Latest Articles on tcworld.info

IEC 82079-1 in a nutshell

Wed, 01 May 2013 00:00:00 +0200

The IEC 82079-1 �Erstellen von Gebrauchsanleitungen� [Creating user manuals] as successor to the EN 62079 of 2001 is a so-called horizontal standard. It does not apply to just a specific product or sector, but contains rules across sectors for almost all branches of the industry. This concept has a considerable impact on the contents of the standard. Many users of the standard would like to know what exactly they need to add to their manuals. �Is it necessary to include this or that?� is often the question. However, the IEC 82079-1 answers such questions only to a moderate degree � it deals more with the �how� and less with the �what�:

How should manuals be prepared, i.e. what steps lead to a result of high value?
How should technical writers and translators be qualified?
How should instructions be presented, i.e. what fonts are suitable, what should be considered during layout and organization, how should the language be composed?
How should safety related information be structured, designed and highlighted in instructions?

IEC 82079-1 is an attempt at representing state-of-the-art technology in the area of technical communication at an international level. It has been achieved only partially from the German perspective. The bulk of the specification is no surprise for professional writers, but rather has been known for long and unfortunately it is often disappointingly insubstantial. This applies especially to rules related to comprehensibility of texts and quality of illustrations, but also to specifications for the use of electronic media. The strength and importance of the standard therefore primarily lies in its existence in itself. There is no way to skirt this minimum standard for instruction manuals. Many companies will discover hardly any need for action; others must however cover large gaps to achieve the level.

Content overview

The standard has seven main sections of which chapter 4 to 6 are the �flesh� of the standard. The table offers a brief overview. As compared to preceding standards, the IEC 82079-1 has increased half as much.

The contents of the IEC 82079-1
Section	Brief description of the content
1 � area of application	Defines the validity area of the standard and its target group
2 � references to standards	Contains a list of standards which are referred to in IEC 82079-1
3 � Terms	Contains definitions of important terms, including many new terms
4 � Principles	Contains basic regulations, e.g. for � Type of preparation of instruction manuals � Qualifications of technical writers and translators � Minimizing risks � Target group analysis � Media and their availability � Instructions for different product variations � Terminology, language and translations
5 � Content of user manuals	Contains listings of typical content for the following aspects of use (lifecycle phases): � Preparation for operation (Transport, Storage, Installation, Commissioning ) � Operation (Normal operation, emergency situations, error search and fault rectification) � Maintenance, repairs � Deinstallation, Recycling, Disposal However, this list provides just a rough framework. Product specific standards must always be considered in addition. Some requirements apply to the content due to the clear orientation towards the phases of the lifecycle: � Information for identifying the product and for changes � Safety-related information and product conformance � Information about accessories that are delivered together with the product, consumables and spares � Information about special tools or equipment that is required
6 � Presentation of user manuals	Contains basic rules for the following areas: � Comprehensibility � Readability (font sizes) � Quality of illustrations � Graphic symbols and safety signs � Design of tables � Document types and electronic media � Highlighting safety-related information � Use of colors
7 � Analysis of conformance	Contains recommendations on how the alignment of instruction manuals can be checked vis a vis the requirements in the IEC 82079-1

There are many new definitions of important terms in section 3. In section 4 it becomes noticeable that the rules included in a fragmented manner in EN 62079 are presented in more detail. The same can be said for section 6, where technical writers now find three pages on the topic of readability under 6.2 instead of a single sentence on font size.

