Your Documentation Project Plan
I’ve been at this documentation thing since the mid-1980s. This document is due in no small part to the work I’ve participated in at Compaq, Microsoft, and Autodesk in the 1980s and 1990s with great people like Charlie Golder, Mary Deaton, Russ Graham, John Guarino, and others. In those early days we were pretty much making it up as we went along. Use the suggestions here as a starting point and make it your own.
So you’ve been asked to come up with a plan to document…something. Software, SaaS, website, or work instruction, the techniques are similar. Right off, don’t panic. You know more than you think you do. You probably have a good idea how long it takes you to get to a first draft based on experience. Remember that it isn’t your job to make the doc plan match the schedule. That’s for the overall project manager to do. Your job at this point is to determine what is required, what you can do, and offer alternatives. Base your alternatives on changes in time, resources, and scope. It’s up to the stakeholders and project manager to determine what is acceptable for the release and what can wait until the next go around. Nevertheless, they’ll depend on your estimates — your plan — to make their decision. But that’s getting ahead of things. Let’s look at what goes into a good documentation plan, section by section.
In this section tell the reader why this document exists. Ask yourself three key questions:
- What is the business case for the product?
- How will it be marketed?
- What is the purpose of the documentation and who is it for?
Give the reader the background for both the project and the documentation.
What is ‘in scope’ and what isn’t? Tell the reader what you will cover with your documentation. Establish your boundaries and have stakeholders agree to them. For example, you might say that this documentation project will rebrand and reformat a product recently acquired, and any changes to writing style or what is covered is out of scope for this release. You can change the scope as the project progresses, but give the reader the limits here.
Assumptions and Constraints
Stakeholders go into a project with assumptions that affect planning, content, and development. Do these assumptions match what you’ve been discovering? If so, relate how they affect the documentation. If not, talk with stakeholders. What about constraints? Constraints often involve the lack of resources, such as not enough writers at the right time, incomplete features, and the like. How will you deal with this? How do you see the constraints affecting delivery?
The Project Statement of Purpose
What is the product documentation for — what is the purpose? Do you want to reduce support costs? Introduce the software to a new audience? How will the documentation relate to the software? This is the “50,000 foot look-down” at the documentation and the product. Relate this statement to the scope, assumptions, and constraints. Anyone reading these sections should come out with a better understanding of your documentation project.
If you don’t know who you’re writing to, you’ll fail. Take the time — make the time — to discover the audience. Some resources are right in your office. Talk to the product support team if you’re documenting a product update. Marketing and sales are other good sources of data. They need to know who they’re selling to, what problems the product solves, and why it is better than the competition. Ask for their input and advice. If your company offers training, ask to sit in on training for the existing version along with real users. If this is an update, ask to talk with users.
With this information, you can start building a picture, sometimes called personas, of your users. Create user stories describing how they’ll use the product and documentation. What do they want to do? What do they want to know? What do they care about? These answers help you define the documentation and what you must include. Remember, good documentation doesn’t just describe features. Good documentation helps the user accomplish her goals quickly and efficiently.
Along with defining the users, you need to define user tasks. This feeds into the usability goals and requirements. This section tells the reviewers what the document will teach. Do you have to support multiple user types? Create a task matrix to show what information is for what user type. For example:
It’s easy for anyone looking at this table to see the types of users you expect and what tasks they’ll do. It also makes it easy to make changes and add more user types and tasks.
Usability Goals (Requirements)
Explain to the reader how the organization can tell that the documentation is successful. This is a what, not a how or why section. What must the user guide accomplish? What will having context sensitive help do? Take a look at the product requirements for some ideas. If a requirement is “Users will be able to query the database for a report on specimens rejected for rerun” tell how you will document that. Group related requirements together to help organize the documentation.
Look at existing product documentation. Again, talk with support, training, and sales and marketing. Ask to see and use any internal quick references or “cheat sheets” they’ve used.
Development and testing have their own documents and plans. Examine them for anything you can use to create your own plan. If you can link a task or deliverable to their plans, all the better.
Product Design Implications
The user interface affects how you document the product. How does the documentation itself affect the product? A product that relies heavily on scripting will need different documentation than a menu-based product. If you push for context-sensitive Help, this can affect product development as you’ll need a developer to help implement this.
This section should give the reader a good idea of what the documents will look like.
If you need to support more than one operating system, describe the differences here. This is especially important for Windows vs. Macintosh or a web-based delivery. Are there any trade-offs you might need to make? If you are providing online delivery for multiple targets or platforms, factor in the additional testing time.
Graphics and Media
Will you include screen shots, conceptual art, diagrams, flowcharts, etc.? How will you produce them? Call-outs and any additions take time. Be sure to estimate and track that. If you are going to include video, consider disk space and download speed. And don’t forget localization — text needs to be translated, which often means redoing images.
