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 by: Mike Hayden

CONTENTS:

1. Are you losing momentum while others plan ahead?

2. Is your brainstorming getting the action you want?

3. Are you starting your new employees the right way?

4. Are you maintaining your documentation correctly?

5. Call to Action.

1. Are you losing momentum while others plan ahead?

Now is the best time for you to create your 2nd-half 2003 action plans.

Just go to my website and request my F*R*E*E

Executive / Manager's Preference Workbook.

http://www.SeniorManagementServices.com

This Executive / Manager's Preference Workbook will help you evaluate and sort three important areas:

• Key areas of business development you judge most important;

• Critical items in those key areas you consider most relevant; and,

• The sequence you want these key areas and critical items handled.

Don't wait! Download your F*R*E*E

Executive / Manager's Preference Workbook, today!

http://www.SeniorManagementServices.com

Immediate action produces immediate results!

2. Is your brainstorming getting the action you want?

I got disgusted with trash-TV and went to Border's Books for coffee and reading. I bought an awesome book called, "Magical Worlds of the Wizard of Ads," by Roy H. Williams.

Roy has written several "Wizard" books, which I will read in time. This book has 101 chapters - but usually each chapter has just two easy-to-read pages. Each chapter is a gem.

Here's a quotation from his chapter called, How to Facilitate Brainstorming.

"Extraverts invented brainstorming. Stimulated by things external to them, extraverts 'talk to think.' ...more than half of our population are introverted [who] 'think to talk.' ...preferring to tell you only what they have already thought about. Consequently, introverts typically sit quietly through brainstorming sessions...

"...To have an awesome brainstorming session, just send everyone a detailed note twenty-four hours ahead. ... Extraverts will see the note only as an invitation... introverts will interpret the note as a work assignment and begin formulating thoughts..."

3. Are you starting your new employees the right way?

Here's another quotation from Roy's chapter called, Experience Must First Be A Verb.

"During the first hour of their first day on the job, my friend Richard Kessler tells every new employee:

'When you're helping a customer of this company, always remember that you ARE the company. When a decision needs to be made, make it. Do what you believe is right. Nine times out of ten, you're going to make a fabulous decision. One time in ten, I'm going to wish that you had done something different. Backing you up on those decisions is the price that I'm willing to pay to get the other nine decisions from you. Never, ever be afraid to do what you truly believe is right.'"

(No, I don't earn a commission or win a microwave oven when you buy a book!)

You can subscribe to Roy's excellent weekly email newsletter at: http://www.wizardofads.com

4. Are you maintaining your documentation correctly?

As I've said in many eZines, you must write stuff down.

The other day, an interviewer asked,

"How many pages you written?"

"Somewhere around 30,000 pages delivered, not including thousands of draft pages."

"You must love writing!"

"Not really."

"Then what...?"

"I don't love writing per se. I love the applications. I love the results. In writing, you can create, let's say, the first level of reality. By writing, you can begin to give intangible ideas form in the physical universe.

"Can you imagine how many people discovered the secret of fire and didn't write it down? The news had to spread by 'tribal knowledge!'

"How many times did the secret vanish because some fire-novice asphyxiated himself and family? How many times do think some do-gooder banned fire due to its dangers?

"It probably took eons to discover that secret - over and over!

"Eventually, I suppose, someone wrote the secret on a cave wall or cocktail napkin..."

"Planning to write is not writing. Outlining... researching... talking to people about what you're doing, none of that is writing. Writing is writing." -- E.L. Doctorow

Anyway, when you write stuff down, you'll eventually need to update it. (I'll talk here about large, important documents - Operations Manuals, Technical Manuals, User Manuals, or maybe the secret of fire and how to control it.)

"Mike, what have you learned over the years about maintaining documentation?"

Well, large documentation projects have their own "life cycle." This cycle extends from conception to obsolescence.

When you develop large-scale documents, you'll typically iterate through the following:

1. Requirements. Includes definition, statement of goals, preliminary analysis, functional specifications, and design constraints.

2. Design. Includes outline definition, format definition, etc.

3. Implementation. Requires writing, editing, integration of various components, and proofing.

4. Testing. Includes verification and evaluation against the requirements.

But wait! There's another phase I call Documentation Maintenance! It begins after you deliver your documentation to your user.

You can divide Documentation Maintenance into the following steps:

• Determine need for change

• Submit Change Request

• Review Proposed Changes

• Analyze requirements

• Approve/Reject Change Request

• Schedule task(s)

• Review and Analyze Design

• Write and Edit

• Test

• Verify against Standards

• User Acceptance

In these steps, I outline the maintenance process, which begins when someone needs a change and ends when your user accepts your changes.

As you can imagine, changing documentation is frequently complex and may involve many people.

For example, imagine the task of updating documentation for applications in complex electronics, aerospace, law, medical, insurance, etc. Or, how about updating flight-prep manual for a commercial airliner?

The maintenance process above appears linear. But again, you'll undergo many steps and iterative loops.

For example,

You may need to clarify the Change Request.

You may require more analysis of the Design Reviews.

You may need to rewrite your Standards Audit.

Your users may fail to accept the results, etc.

Someone, the "Maintainer(s)" must do the work.

This Maintainer must make changes within the context of the existing documentation. Maintenance people often find this the most challenging problem.

The older the documentation, the more challenging and time-consuming the maintenance effort. But normally, maintenance takes you less time than development.

Your development effort may span several months. You may schedule PERFECTIVE maintenance in cycles of one to six months. But, you may require CORRECTIVE maintenance within hours.

Functionally, you can divide documentation maintenance activities into three categories:

PERFECTIVE,

ADAPTIVE, and

CORRECTIVE.

Let me explain...

PERFECTIVE MAINTENANCE

"Perfective maintenance" is when you make changes, insertions, deletions, modifications, extensions, and enhancements to improve understandability or maintainability.

You generally do Perfective maintenance because you have new or changing requirements, or you may need to fine-tune the documentation.

Fine-tuning

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