Process-related regulations

It has been criticized often enough that the title �Erstellen von Anleitungen� [creation of instruction manuals] is deceptive. IEC 82079-1 suggests that the process of creation of instruction manuals has been explained and regulated in the standard. This is however not the case, nevertheless a few important process-related regulations have been added to the standard. Section 4.3 requires that a risk assessment should precede the creation of an instruction manual. The residual risks determined must then be mentioned in the instructions. This clearly refers to the creation process. The new rule wants to support technical writers in asking for the overdue risk assessment, as they have never received a risk assessment of design and development till now and have had to research safety-related information. In connection with 4.8.2 section 4.4 demands conducting an analysis of the target group, also in the run up to the creation of an instruction manual. The target group analysis should then form the basis for decisions about the language to be selected (4.8.3), the contents required (4.8.2.2), the terminology (4.8.2.3) and also the distribution of the information over possibly what could be several manuals. Furthermore, it contributes to the decision about the form of the instructions, i.e. the selection of the medium� 4.7.3.

Quality-related regulations

The objectives of the standard include making a minimum quality of instructions achievable and reviewable. For that, it contains numerous rules such as those for readability, quality of illustration, organization and layout or comprehensibility of text. This was already so in EN 62079 as well. Two new sections now aim at qualifications of the persons involved in the creation of instructions. Thus, we find in section 4.2 minimum requirements related to technical writers; they must

possess profound communication skills, particularly in technical communication,
certainly master the used source language,
be functionally well-acquainted with the object being handled,
have knowledge about the organization of the workflow for creating an instruction manual and be capable of implementing the requirements of the standard.

These requirements are of greatest importance, especially in an international horizontal standard; finally it is clearly stated that only trained experts for technical communication should create instruction manuals. Whether the required knowledge and skills have been acquired through training or further education is immaterial here. But an unqualified �alongside� while creating instruction manuals is clearly rejected by the IEC 82079-1. Similar applies to the qualification of translators of instruction manuals. Basic requirements related to this can be found under the misleading heading �Quality of translations� in section 4.8.3.3. Actually this is hardly a topic for the standard, because standards for quality of translations and the qualifications of translators either exist already or are just coming up at other places. However, it was considered necessary to list minimum requirements. Translators must

possess basic communication skills, particularly in technical communication,
be functionally well-acquainted with the object being handled,
master the source and target language fluently; preferably they should be native users of the target language.

The last criterion repeats a much-discussed �iron� rule of the art of translation and can therefore stay in the background for now. It appears more important that the translators involved must be familiar with the nature of technical communication. At some universities such as the Technical University of Cologne for instance, translators are already introduced to peculiarities of the language in instruction manuals. The requirement about the technical knowledge of the translator is irreplaceable, although often not heeded. It is based on the understanding that it is not possible to correctly translate something that one cannot understand and classify. The table shows which sections a technical writer should consider when he works with warnings and safety instructions.

Must read
Section	Keyword for the contents
1	Validity area; also states the objective of the standard
3.19, 3.34, 3.37, 3.43	Important new definitions on user manuals, safety tips, experts, warnings
4.2, 4.8.3.3	Requirements related to the qualification of technical writers (4.2) and translators (4.8.3.3)
4.3	Conduct risk assessment before creating the instruction manual
4.4 und 4.8.2	Conduct target group analysis before creating the instruction manual; decisions that are influenced by the target group analysis
4.8.1.2	Instructions describing several product variations
5.5 und 6.8	Updated rules for safety-related information

Rules for warnings and safety instructions

Perhaps the changes for the warnings and safety instructions were those expected with the greatest anticipation. Section 5.5 is dedicated to them systematically under �safety-related information�. This is also the new umbrella term that we must get used to. The following is defined as safety-related information:

Safety signs, e.g. labels on products
Safety instructions, particularly in a section or chapter Safety
Warnings in the context of instructions

