs vary somewhat based on the location, duration or the supplemental training materials provided, and many focus on providing the trainees with a means to getting their feet wet with Frame Maker. A good functional overview , if you will.

This is all fine and good, and certainly of benefit to many people seeking to learn more about Frame Maker and it’s capabilities. However, for this particular customer, we advised a results-oriented approach.

Why? Not because there’s anything inherently wrong with sending a staff of writers to Frame Maker training; but as consultants we have an obligation to consider our customers’ actual requirements. Not to mention that we’re a service organization and it’s what we do afterall, create clear paths to results for our customers.

Given this customer’s requirements, we determined a course of action that best fit the description of a results-oriented approach to Frame Maker training. I’ve sketched out that approach below; maybe you will find it of use within your own organization.

1.  Create a Frame Maker template. One of the most important and useful things you can do is to create a standardized Framemaker template (or templates) for your documentation. Work from an example of your existing documentation; establish the look, feel and approved writing styles to create a consistent set of components for you and your writers to use when working within Frame Maker. Think of this as the common skeleton for all your manuals. A solid template should contain the following:

  • A graphical representation of the way your documents are laid out on the pages, i.e. pre-defined sections and spacing; what goes where (“frames”)
  • All standard boilerplate information such as your front matter, corporate logo, page header and footer definitions (page number, doc part number, contact info etc.)
  • A library of approved styles to be used within your manuals. Again, working from the styles you’ve used in the past (or created as new), you can pre-define the available selections your writers will need to have access to on a day to day basis. For example, for all of your chapter or section headings, you can create the component within Frame Maker as say, “Section Head”, so when selected, you simply type the text and Frame Maker will automatically apply the correct positioning on the page, space around the text, font, size, and other attributes. The same would apply to warnings, cautions, notes, numbered or bulleted lists, body text, etc. This will ensure consistency across all of your documents.
  • Include instructions for use within the template itself. Not only can you create the tools; you should show examples in use within the template and include instructions on how to use written into the template document itself. This way, any writer can open up the template and immediately see how different styles are to be used, and can keep a copy if they wish as a quick reference as needed.

Template creation is an important first step to ensure that your publications retain the same structure from document to document regardless of who does the writing within your group. Good templates also establish the standard of usability for readers, and should represent your brand in a positive manner.

Note that very few, if any Frame Maker training courses will provide a customized template for you to use, yet this is absolutely key to begin using Frame Maker in a meaningful way and should not be overlooked.

2. Think job-specific training, not just software training. Taking a class on Frame Maker may not meet your groups’ requirements in and of itself; especially if one of the requirements is to get productive quickly. Adobe also offers a self-guided instructional manual with Frame Maker of course, but often times users find it about 50% more than they need to get their job done, and it’s hard to know at a glance what is pertinent information and what is not.

 
Consider how your staff will use Frame Maker day in and day out, then focus on training that addresses these real everyday requirements. As part of your company’s Frame Maker training you should incorporate the following:
  • A Quick Reference Guide for your staff. This should be the “SOP” for anyone present or future who has the role of technical writer at your company. Even as people move on, this remains, to serve as the reference on how your company’s documents are created using Frame Maker. Again, this should be completely specific to the production of your documentation, not a generic guide on the use of Frame Maker that leaves it to your staff to figure out how to apply it to your specific application.
  • Instructor-led training that will ensure your staff get hands-on experience working in your specific template producing your manuals under the guidance of  an experienced Frame Maker user. This way, the tasks learned are 100% 1:1 applicable to the actual jobs your staff will be doing day to day.
Combined, these components will absolutely ensure that your group will quite literally hit the ground running. Focus on creating productive, efficient technical writers, not just a  staff that knows a lot more about Frame Maker overall, but are still unsure of how that applies to their jobs.
 
Cost deserves a mention as well. Good, bad or otherwise, one of the biggest factors in selecting a resource for Frame Maker training is cost.
 

Perhaps harder to quantify on paper for comparison’s sake, but how much is it costing every day that your group is not up to speed producing new documents or working through a back log? What tolerance will there be internally for the time and expense of off-the-shelf software training that does not yield practical and immediate results? Based on the wages and benefits of our staff, how much time would have to spent dealing with inefficiencies before that cost is equal to or greater than the cost of our developing a training program as outlined above? Worth your time to take a look at both.

Basic Frame Maker training will yield an overview-level understanding of the entire range of Frame Maker’s capabilities. Yet upon completion of software training, you will not have a template to work from, will not have had the benefit of practical time working on your specific manuals, and if a person moves on, that training is gone.  Equip your group for the long term; don’t risk stop-gapping the issue with insufficient software training.

