Tag: technical writing

You may have noticed that I’ve been missing in action lately—at least on Gryphon Mountain, anyway. A couple of related factors have contributed to this.

First, I’ve devoted a lot of my attention in 2011 to fiction. I’m most of the way through my second draft of a novel. During my two-week Christmas vacation a year ago, I wrote over 27,000 words of the first draft. This last vacation, I edited and revised my way through almost the entire second half of it in my second-draft effort. I’m trying to perfect my storytelling skills. Once I complete the second draft, I’ll be reading through it in as few days as possible, just making notes as I go as to what needs fixing. Then I’ll go back and make changes accordingly.

Those who have followed the Gryphon Mountain Tales may think this strange, seeing as I haven’t posted a new tale in months. I did promise an experiment, and the experiment proved that I’m not good at serial fiction. I don’t do well when I have defined only a vague overarching storyline. I’m not saying that the Tales have died; they’ve just taken a big break.

Focusing on a novel, not to mention trying to spend time with my daughter, has left much less time for blogging here than I’ve had before.

Second, I haven’t had as much to say about tech comm this year, or at least during the last several months. As I said, I think this is related to the first cause. My mind hasn’t been on tech comm as much as before, so I haven’t had as many ideas for blog posts.

I used to have this “blog lens” through which I would view much of my professional experience. Multiple times throughout the week, I would think, “That topic would make a good blog post,” and I’d make a note. However, in much of 2011, my subconscious has been working out kinks in my novel instead.

With all of that said, however, I do have something to blog about today. :)

Part of the User Education team’s goals in 2011 was to have a team style guide finalized. I became the driver behind that effort. Mainly because of that, and probably because I’ve been doing a lot of writing and revising, the topic of concise writing has been on my mind.

A lot of the problem with common English usage these days is the padding. People insert words that don’t need to be there. Our wording isn’t precise. People feel like they have to add modifiers to their words to add importance or clarity when they don’t need to, resulting in redundancy and the weakening of the core idea.

Writers know that putting together a concise, clear message takes time. But I believe the first try would be closer to the mark—not to mention the final version—if we truly understand the language and use words precisely.

I’m sure you’d like an example. I’ll give you a couple.

“Return again.” What’s wrong with this phrase? Nothing, if it’s used correctly. Return means to come or go to a place you’ve been before. If you’re talking about returning the first time, the word already includes the idea of “being there again.” If you then leave a second time and come back, you are then in fact returning again. But most of the time, when I hear or read the phrase “return again,” the speaker or writer isn’t talking about a second time coming back, but rather the first.

“Each one.” This phrase is redundant. Merriam-Webster’s even shows one of the definitions of “each” to be “each one,” drawing on one of the other meanings of “each.” But when people say or write “each one,” they’re generally using “each” in the sense where it can stand alone meaning “each one,” making that “one” unnecessary.

I’m getting dizzy going in circles like this.

Anyway, my point with this example is that I don’t know if there’s ever a reason to say “each one” in speaking or writing. “Each” suffices.

These examples illustrate how easy and common it is in English, and perhaps other languages, to tack unneeded words on to other words.

To be precise in our writing, we should understand these nuances and then write, and edit, for them.

For technical communicators, precise language isn’t about persnickety grammarians with yardsticks ready to rap knuckles. Precise language means clear communication, less content for our audiences to sift through, and lower translation costs (where every word is an expense to the organization).

Precision is concision.

Note: If you find any unnecessary words in my post, let me know. :)

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The cost keeps going upI wonder if there’s a tech writer out there—in the software industry, anyway—who would argue that being involved in the design stages of a project is a bad thing.

This theme comes up time and again among our User Education team members. Yesterday, one of us gave a presentation to our community of practice about usable design, what makes something usable, and how tech writers can contribute. She suggested we come up with some metrics that help us demonstrate how our contribution to usable design increases user productivity and lowers cost.

As part of her illustration, she showed a chart about the more and more expensive it gets to fix a bug from the requirements stage through to the maintenance stage.

An idea came to mind, and I shared it with the team, that one of the things that we can use some hard numbers with is determining how many steps it takes to complete a task. The presenter had used an example to show how a process that she would have expected to take four steps instead took twelve. If we can analyze designs and determine how many steps it takes to complete associated tasks, we can tell the project team, “That’s going to be hard to explain. That process will take ten steps (or fourteen, or twenty). And when a user sees a procedure with that many steps, the first thought is ‘This is going to be hard,’ probably followed up with ‘I hope I do it right.’ Confidence goes into a nosedive.”