Specific requirements apply to each of these types of information. Unfortunately, the list of signal and warning systems missed stating that safety-related information should be presented in a visible, audible or tactile form. The next version of the standard should be improved in this regard. Safety instructions should be organized meaningfully. For that they must appear in a section or chapter at the beginning of the instruction manual , which can be identified clearly as being relevant to safety from its heading respectively (5.5.2). A kind of �chapter on safety� is specified for the first time in international standards with this requirement. With regards to content, at least information on safe usage, dangers and their avoidance and consequences is required (5.5.1). The basis for selecting safety-related information must however be formed by the risk assessment (4.3). Plants or systems safety information referring to individual components should appear only in the respective instructions for the components. However, if new risks arise from the integration of components at the equipment level then this additional safety information should be provided (only) at the corresponding equipment level. When integrating individual instructions, the safety instructions must always appear only at the instruction level at which the risks are actually relevant (5.5.4). This specification is an initial attempt to regulate the complex topic of safety instructions at plant or system level. Unfortunately however, it throws up more questions than answers: How should the information be distributed specifically in the instruction manual? Can there be several chapters on safety? Are cross-references to other parts of the instruction manual possibly sufficient? Since several parts of a system or plant work together functionally, risks that exist when operating or maintaining individual components may be relevant at plant or system level. How do we deal with the corresponding warnings? All safety information that is relevant in relation to the activities described in a short instruction manual must be included in it (5.5.5). Warnings should appear in the context of the instructions in which the danger about which they warn occurs as well (5.5.2). They should include the following:

a signal word � danger, warning or attention, with the same meaning as in ANSI and ISO 3864 (not stated in 5.5.2 but in 6.8.3)
the danger
the possible consequences
the remedy (not included in 5.5.2 but in 6.8.3)

The form of warnings is handled in 6.8.3, 6.8.5 and 6.8.6. The salient points are:

It is not mandatory to use safety colors.
The warning triangle must always appear before the signal word.

Sadly, requirements related to warnings are not consolidated in a single section and must be searched and put together. Many technical writers will also be amazed by scope for the design. Some had expected or even wished for stricter rules. The freedom would please all those who continue to subject the design of the safety and warning instructions � safety-related information � to the layout and typographic design of their instruction manuals and want to adapt it to it.

What should be done?

First, everyone should analyze the standard carefully. The consequences related to the IEC 82079-1 can be determined in three steps:

Make a planned/actual comparison
Create a list of measures and define priorities
Work out an implementation plan

tekom has worked on a comprehensive commentary that supports technical writers in understanding the standard and correctly organizing their content. Furthermore, there will be more lectures during the conferences. Anyone searching on the Internet will already find numerous training offerings and reading material. A proper �82079 hype� is expected during 2013. To avoid losing oversight, everyone should clarify the extent of the gap in their knowledge for themselves. This works best by first reading the new standard and working with a text highlighter. Even �old hands� may possibly get surprising insights in the process: The new standard is not completely new, but more in depth and stronger in many areas.

Rules for standardized writing

Wed, 01 May 2013 00:00:00 +0200

The translation industry has done it for ages: Formulation guidelines are laid down in style guides. These ensure that contents are translated consistently irrespective of individual translators and can be reused without problem by using a translation memory system. Text quality increases, costs reduce. However, translators can efficiently achieve a good result only when they receive text material that is clear and understandable � irrespective of the author.

Why we need writing rules

On searching for further options to reduce costs and accelerate text production, the creation of source texts comes into focus. Defining writing rules improves the comprehensibility of texts and in the long run reduces the translators� time, who then do not need to ponder about the text and ask for clarifications. Even the rate of errors goes down in the source texts and their translation, and finally in the use of technical products. The key benefit lies in a higher rate of reuse in the source and target languages. Introducing rule-based writing in an organization sounds plausible. To ensure that it is not affected by everyday requirements and the authors accept and implement the rule system, having a plan and structure is recommended. The individual steps are summarized in the figure. Figure 1: Process steps for introducing rule-based writing
Source Isabelle Fleury

1st step � Analysis

Before starting the project, an analysis serves to collect key data and requirements to guide the project in the right direction. Arguments are required in favor of an investment request and release of resources. The information also serves to convince colleagues and to establish the rule system in the long term.