 

 

 

Response to an Outsourcing Question Posted on LinkedIn’s Documentation Managers Group

February 9th, 2010

Recently, someone from a language translation services provider posted a good question in LinkedIn’s Documentation Managers group. As a language services provider, this person’s company is considering the addition of technical writing to their service offerings. The questions were “why do companies outsource technical writing, how frequently and to what extent?”

These are great questions, and I thought I’d re-post my thoughts here:

-The reasons why our clients choose to outsource technical writing are as varied as the companies themselves. In better economic times, it was often because thier internal resources simply did not have the capacity to meet the requirements. More recently, as internal staff levels have tapered off, we are seeing requests for assistance because the in-house resources that once were simply do not exist any longer.

Also, as [another commentor] pointed out, “technical writer” is a catch-all job title. All of our staff here would be more appropriately described as “content developers” as they have experience not only developing content for, say, product documentation but training curriculum and content for web applications as well. So there sometimes exists a disparity between what a potential customer thinks they need versus what they should be looking for. This subtle issue is one you should be aware of and one we deal with everyday. You may advertise that you are offering “technical writing” services, but your target customer may not equate their particular content development needs with technical writing necessarily because their subject matter happens to be training currciculum.

Some clients simply need an existing document edited to reflect some recent updates. Sometimes a file format conversion is required. Sometimes a person is needed on site to work with product teams to develop and deliver content. Sometimes clients hand over entire product documentation projects to be managed either on-site or remotely start to finish. Again, the reasons for and extent of outsourcing varies greatly.

-It has been our experience that larger companies having strong internal technical writing departments or resources, are often resistant to outsourcing, which makes sense and is to no one’s surprise. However, even these groups will often be receptive to learning more about how to manage their content more effectively. They may not want any help developing the content, but chances are they are drowning in a sea of it and may even be feeling pressure from the KM/ECM folks in their organization to do something about it. In this case, outsourcing the writing of their content probably isn’t going to be very attractive, but the services of a company or experienced technical writer may in fact be. Technical writers experienced with extensible content structure and delivery can still be a viable outsource option.

-A question that comes up frequently when discussing the outsourcing of technical writing is validation and verification of quality. This is especially relevant since the rise of lost-cost outsourcing across the globe. A low per-piece or per-hour rate can sound incredibly attractive to those considering outsourcing, but it must be evaluated to include the additional expenses of the contracting company’s project management and validation/verification time. The reality is that it is just not that simple as outsourcing to take advantage of a favorable exchange rate, there are real additional costs that have to be considered.

-More and more, and back to [another commentor's] point, it is simply not enough to offer pure content development work. While a valuable skill in and of itself, technical writers have found themselves having to respond to the needs of organizations that are shifting the focus to the management of their content. We have seen, over the last few years, more and more clients looking to us for assistance with the structure and management of their content, not just the development of the content. It seems it’s simply not enough to be able to develop content, it pays to know a thing or two about content management as well.

-Your position as a language services provider is probably a good one. We currently partner with a couple of similar service providers and those relationships have proven to be worthwhile.

For the complete discussion, here’s the link. (Though you may have to register for the group if you have not already.)

HALO Jumping, Recession, and Training… Oh My!

September 17th, 2009

HALO (High Altitude Low Opening) skydiving is a technique used by special operations military units in order to covertly insert troops into strategic areas.  The soldier begins the process 25,000 to 35,000 feet above the Earth.  (S)he exits the aircraft and immediately begins to accelerate towards the ground.  Within 15 seconds, the jumper is traveling at speeds close to 200 miles per hour.  The soldier does not open a parachute to slow decent until (s)he is around 3,500 feet from the earth.  Once opened, the chute (and physics) begins to decelerate the rate that the person is falling; however, (s)he still impacts the surface traveling very fast.

I would imagine that there is a very critical time period beginning when the chute is deployed and ending when feet touch the ground.  During this time, the soldier must accomplish several things.  The jumper must do an immediate self-check for signs of decompression sickness, ensure that his/her orientation with surface directions is correct, quickly take stock of the battlefield, be aware of communication and orders, ensure that necessary resources are at hand (and have survived the jump), and decide what direction to move when the jump is completed.  If all of this information is processed correctly, the HALO jumper will be able to hit the ground running (so to speak) and will be able to realize the full potential of the advantages presented by the HALO jump.