If your project is delivered online, you don’t need to worry about disk space, printing, or storage costs. Indicate how it will be delivered online, how the document store is provisioned, and what steps need to be done.
For print, PDF, and online Help that ships with the software, discuss the issues that impact time and delivery. Stress that late changes to the product may have to be discussed in a README file.
Will the product get localized? What does this mean for the documentation? Are there any requirements or standards from the translation agency? How will localization affect delivery?
Any menus, dialogs, toolbars, etc. — anything that touches the interface — needs to be changed. It’s easier to localize the documentation than the graphics in the documentation. Raise these flags at the beginning of the project, not later!
There’s documentation — the books, manuals, help — and then there are extras that you might provide. These include quick reference cards, video demonstrations, Quick Start Guides, and a host of other aids. Think about Knowledgebase content, training, and other assistance as well. Extras don’t have to be part of the first set of deliverables. Your plan is there to show other team members what’s possible and doable with the resources you have.
With this information, you’re ready to start estimating the time needed.
Process, Estimates, and Schedule
There’s a lot that could be said about estimating, scheduling, and tracking. That’s going to be a future post. The information below, however gives you a good start.
Looking at the development schedule, pay attention to their milestones. Link you deliverables to theirs. I get much better response to reviews when I “chunk” topics so that they match a development or testing milestone. For example, if development plans a release that includes validating input, I match the documentation to that so reviewers can test both the software and the documentation.
There are many, many methods you can use to estimate your work. The best method relies upon historical data culled from similar projects. Don’t make an estimate based on anything similar to the famous “Seven Hours per Page” estimate that’s been bandied about since the late 1980s. That’s an old figure, an average figure. It was created based on limited data, where the publishing systems and software we have today didn’t exist. Throw it out. Another rule — never, never, never build or commit to a time frame in a meeting unrelated to scheduling.
The only estimate that makes sense is the one you come up with based on real data. I’ve been in many meetings where someone throws their Excel spreadsheet up on the screen and asked me, “When can you have a first draft?” Don’t answer. Explain what goes into estimating. Commit to a date to having the estimates and schedule, but don’t commit to a schedule itself.
Don’t forget to include production milestones. Printing, binding, and shipping take time, and you need to make stakeholders aware of the time frames and dates.
Reviews and Approvals
Describe the review process. Will it be hard copy, PDF, or another method? How will you handle queries and corrections? If you’re working in a regulated environment (FDA, FAA, etc.), you may already have a defined process. Be prepared to work with your reviewers to make the process work. Establish a ranking system for review comments. Some comments are suggestions, others are really bugs in the document. Tell stakeholders how you rank comments, describing which take priority and how you’ll deal with them. Show and explain so-called “Drop Dead” dates — the last time you can make changes and still meet the schedule.
List the names, roles, and responsibilities of everyone working on the documentation. Include notes on vacations, leave, etc., and who will pick up their work.
List the groups and POC (Point of Contact) in other groups, such as Development, Testing, Sales, Marketing, Support, and so on. List each group/person’s responsibilities. Include those outside the normal reporting structure at your company, such as translation agencies and printers.
Who are the Subject Matter Experts for each feature set? Don’t just list them, let each of them know they are included. If you have a good idea of when you need to interview them and when their documented feature is up for review, include those dates.
Hardware, Software, Tools
You likely don’t need additional hardware. If you do, list the reasons why. List the software you are using to create the documentation. If you need a new tool or new software, highlight this as needing approval before you can start the project.
Are there any existing assets you can use, such as a database of existing data to create realistic examples? Are there existing graphics that you can use? The group that performs testing, verification and validation on the software may provide sample data you can use.
Potential Risks and Issues
Any project can go south quickly. Be sure you identify any risks and potential issues. Give some thought to how you and the team can mitigate these. For example, if there is a real possibility that some features might not be included in the initial release, how can you keep it out for the release and slip it in later? Offering solutions is part of your job, as is negotiating a resolution that all stakeholders agree on. At this stage your job isn’t to meet the schedule. Your job is to offer a complete plan that includes contingencies. Meeting the schedule comes after approval.
You can cut scope (good), cut the number of drafts (not so good), or add more resources (OK, but it matters when you add them). Are there issues outside of your control that affect your progress? If development is using a new source control system or using a new development environment, there could be some scheduling glitches. You can’t fix them, but you can alert stakeholders what these delays will mean. Talk with other functional groups to see if they are affected by these or similar issues. A delay in one group often ripples through to other groups.
If it all sounds like a lot of work, it is. But the effort you put in at the beginning will result in fewer surprises and a better project — and better documentation or the end user. Here’s a hint that has proven worthwhile — document any changes to the plan and what they affected. These will be helpful when planning projects in the future.