Determine key performance indicators

If individual technical writers are asked in which cases writing rules should be defined, the answer is simple: �actually for all cases�. Even when a technical writer works alone, rules simplify the writing process. The author can concentrate on the matter instead of on how to formulate it. As soon as several authors become involved, the answer remains the same but the agreement on such rules is more rare. The effort for defining and establishing such a rule system is eschewed. Therefore the more likely question is: When is the effort worth it? Key performance indicators help here. The higher they are, the more it makes sense to introduce rule-based writing. The criteria for the key performance indicators can be as follows:

More than three technical writers: It is still possible to coordinate by simply communication if you are alone or a pair.
Number of documentation locations
Outsourcing to documentation service providers yes/no
Number of types of documents  (Information products) per product
Number of documents per year
Use of a CMS yes/planned/no
Translation volumes per year
More than three target languages
Outsourcing to more than one translation service provider

Identify need and benefit

The stated criteria are referred to define the current and future need for action and specified in more detail: so it is not about how many document types, but about which ones. The awareness of the actual quantitative problem, i.e. the level of necessity for this measure should be determined with an analysis of the existing documents considering these framework conditions. Examples from existing documentation make the problem of inconsistent and misleading formulations easy to understand even for non-linguists. Examples can be found by manually comparing documents or using the concordance search of a translation memory system for instance. Subsequently, the consequences of the findings are calculated or described with somewhat greater effort due to authoring of variants in the source language, higher translations costs, wrong translations, loss of time due to queries or possible liability risks. The benefits of the project can thus be highlighted in converse arguments. Furthermore, the project is better supported by management when it is linked closer to the objectives of the organization: Should the technical documentation achieve specific budget specifications? Is the duration of the creation process or the quality of the documents affected? Are there plans to achieve better service quality or greater customer satisfaction?

2nd step � Planning

The overall scope of the project is defined in the planning phase. Furthermore, the flow of all the process steps up to the complete implementation of the rule system is defined.

Set targets

The purpose of introducing rule-based writing is usually to reduce the costs of creation in writing and translation and to accelerate the documentation process and the translation. The means to the end is the increase in quality. Specific quantitative targets should be defined based on key performance indicators that are easy to collect to make the success of the project measurable and visible, e.g.: X % savings in writing/per translation till end of the year; X % fewer queries from translators from one release to the next; X % greater use in CMS/TMS in the next year; X % lower costs for reworking and correction loops. These targets, which are mostly operational, should be formulated linguistically and prioritized according to the assessment of needs. Usually, rule-based writing has the following objectives:

Consistency of texts
Comprehensibility
Reusability
Texts suitable for translation that enable translation using tools
Tool supported reviewability

Define project phases

Standardization projects quickly develop into mammoth tasks in the daily routine. Therefore, proceed step by step and as per a defined schedule when introducing rule-based writing, to conserve resources and to avoid losing sight of the project target. The following questions help define the project phases:

Which text types should be written based on rules? Is a prioritization during implementation useful?
Which departments or author groups should be integrated in what sequence?
Should a review tool be introduced for compliance with writing rules, e.g. Acrolinx or CLAT/Congree?
Is another internal project already running, e.g. introduction of a content or terminology management system? Parallel projects can be a hindrance because they bind necessary personnel resources. However, other projects also follow standardization objectives, which can be bundled in joint activities.

Integrate the participants

Integrating the authors in the project plays a key role in the later acceptance of the rules. Experiences should be drawn from change management: Employees who are already enthusiastic about the idea should be involved first in the planning and rule selection. They should be followed by those �crossing their fingers� and finally the critics.

Lead the project

A clearly nominated project manager should accompany the planned execution of the project and support those involved in the implementation. If a review tool is introduced at the same time, a consultant must be included, to support the technical part. In complex projects it can be entirely helpful to engage an external consultant for the change process. The duration of the project depends on the number of project phases, the tools and those involved in the individual phases. Expect at least six months per department from the start of the project to complete integration of the process in the workflows of technical writing.