Over the past year, we have all been riding this recession.  Some may have felt not-unlike a HALO jumper.  Although the recession seems to have turned the corner, the ride isn’t quite over yet.  Right now is a critical time for businesses, and we would do well to follow the example of the jumper during that critical period between deployment of the parachute and touchdown.

Check for any signs of ‘decompression sickness.”  The past year took its toll on virtually every organization.  Most of us are acutely aware of the financial price we have paid over the past year, but look a little deeper.  How does employee loyalty measure up to 2008?  What about morale?  How has your customers’ perception of your organization changed? 

Check your orientation.  Many businesses have been in survival mode, operating as lean as possible.  Ensure that key managers are aware of the differences between lean operation, recovery operation, and growth operation.  This will be important as your organization begins to recover and moves back towards growth. 

Take stock of the battlefield.  During the recession, have your objectives changed?  Do you see a better direction in which to move your organization?  Have you developed any innovations that may lead you towards new successes?  Not unlike our HALO jumper, we have a just few heartbeats to take stock of how our corporate battlefield has changed and designate new objectives if necessary.

Be Aware of Communication and Orders.  It is critical that each of us pays more than the usual attention to communication right now.  If new corporate objectives are established, that information must filter throughout the organization in order to facilitate a smooth transition from survival through recovery and into growth.

Ensure that necessary resources are at hand.  How many organizations were forced to downsize their workforce and delay necessary equipment upgrades?  What adjustments are necessary to meet customer requirements enough to allow the transition from survival mode to recovery mode?  What defines the point when your organization will officially move into recovery?  Further, what resource adjustments are necessary in order to move back into growth mode, and what point will define the switch from recovery to growth?

Transitioning into recovery mode will not necessarily be easy.  We are all going to have to overcome several challenges as we rise out of this recession.  For example, your organization may need to see an increase in revenue before you are able to expand your workforce.  You may be operating on a skeleton crew at this point.  How will you, with lean resources, increase revenue before you are able to enhance/replenish your resources?  Further, consider the challenges associated with training new team members when you are able to augment your survival-mode crew.

The key here is training – training new team members, cross training existing team members, training existing team members for roles of higher responsibility… we are all going to have to pay close attention to our training efforts.

PPI Technical Communications does have needs assessment and training services available; however, if you are going to develop your own training, the following 7 steps will help to organize the development process and ensure that your training is comprehensive:

1. PLAN – Identify training goal, Training Program Terminal Objective, target audience, content type, course type, method of delivery, and material requirements. PPI recommends creating a Training Program Plan document that captures the above components to be used as a reference when communicating the vision to development staff.

2. ANALYZE – Analysis and organization of information, including Training Program content and Training Program plan. Identification of Training Program Enabling Objectives (stepping stones) that will logically lead trainees to the Training Program Terminal Objective

3. DESIGN – Organization of Training Program into Courses, then Classes. Development of Course Terminal Objectives and Enabling Objectives that facilitate incorporation into the Training Program Terminal Objective and meet the Training Program Enabling Objectives. Development of Class Terminal Objectives and Enabling Objectives that facilitate incorporation into the Course Terminal Objective and meet the Course Enabling Objectives.

4. DEVELOP – Develop the training content as required in order to fit the Training Program Design and Plan.

5. IMPLEMENT – Pilot the training program

6. EVALUATE – Evaluate the Training Program, considering the results, instructor input, and trainee input.

7. REVISE – Revise the Training Program to streamline delivery and maximize effectiveness.

What direction will your organization move in when your feet touch the ground?

 

 

 

Developing a Flexible and Sustainable Training Program

September 14th, 2009

We have had the good fortune to develop many training materials for our clients over the years. Regardless of the training topic, there’s always something especially rewarding about developing training content. I think one of the reasons we enjoy it so much is the fact that multimedia is often involved and the delivery platform can vary from print materials to the Web. Compared to technical documentation that only exists on a shelf somewhere (yes, we still work on those projects too!), training programs often represent an opportunity to be creative while flexing our design and programming muscles at the same time.

Recently, we were talking to a client about transitioning their legacy printed training materials into a more robust program that would be both easier to maintain and reach more of their employees and customers.

