An Introduction to Documentation Project Management

1. An Introduction to Documentation Project Management Charles Fisher, Datatel, Inc. STC Washington DC Chapter Workshop November 18, 2004

2. Introduction Who is this guy? Why are you here? What will we be doing today?

3. Workshop Topics Basics of project management The project management lifecycle Determining resources Developing estimates Developing and monitoring a project schedule Risk management (overview)

4. Workshop Non-Topics Supervisory skills Team-building skills Personnel management skills Managing multiple projects Organizational structures Developing and implementing a risk management plan Strategic planning

5. Project Management Lifecycle Information gathering Resources and estimates Identifying tasks Scheduling the project Project Kickoff Monitoring and Managing the Project Wrap-up and evaluation

6. Questions about Planning When should you start planning? How much time should you spend planning? How much do you need to know before you can start planning?

7. Information Gathering What do you need to know? Where will you find this information?

8. Basic Information You Need What are you producing? When does it need to be ready?

9. Developing a Project Plan A project plan documents the following: scope deliverables assumptions major milestones and delivery points approach estimates and schedules (when developed) A project plan is not a content plan

10. Resource Availability How many people are available? How much productive, project-related time can you expect from them? For planning purposes, take a high-level approach for resource availability.

11. Exercise #1 Calculate the amount of project-related time you can expect from one full-time writer each week. What other factors could increase or decrease this amount of time? Weeks in a year: 52 Hours in a week: 40 Total Hours in a Year: 52 x 40 = 2080 Reduce by a factor to back out admin time, vacation, development, etc:2080 X .70 = 1456 productive hours per person per year, or about121 hours per month, or about30 hours per week. Weeks in a year: 52 Hours in a week: 40 Total Hours in a Year: 52 x 40 = 2080 Reduce by a factor to back out admin time, vacation, development, etc:2080 X .70 = 1456 productive hours per person per year, or about121 hours per month, or about30 hours per week. Weeks in a year: 52 Hours in a week: 40 Total Hours in a Year: 52 x 40 = 2080 Reduce by a factor to back out admin time, vacation, development, etc:2080 X .70 = 1456 productive hours per person per year, or about121 hours per month, or about30 hours per week. Weeks in a year: 52 Hours in a week: 40 Total Hours in a Year: 52 x 40 = 2080 Reduce by a factor to back out admin time, vacation, development, etc:2080 X .70 = 1456 productive hours per person per year, or about121 hours per month, or about30 hours per week.

12. Estimating the Project Where to start? Use what you know. Compare to similar projects. State any assumptions you make. Refine the estimate as you learn more. WAGs, SWAGs, and third-round estimates.

13. Refining the Estimate Refine your initial estimates based on these project-specific factors (Hackos): product stability information availability subject matter expert availability review effectiveness writer experience technical experience understanding of audience team experience prototype availability

14. Exercise #2 Using the sample project in your handout, develop an initial time estimate for completing it, then refine the estimate using some project-specific factors.

15. Identifying Tasks Use the content plan as a starting point. Chunk larger tasks into smaller subtasks. Identify due dates and task dependencies. No task should be longer than about 40 hours in duration. Why? Use a project management tool.

16. Exercise #3 Using the sample project in your handout, identify some of the main tasks and milestones. Identify some tasks that need to be broken out into smaller sub-tasks, and identify some interdependencies between tasks.

17. Scheduling the Project What is the difference between duration and work? Scheduling is the train-wreck of resources, tasks, and estimates. Watch out for other concurrent projects, resource over-allocation, and tasks that are not infinitely divisible.

18. Exercise #4 Using the sample project in the handout, identify your tasks and dependencies, then develop a schedule.

19. Project Kick-Off For larger projects, hold a formal start-up meeting. You may have already done some initial planning and analysis work. For very large projects, the planning may be a project in itself.

20. Monitoring the Project Meet weekly with the writer to discuss the project. Identify and remove obstacles as they arise. Change the plan and schedule as needed. Communicate changes to all appropriate departments.

21. Assessing and Managing Risk This topic could be a workshop in itself. Identify the main risks that could adversely affect the project. Identify the likelihood of each risk occurring, and the severity of the risk. Develop criteria to help you recognize when you are in a crisis situation. Develop and implement contingency plans as needed.

22. What If�? If a project falls behind schedule, there are always three (and only three) options for completing it: extend the due date add more resources adjust (cut) the scope of the project

23. Exercise #5 For your sample project, your lead writer broke his ankle bungee-jumping while on vacation. He will be out of the office for two more weeks. What are some options for completing the project?

24. Project Wrap-Up Collect data on actual time spent and actual amount of material produced (number of pages and chapters). Conduct a post-mortem to identify positive experiences and areas for improvement. Produce a written report and store this information for use when planning future projects.

25. Session Wrap-up Questions? For more information