3rd step � Rule selection

By rule-based writing we mean the areas that are related to the language elements and formulation. Other levels such as word selection (terminology) and the document or the documentation concept, which should also be standardized, belong to separate projects. The following table shows how project areas are differentiated.

Finding rules

There are different possibilities for setting up rules. They range from creating your own to software that delivers complete rules:

Own development of rules that solve problems identified during document analysis
Research rule lists from literature and make a selection, e.g. from the (German) tekom-guidelines �Regelbasiertes Schreiben � Deutsch f�r die Technische Kommunikation�
Go through rule lists of a review tool and make a selection, provided a decision is made in favor of a tool
Analyze documentation with a review tool and select rules that solve identified errors.

In some cases it is necessary to select between two valid options, e.g. the use of hyphens in composites with three or four basic morphemes. The number of rules to be defined depends on three factors:

Are the authors technical writers who write regularly and have an awareness of language? Or are they occasional authors, e.g. developers who are �forced� to deliver content? To motivate the latter, there should not more than ten rules.
Review tools: The number of rules is restricted without tools: All authors have to internalize each rule to apply it correctly and consistently. Anyone wishing to define over 20 rules requires a review tool that checks its application systematically and supports the authors.
Is there an information model that differentiates contents by type of information and is it supported by a system? This permits selecting different rules for one aspect depending on the context or information type, e.g. restriction of the length of headings to eight words and descriptive information to 26 words.

4th step � Implementation

A rule system should be written after the selection, say as part of a writing guideline. It provides information about rules, how and why they are to be applied and should contain negative as well as positive examples from own documentation. If a review tool is used, requirements should be analyzed carefully, particularly for compatibility with the existing tool landscape in technical writing and translation. Settings are made in the tool after the rule selection, to guide the behavior of the tool in case of non-compliance with rules, e.g. with a tip or through a stop. The implementation should be tried in a test phase. Employees get the opportunity to familiarize themselves with the rules. It is not enough to simply know, e.g. that participle constructions or sentence insertions are not to be used. The authors must learn to rethink so that they can formulate differently. The selection of rules, descriptions of the rule system and the settings in the review tool can be tested and customized in a pilot phase.

5th step � Entrenching

In this phase the project is placed on a broader basis. The time to get used to the system should be as short as possible, so that employees quickly experience the advantages of the measures and the project targets are achieved. Now all affected employees should be introduced to the process first, and learn to work with the new rules. It is important to create a positive learning climate in this phase. Errors are normal and offer the authors a chance to improve. Different measures are possible depending on the number of employees, their experience in working with texts and their attitude towards the project:

Presentation of rule system and review tool
Workshops for using individual rules
Quality circle with analysis of current documents or problem cases and joint text work, e.g. as part of writing meetings
Supervision and coaching for individuals or small groups
Hotline that provides quick help and supports employees to overcome minor frustrations

Moreover, it is necessary to define how the process is to be integrated in the existing documentation process and particularly in the quality assurance process.

It appears logical for each author to check his own work for compliance with the rules and to correct it if required.
If occasional authors or authors with less experience are involved, the compliance with all rules can be ensured in a separate work step. Here it is important to provide feedback to the original authors, so that they can learn from their mistakes.
When updating documents it is necessary to decide whether and under which circumstances the old stock should be reworked according to the new rules.
When using review tools: Which key performance indicators should be recorded and whom should they be informed to?  How are they evaluated? What are the consequences connected to them?
Regular quality measurement can take place in a quality management audit. Sample checks are evaluated for compliance with rules and controlling measures are taken depending on the result.
Inclusion in the induction plan for new employees

6th step � Monitoring performance

Compliance with the rules and the process should be reviewed first to evaluate the success of the project in all its phases and components. Project managers and executives are faced with the question of how to deal with frequent or repeated non-compliance with rules. Sound judgment and tact are necessary here for reacting appropriately to situations and people to ensure success in the long term. For the authors it is often easier to be corrected by a tool: it is impersonal, purely factual and more patient. An important monitoring point is the extent to which the introduction of rule-based writing has been successful and project targets have been achieved. Can key performance indicators be recorded, are they expressive, and how should they be interpreted? If the project targets were not achieved completely, the causes should be found and readjusted immediately. It is also useful to check the project targets. The selection of monitoring measures is equal to a new planning phase. Measures include project definition, selection of rules, customization of the rule system, setting the review tool, trainings, and the customization of processes for instance. It is recommended that the performance be monitored after the integration of each new group of people, since they may possibly have different needs and difficulties.