Their situation was not at all unusual or uncommon by any means. I’m sure many of us are familiar with a scenario like this one:

-The training curriculum is developed in-house using Microsoft Word or a similar word processing application.
-The curriculum is distributed electonically via e-mail and manually via printing and mailing.
-The curriculum is delivered by multiple instructors, who are responsible for not only the delivery of the training, but for the management of the trainee information and testing results as well. Consequently, there are no real standards behind the delivery of the training and no knowledge retention metrics for the trainees.
-The travel requirements for instructors and customers alike were becoming a greater and greater burden.
-No clear path for remediation. If a trainee can’t keep up with the instructor, oh well, at least he or she attended, right?
-Multiple revisions of the training content exist internally; one or two internal experts might know which is current.
-Internal training rarely keeps pace with the needs of the ever changing organization, and external (customer) training can’t keep up with the speed of product release and revision.

The client was unsure of their direction and was pretty overwhlemed by what seemed like a long, difficult, and expensive path to achieve their goals. Our team evaluated their current situation along with their requirements and came up with the following recommendations.

*Starting at the source of the training content, transition out of Microsoft Word and into an XML-capable authoring program, like Adobe Frame Maker. The cost to obtain a couple of licenses for Frame Maker plus the time to learn how to use it in a structured environment is relatively small compared to the inefficiencies and risk of a poorly managed training program. (Incidentally, this client took us up on our offer to teach their training personnel how to use their new software.) There are of course other good quality and robust XML-capable authoring platforms; the point is simply that the first step should be to ensure you can create content that can be easily reused within other applications and locations. This alone opens up a world of opportunity to improve your curriculum management and delivery processes. Now all of the training content that was once shackled within the stuffy confines of Word can be reused almost anywhere.

*Leverage the now XML-rich content into a Web-based delivery platform. Web-based delivery of curriculum has a number of nice advantages. The curriculum content and method of delivery is always the same (standardization), its available to anyone with access to the web and proper log-in credentials (accessibility) and trainee/student management can be automated. Also, the travel once required to deliver the training can be all but eliminated (reduced cost). What we recommended was to convert the legacy print curriculum into smaller computer based training (CBT) modules. Granted, “custom CBT module” and “inexpensive” typically aren’t used together in the same sentence, but because a large portion of the actual training content now existed (and will continue to exist) in an XML format, the overall development costs for the CBT modules were minimized. Using another Adobe product, Captivate, content generated in Frame Maker can be directly reused within the CBT modules.

*Take full advantage of the CBT environment. Using a good CBT development tool like Captivate or similar, we were able to show our client how to take full advantage of this type of platform. What was once simply text and line drawings, can now be enhanced with Flash animation and digital images. The pace of the curriculum delivery is now dictated by the trainee instead of the instructor. Exams to measure subject matter retention can be built in, with direct paths to remediation built in. If a trainee misses a particular question or answers one incorrectly, the CBT can be programmed to immediately redirect the trainee to review the relevant material and try the answering the question again. Once a CBT is completed, results containing the trainee can be directly e-mailed to any address or addresses, or if there is an learning management system in place, the results can be directly integrated into most any database, allowing trends to be identified and reviewed. Internal training and testing can be turned into customer training by simply removing any portions that are not applicable to the customer side of the training.

*Implement revision control and execute revisions. The clients’ training curriculum is dynamic and must be updated from time to time to reflect product revisions and procedural changes. However, not all changes are equally critical. In order to contain what would otherwise be a continuous stream of updates, we helped the client implement a “major” and “minor” revision control structure. While simplistic, this really helped them get a handle on revision control. “Major” revisions are classified as those revisions that have to do with personnel or customer safety, as well as those things that may cause damage to the product. These major revisions are executed immediately. “Minor” revisions are classified as those revisions that describe a non-critical update in the product or procedures, and do not have an immediate impact on safety. These are collected by the training group and pushed out in a new revision on a regular basis, perhaps every two, four, or six months. In either case, revisions are made at the source document level, and then pushed out via XML to the CBT modules. This way, if there are revisions required to the CBT content beyond the shared XML content, (exam questions or anything unique to the CBT), the updates can be planned for and done all at one time making for a much more controlled and efficient process.

Ultimately, we were able to help our client achieve their goals of a training program that is more easily maintained, better controlled, and far more accessible to both their own personnel as well as their customer base. See what I mean? Training is fun.


View Scott McDonough's profile on LinkedIn

Basic steps for releasing a successful translation project

August 14th, 2009

 

A good part of my everyday is walking people through potential translation projects. This can be an intimidating process for the uninitiated, and something of a hassle for anyone who has wandered down this road before.

That being said, here are a few things to think about before the project even leaves your laptop:

1. Know what you want to say, and the impression you want to make.

The source document should be locked down before releasing it for translation. The quickest way to drive up the price, and delay delivery of a project is to submit changes after the translator has started a project.