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Last week I visited the pilot location for Project Pinnacle. My focus was to see how well my first-draft quick reference guides worked, but I spent some time training.

The office staff tended to want to ask me how to do things and be walked through it, but I took those times to ask them to test out the instructions for me. However, on one occasion, I had to guide a brand-new user through a somewhat complicated scheduling procedure while she was on the phone with the person setting up the appointment. I figured it would be better to help her through that one because she’d feel enough pressure from trying to do it right and in a timely manner.

In addition to notes on improvements to make to the guides, I kept other notes. The rundown:

  • 5 tasks to add to the guides
  • 14 other changes needed to the guides
  • 20 feature or change requests
  • 10 bugs
  • 14 miscellaneous items that were questions, observations, or usability problems

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I’ve been reading Ginny Redish’s book, Letting Go of the Words: Writing Web Content That Works. It was a bit slow at first because the early material is pretty basic. And I came into it with the preconception that it wouldn’t apply much to documentation, since we write help systems and manuals.

In light of our team’s search for the tool that best meets a set of specific requirements, I’ve decided that Redish’s book has everything to do with what I do—or what I should be doing.

My Beef with Tri-pane Help

If you’ve been reading this blog for a while, it’s no secret to you that I’m not a big fan of tri-pane help. I think it’s dated and is associated in people’s minds with unhelpfulness.

But in our search for a tool that will give us a more robust Web output, I’ve discovered the main reason I don’t like tri-pane help.

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No Silver Bullets in Tech Comm Technology

Silver bulletWhen I was in elementary school, I learned that it’s pretty much guaranteed that when answering true-and-false questions, if the statement contains any absolutes, it’s false. Notice I hedged there a bit.

The same thing is true when we’re talking about tools and technology in technical communication.

I see blog or Twitter posts sometimes that insist that some approach is the key or the only way to go. Sometimes, such statements are true—if they support such timeless principles as knowing your audience. But when they set forth some technology or technology-based approach to communication as the silver bullet that will solve all your tech-doc woes, I don’t buy it.

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A Built-in Method of Delivering User Assistance

I have a crackpot idea for presenting user assistance in software or on websites. Okay, maybe it’s not so far out there, but I haven’t seen this done anywhere that I can recall.

Like a lot of ideas, I was probably thinking about something else when this occurred to me. But I’ve got this picture of a div that slides or pops out in the interface when the user wants to see it to get more information. This pane could appear to one side or the bottom of the main section of the page.

Here are a couple of mockups. These are not to scale.

Help opening at the side
Help appearing to one side

Help opening at the bottom
Help appearing at the bottom

The advantages of this approach is that the user doesn’t have to see help unless he or she wants to, and it’s right there in the same window, not covering up anything, so you don’t have to switch back and forth between windows.

Disadvantages are the limited real estate for content and the amount that this may cut into the site or application’s usable space.

One of the main things I like about an approach like this is that I believe user assistance ought to be designed into the interface. It shouldn’t be something added at the last minute like you were deciding what hat to wear today before leaving the house. It’s part of the user experience, so it should be part of the user experience design—with input from the technical communicator, of course.

What do you think? Have you seen this kind of approach anywhere?

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When getting a recent set of release notes ready, I sent them to the product manager for feedback. He emailed back and pointed out the concepts we needed to emphasize with a change we were making. I struggled to work them back in to my copy without making it more than people would read.

I decided I needed to take a step back and start over. I took some quick steps that helped me produce a much clearer and stronger message about the change being made:

  1. Open a blank document.
  2. Write in as brief sentences as possible the concepts that you need to get across. Boil the message down to its essential parts.
  3. Revise minimally.

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Pile of playing cards

No, not that kind of cards.

As part of a continuous effort to improve a Web application help system I maintain, I conducted four card-sorting exercises to help me better organize the topics that aren’t context-sensitive but are either task-based or conceptual. I had nearly a hundred cards for each group. I had them go through the stack and organize things as they went and then do a look-over at the end and make changes if they wanted. They did this within 90 minutes.