7th step � Enhancements

Advertising the success of the project in the company is advantageous. This increases the importance of the department, since it can put forward positive statements. Perhaps other departments can also be won over enough to start with rule-based writing themselves and the department can profile itself as a consultant. This particularly concerns departments such as development, design, sales and service that produce many texts in multiple languages. Thus the translation costs can be reduced jointly through reuse. The next logical progress of the project is integrating other documentation locations and groups as well as the transfer of the rule system to the target languages. The number of rules can be increased after a few years: after refining the information models, differentiating by information products or even customizing to new media. The benefits of such an extension should however be determined accurately so that they justify the efforts for the introduction and the review. Meaningful additions to rule-based writing are defining an information model for technical documentation and one terminology for the organization. The plan can then again be implemented in seven steps.

Additional reading (German)

tekom (2011): Regelbasiertes Schreiben � Deutsch f�r die Technische Kommunikation.
Fleury, Frank (2012): Feuer machen. Ver�nderungen in der Technischen Dokumentation erfolgreich umsetzen. In: technische kommunikation, H. 2, S. 54�58.

The power of free manuals � how a global repair community aims to fix the world

Wed, 01 May 2013 00:00:00 +0200

When I was 18, my laptop slipped off the corner of the bed. The iBook fell onto the floor and broke � a single accident that changed the course of my entire life. That moment indirectly lead to the creation of two companies � iFixit and Dozuki � and drove two college freshmen to invent a brand new form of documentation. At the time my computer broke, I was a freshman Computer Science student at Cal Poly University in California. I�d always had a penchant for tinkering, and I decided that I wanted to repair the computer myself instead of buying a new one. After all, mine was a good little computer. It had served me well throughout the years; it didn�t deserve to die before its time. So I searched the Internet for Apple�s official iBook service manual. The service manual wasn�t anywhere to be found. I learned that weekend that Apple didn�t like to share repair information with the public. Not to be defeated, I wheedled Luke Soules, my roommate and a first-year Industrial Engineering major, into helping me out. We were both engineers, after all. We should be able to figure out how to fix a computer, we told ourselves. As it turned out we were wrong. After some poking and prodding and guessing, we managed to take the computer apart and replace the broken part, but � without instructions � we weren�t able to get the iBook back together correctly. It took a long time, some strong language, and a ton of frustration, but, eventually, the computer whirled back to life again. Unfortunately, it never worked as well as it did before we tried to repair it. Luke and I learned something from this experience: people need reliable, easy-to-understand repair information. Apple didn�t make the information publicly available, so we decided to write our own repair instructions for Apple devices � from scratch. We dismantled an Apple computer, wrote a repair manual, and put it online for free. The first weekend, we got over 10,000 hits. And so, iFixit was born: a free, open source, publicly-editable database of repair manuals.

Fix it yourself � from espresso machines to iPods

Ten years later, and iFixit is the only organization on the Web with a repair manual for every single Apple product on the market. Those initial manuals have spawned an entire ecosystem of repair information � not just for Apple products or even computers, but for anything that is fixable. iFixit hosts over 10,000 repair guides, on everything from espresso machines to iPods. And that number grows every single day, as iFixit�s user community authors add more guides to our site. iFixit is based on one simple premise: it should be easy for people to learn how to fix things. And it worked. Millions of people � from New York to Alaska, Tibet to the Faroe Islands � have used our guides. They have saved money, have kept their devices out of landfills, and they have fixed something completely on their own. As the company�s founders, iFixit has taught us how powerful repair, service, and maintenance information can be: How it can teach people to do amazing things, how it can bring people together, and how it can solve institutional problems.