Consider hiring a good editor to review your work and help you weed out the redundant or superfluous information that may not be necessary to your translated document.

2. Set the rules up front.

If you have a list of 10,000 terms to import into a database and none of them can be duplicates – tell your vendor at the start of the project, not after he delivers it and you cannot upload it successfully.

3. Destination of target languages – where it is being deployed, and the intended audience.

You need to know where your translation will be deployed. For many languages, you will have a number of options, and if you are armed with the knowledge of needing Chilean Spanish, Brazilian Portuguese and Canadian French ahead of time, the process will be a lot smoother.

Note: Your vendor will more than likely be happy to help you figure this out, but it is something you will definitely need to know before you can get an estimate and start the project.

4. Being realistic with pricing and turnarounds.

Translation is time-consuming and expensive. There, I said it. While this is not a secret, most people do suffer a fair amount of sticker-shock when presented with an initial estimate.

Think about it though, you are requesting that someone take your source document; translate it thought for thought; and write it up in a way that will engage your target audience. Add in the time to research and proofread the work and there you have it – a good chunk of change. All the more reason to pop back to step one and really think about what you want translated.

Note: a basic guideline to keep in mind when submitting a request is that on average, a good translator, working alone, can average 1500-2000 words per day and pricing is based on the English word count.

Other factors can play a key role:

  • Translator’s current workload
  • Rush/Certain Date projects
  • Complexity of text to be translated

5. Be ready to answer some questions.

Even the very best translators will need clarification on certain verbiage – they simply will not know the information better than the person who wrote it.

Note: you should not expect a literal translation of you text but a comprehensive translation of all source information that is localized to be readily understood by those reading your translated pieces.

6. Know what to expect when you get your deliverables back

Be up front with your vendor about your plans for the translated text. If you send your vendor  word file to be translated into Arabic, but neglect to mention that you plan on taking this text into your existing InDesign document , you will most certainly incur headaches (and additional costs) once you figure out that InDesign does not support right-to-left text input.

Note: ask questions. If there is something you do not understand or want clarification on – make sure your vendor knows this. Make sure your comfort level is where it needs to be and that you will be satisfied with your completed project.

Most importantly, choose your vendor wisely. A good vendor who has experience and cares about the outcome of your project will be there for you each step of the way. He will ensure your questions are answered, your needs are met, and that you are happy with the outcome of your project. Otherwise, what’s the point?

View Stephanie Perko's profile on LinkedIn

 

The Value of Service

August 5th, 2009

 

Value Vs. Cost

Today, many companies are struggling to find ways to become more competitive.  One of the most common methods is to drastically slash prices.  This method may increase sales, but is it really increasing your revenue?

In order to make your prospective customers aware of your price reduction, you actually have to spend more money on an advertising campaign.  It does not make a lot of sense to spend more in order to generate less revenue.

This method quickly leads to an increased importance of quantity at the expense of quality.  Large companies that are focused on accumulating a large quantity of residual income generating customers have shown a disconcerting trend – when sales efforts are largely successful, customer service falls by the wayside. 

Lowering the cost of your service is easy to do - so easy, in fact, that your unimaginative competition can do it too.  There is an alternative to lowering the quality of your service offering in order to
reduce prices.

Helping Customers to Help Themselves

It is extremely cost effective to hire a contracting company to perform a service.  The benefits of retaining contract specialists and service providers are well known.  However, there is a down-side.

When a service provider acts as a consultant and teaches their clients how to manage their services on their own, the service provider then loses their ability to retain that customer.  The end result is that a longtime business relationship between a client and a service provider must be based on secrecy.

One way to increase the value of the service that you provide is to add an educational element to your service.  Your customers will be more willing to invest in your service if you teach them to do
it themselves.

A slight shift in perception is required.  Take yourself from an ongoing service provider to a one-time service provider that includes training.  Generate your cost estimates based on the income that your company needs to complete a project and to develop and deliver training to your customers. 

You will see that you are able to increase the perceived value without decreasing your prices.  Your customers will gain  knowledge that allows them to minimize future expenditures.

PPI has taken this approach with SCULPTCM by creating an initiative that enables us to simultaneously provide three valuable services to our customers: implement a comprehensive custom solution, define a toolset that is optimized for the management of that solution, and provide training that allows our customers to manage their solution on their own (post implementation).

Our economy dictates that companies minimize their expenditures.  Companies are going to do that whether service providers like it or not.  Forward-looking service providers should see this as an opportunity to move into a new direction.


View John D Crews's profile on LinkedIn