To give credit where it’s due, I started thinking about this because of the presentation that Rachel Peters, Yina Li, and Will Sansbury gave at the 2010 STC Summit. And I based my exercises on the “definitive guide” by Donna Spencer and Todd Warfel on Boxes and Arrows. (I ended up with only four groups instead of five, but I left it at that because of the difficulty I encountered in getting the kinds of participants I was looking for.)

Here are some lessons I learned as I conducted these sessions, in no particular order. Some have to do with information architecture, and others have to do with conducting card sorting. I’ll also provide additional considerations that affect some of these conclusions.

Shallow Organization Is Preferred

Part of the exercise was for the participants to organize things the way they wanted and come up with their own category titles. My participants usually came up with only two levels. One group had a third level of organization in one category. This suggests that people naturally don’t categorize things more deeply than two or three levels because they may start getting lost.

Considerations: This may have been a result of the fact that I had only about 100 cards. If I had 1000, people may have felt a greater need to create more levels of organization. But with the cards I provided, more than two levels was certainly possible.

Title Is More Important Than Format

Part of what I was trying to find out is whether participants would consider the format of the information when searching for it. I have HTML topics, Flash video demonstrations, and PDF quick reference guides. I indicated with a small notation on the cards which format that topic is in: HTML, video, or PDF. Participants tended to ignore that notation (even though I explained it during the briefing) and sort things based on the title. This suggests people may think more about the topic title than the format when mentally organizing information.

The importance of titles was reinforced when participants didn’t know what a topic meant and I had to explain it if they were completely stumped. I determined that out of 96 topics, 27 needed changes to their titles. That’s almost one third. Identifying confusing titles was a great side benefit of these exercises.

Considerations: All index cards look the same, so it may be hard to think of the topics being in a different format. Some people would prefer a video and may want to browse the available videos instead of browsing by topic.

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In the project portfolio where I work, we have several applications in maintenance mode. A number of developers and testers, some previously assigned to dev projects and others relatively new, may work on bugs from any application at any time, and most aren’t familiar with the applications yet.

My cubicle is next to that of Matt, one of the testers. One day he was trying to follow instructions in some test cases and hit a wall because of lack of detail. He called over Nathan, another tester in a neighboring cube. They launched into a discussion of how much detail should be included in test cases.

Matt’s problem was steps that assumed prior knowledge. It would be a general step like “Create a payment to a landlord.” Well, how do I do that? he wondered. A number of steps are involved in creating a payment, and he didn’t know what they were. The test case was obviously written for someone with a certain level of knowledge about the application. Matt needed more detailed steps.

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Deleting a Topic from RoboHelp and Subversion

The workings of RoboHelp and SubversionAs you’re developing a help system and updating content, it sometimes becomes necessary to delete a topic file because the information is out of date or should be combined with other information. When you’re using both RoboHelp and Subversion, it’s easy to mess things up doing this. It’s important to delete the file in RH first to maintain its version of reality and lessen the hassle. But things have to be done correctly in Subversion too.

These steps go through the steps in general plus specific steps in parentheses for the TortoiseSVN client for Windows Explorer (currently version 1.6.10), which I use. The TortoiseSVN steps explain what to do in Windows Explorer.

  1. Commit all current changes to the repository (right-click in folder > SVN Commit).
  2. In RH, make sure no links or other references point to the file you want to delete. (To check this, go to Tools > Reports > Topic References to run a link report. Then remove the links that are listed.)
  3. Click the topic in Project Manager.
  4. Press Delete. (Note that if there are still references to a topic, when you press Delete, the confirmation pop-up asks about removing those references. I recommend you go back to step 1 so you don’t have to find and fix a bunch of broken links.)
  5. Click Yes. This deletes the file from your hard drive and from RH’s awareness.
  6. Update your folder to pull the file back in from the repository (right-click in the folder that contained the file, and then click SVN Update).
  7. Delete the file (right-click file > TortoiseSVN > Delete).
  8. Commit the change (right-click in folder > SVN Commit).

Worry about these steps only if you check your output in to Subversion as well:

  1. Generate and then publish help to your hard drive (check out my post on making WebHelp and FlashHelp output work correctly with Subversion).
  2. Delete the old file (right-click file > TortoiseSVN > Delete).
  3. Commit the changes (right-click > SVN Commit).
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