A new kind of documentation

Teaching people how to fix delicate electronics is incredibly hard � especially if they don�t have any previous repair experience. When we first started iFixit, Luke and I asked ourselves, �How can we make our instructions so simple that absolutely anyone can follow them?� We looked around for inspiration: we combed through instructional websites, old IT repair manuals, and giant three-ring binders full of computer guides and assembly information. Frankly, what we found disappointed us. Every single day, technology races ahead. Every day, some visionary comes up with a design for the next life-changing gadget, or software, or manufacturing machine. Every single day, our lives are enriched through new forms of innovation. But for some reason that Luke and I didn�t understand, documentation has stayed exactly the same: static, difficult-to-understand, lifeless books of information. Even online instruction manuals were suffering from a lack of imagination. They were PDFs, essentially books copy-and-pasted into a digital format. That wasn�t good enough. If we really wanted iFixit�s user community to complete their repairs successfully, Luke and I decided that we had to go back to the drawing board. We needed to invent a new form of documentation � one that felt interactive and real, like an expert was standing at your shoulder telling you which screwdriver to use, where that tiny wire goes, and what steps should be approached with special care. Over the years, we developed some pretty strong opinions about documentation, and about what makes it effective. These are the principles that iFixit was built on:

Great instructions make people awesome: Instructions are important. Done right, a manual teaches someone how to do something they wouldn�t otherwise be able to do. Plus, it keeps them working safely and swiftly.
Information needs to grow better over time: Instructions go out of date far too quickly. Manuals need to be easy to update, easy to edit, and easy to change. That way manuals never get old; they just get better.
People need manuals as mobile as they are: Instructions that go where people go � under cars, in the field, jammed into tight corners. Mobile instructions on phones and tablets give manuals a farther reach.
High quality media makes documentation more effective: Sometimes, words aren�t good enough. Videos, diagrams, and (especially) photos make text instructions easier to follow.
The best manuals make hard things easy to learn: Great instructions are as transparent as you can make them. They should be so simple, so instructive, so detailed, that absolutely anyone can complete them.
Communities grow around content: Interactive manuals encourage people to share their knowledge and find better ways of doing things. Feedback and Q&A features should be a part of every manual.

A real-world education

It didn�t take us long to figure out that, in terms of documentation style, we were doing things differently than everyone else � and, maybe, a different perspective could be a good thing. We started partnering with Cal Poly University to bring iFixit�s guide-writing techniques into the college classroom. We wanted to give students an experience in how much impact technical writing can have. As part of the project, student groups receive a single device to work on. They open it up, figure out what makes it tick, and build their own repair guides with step-by-step instructions and high-resolution photos. Once the guides are peer-tested and iFixit-approved, they go live on our site and actual people get to use them. Doing the project gives students a sense of how critically important repair guides are. Sometimes, the guides a student group posts are the only repair resource available for that device. And people use them. Some student guides have been viewed over 10,000 times. As they check the page views, the students eventually come to understand that their work is making a difference � and not just to the person who completes the repair. Great instructions can make the whole world better.

