Implemented DITA: bus. case, info model, CCMS, training
Designed mobile content delivery platform
Consulting & coaching: structured content & IA
Solved many localization / web delivery problems
IBM: survey of 1,500 change management execs
(some IT projects, some others)
59% of projects failed to fully meet their objectives44% missed a time, budget or quality goal
15% either missed all goals or were stopped
KPMG: global IT project management survey of 600 orgs
In 12 months, 49% had suffered a recent project failure
Dr Dobbs Journal: 586 responses to email survey
70% of respondents had been involved in a project they knew would fail right from the start
Geneca: interviews with 600 people involved in software dev.
75% of project participants lack confidence that their projects will succeed.
Some IT project failure stats
A DITA disappointment: high hopes
A large technology design company’s documentation was unstructured
A cross departmental audit showed opportunities for:
• Efficiency!
• Quality improvements!
• Innovative delivery!
…through structured content
A DITA disappointment: stagnation and unrest
Solution was rolled out to one team first (very sensible)
Initial knowledge level was patchy, but enthusiasm high (very typical)
Initial outputs were based on previous PDF (understandable)
A DITA disappointment: stagnation and unrest
Solution was rolled out to one team first (very sensible)
Initial knowledge level was patchy, but enthusiasm high (very typical)
Initial outputs were based on previous PDF (understandable)
but after a couple of years…
Still only one team was using the solution
The original stylesheets were in a mess, with frustration about outputs
People were “throwing rocks at each other”
Some gloom, some sunshine
0% 20% 40% 60% 80% 100%
Traditional
Ad-Hoc
Agile
Iterative
Lean
Successful Challenged Failed
The Toyota Production System emphasizes:
• Going and observing where work is done, “where value is created”
• Developing human skills and problem-solving
• A disciplined continuous improvement process
…just like experience on the content production line.
Leanest
Problem: a solution that doesn’t solve things for users
• Onerous workflows
• Attribute values and arbitrary markup details to remember and enter manually
• Co-opting a tool that’s designed for a different purpose
• Barely presentable outputs
Countermeasure: observe and learn from system users
• Go to people’s desks
• Talk through their work processes — their difficulties but also the things they like about the current way of working
• Don’t put words in their mouths!
• In requirements stage, develop proper user stories
• Encourage suggestions on a continuing basis
Countermeasure: effective training/orientation at outset
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• Provide direct examples and hands-on whenever possible
• Keep all training contextually relevant
• Focus on enabling decisions
Countermeasure: effective training/orientation at outset
Problem: failure to consistently back project
• Waning enthusiasm — other projects take priority
• New people come on board, wanting a clean sweep
• Project can end up on the wrong side of the investment/cost-cutting cycle
Countermeasure: pre-consensus & ongoing updates
Informal consultation to build a solid foundation, so no-one feels pressured to support a proposal they’re not comfortable with (Nemawashi).
Ongoing updates to keep the enthusiasm and address any emerging concerns.
• Demoralizing and inefficient at best.
• Dooms project at worst.
Problem: missed schedule/scope/budget goals
Countermeasure I: exploit current resources
If you’re considering a large revamp, stop and consider how you could first improve what you’ve got
• Topic structures in Word/FM/ID templates?
• Use basic tools for authoring, version control, publishing
• Static site builder tech? (Jekyll / Pelican, etc.)
If a big solution has been implemented, don’t chuck it out (straightaway)
• What knowledge and skills have been gained?
• What can the tool usefully do (even if not up to original goals)?
• Know where you’re going but tackle a phase at a time
• Manage expectations: “slow” now = faster overall
• Lots of methodologies, but don’t get too hung up on them — simple is good
Countermeasure II: take a step-by-step approach
Problem: wasted effort
Everyone doing things differently:
• Inconsistent naming
• Different structures (element sequences)
• Arbitrary reuse
• Cloning documents/topics for any reason
Weakens all the benefits of content management: it’s expensive and quality suffers
Problem: wasted effort
Above all:
Creating content that doesn’t add
value.
Everyone doing things differently:
• Inconsistent naming
• Different structures (element sequences)
• Arbitrary reuse
• Cloning documents/topics for any reason
Weakens all the benefits of content management: it’s expensive and quality suffers
Countermeasure I: create content that’s needed
Everyone doing things differently:
• Inconsistent naming
• Different structures (element sequences)
• Arbitrary reuse
• Cloning documents/topics for any reason
Weakens all the benefits of content management: it’s expensive and quality suffers
“Pull” system for content
creation
No more “someone
might need this!”
Countermeasure II: agree initial standards
Naming conventions
Clear document structures/topic types
Agreement on what can be reused and how
Countermeasure II: agree initial standards
Naming conventions
Clear document structures/topic types
Agreement on what can be reused and how
Flow chart / decision tree for reuse decisions
Countermeasure III: nudge towards standards
Support consistency with:
• Cleanup of existing content (automated where possible)
• Name placeholders to type over?
• Just enough workflow. But make it visible!
• Structure constraints and templates
• Visual indicators on reusable content
Countermeasure IV: monitor standards &
encourage suggestionsFoster small-group leaders
Reward suggestions
• Visual recognition for a start
• Perhaps small material rewards such as vouchers
Meet regularly
Deliver quick actions on suggestions, or clear reasons not to implement them
Stop!
Do you know where you’re going? (The value you want to create?)
Tackle problems in the gap between current state and organizational/customer needs
O > P > D > C > A
Observe in the places where value is added
• Where authors, graphic designers, reviewers, publication captains work
• The tools they use
• The interactions they make
• Where effort is wasted
• How progress is visualized
If there’s already a planned solution, does it have any chance?
O > P > D > C > A
Plan the next phase of action
• Assess what’s feasible
• Educate stakeholders and management so they can inform decisions
• Build consensus and gather feedback (nemawashi)
O > P > D > C > A
Do enough to evaluate the planned action
• Lots of little OPDCAs — trying ideas out in prototype or lightweight tools: how does this topic structure feel for authors? how does this presentation go down with users?
• But don’t “do” to the point of no return…
O > P > D > C > A
Check, or “study” (Deming) the results of your doing
• Is this way of doing things feasible?
• Is it an improvement?
• Do adjustments need to be made? (Go straight back to Observe and Plan.)
O > P > D > C > AAct, or “enact” the new way of working
• Document and announce the standard ways of working: guidelines and procedures
• Conduct further training if necessary
• Keep looking for improvements…
Thoughts? Questions?
Get in touch:@joepairman
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