Keeping gadgets from becoming landfill

Every single year, 20 to 50 million tons of e-waste are generated worldwide. It�s growing �at three times the rate of other kinds of rubbish, fuelled by gadgets� diminishing lifespan and the appetite for consumer electronics among the developing world�s burgeoning middle classes,� says The Economist. And it�s only going to get worse. The volume and weight of global e-scrap will more than double in the next 15 years, Pike Research reports. E-waste has a habit of finding it�s way across the ocean to places with comparatively lax safety and environmental standards, like Guiyu in southeast China and Agbogbloshie in Ghana. It provides a lot of people with a steady livelihood, but it�s also an incredibly dangerous career. Workers, including children, do their jobs without the protection of masks and gloves. What they can�t repair or reuse is dismantled for resources. Sometimes, the easiest way to get to the precious metals inside electronics, like copper, is to set them on fire or dissolve them in acid baths. Then toxic chemicals leach into the air, the water, and the soil � and stays there, poisoning people for generations to come. Recycling old electronics is a better option than just throwing them away, but it�s not a real solution. We cannot yet recover many materials, including a number of rare earth metals in electronics. Only 20 out of 50 elements in a cell phone, for example, are recoverable in recycling. Plus, it takes massive amounts of energy and resources to produce a single chip in even the most mundane of electronics. The IT and Environment Initiative reports that a 2 gram, 32 MB memory chip requires 1.7 kg of fossil fuels and chemicals to manufacture and use. Recycling and incinerating an electronic wastes the embodied energy in the device; reuse and repair, on the other hand, keep the device around longer, so it can go on (at a more affordable price) to a second, third, or fourth owner. Every guide that a student writes is a real-world education in just how powerful great instructions can be. Since 2009, the project has expanded to 13 universities and thousands of students. Their contributions will go on to make a difference in the world long after the students finish their course � and that�s something students can be proud of.

Instructions can remake businesses

We designed our guides to be different, to be better. We hear repair stories from people everyday � men, women, and children around the world who used our guides to fix iPads, cell phones, MP3 players, and more. Somewhere along the line, it occurred to us, that our guide-making technology might be useful for more than just fixing electronics. If our guides could teach people with absolutely no experience to perform high-level repairs, we figured they could help people learn how to do just about everything. We opened up our guide-making software, Dozuki, to companies interested in dramatically reimagining their work instructions and service manuals. Instead of compiling instructions in massive, unwieldy binders that gathered dust on some shelf, we thought that instructions should be put where workers really needed them � on the shop floor. Deployed on iPads and always within reach, we felt that effective instructions could standardize work, train new employees quickly, and enable a more productive, safer workflow. And they did. Manufacturers, in particular, have used Dozuki�s guide-making technology with great effect. We�ve partnered with industry giants, like Tesla and Haas, to completely revamp their work instructions and service documentation. At Cal Poly University, our work instructions cut down student training time for machine maintenance by 75%. At International Telematics, our step-by-step service documents, deployed in the field, helped the company realize a 60% reduction in support requests, despite a 300% growth in the number of installations per week.

Rethinking documentation

As much as people sometimes disparage technical writing and instruction manuals, they are incredibly important. Manuals and guides are teachers � they can accomplish amazing things. iFixit guides have empowered millions of people to fix their electronics � which has kept countless electronics out of incinerators and landfills. In the business world, Dozuki guides help companies make huge productivity gains. But our experience has taught us that in order to be really effective, documentation has to be drastically rethought. Guides and manuals have to be designed to be effective in the world we live in today � not the world that we lived in 40 years ago. It�s the only way that documentation will ever get the respect and the attention it deserves.

Unique but universal: Localizing user interfaces

Wed, 01 May 2013 00:00:00 +0200

Let�s imagine that you have designed a wonderful website with good functionality. It speaks directly to the user, it is informal and straight to the point. Your layout and design are impressive, harmonious, arresting. There is only one thing between you and global success: language. Your navigation bar is not adaptable to Chinese, your intuititive slide-down pages do not conform with right-to-left scripts, and your catchy titles are lost in translation.

As an essential component of human-centered design, user experience (UX) is often defined as the set of emotional and evaluative perceptions and responses that a user goes through while interacting with a given user interface (UI).

The ISO 9241-210 norm defines UX as �a person's perceptions and responses that result from the use or anticipated use of a product, system or service�. Broad in its target, the psychological implications of this definition are nevertheless clear: UX is less a well-defined discipline than the combined sum of the user�s emotional response to a specific product. A typical user is not looking for the color scheme details of an app�s interface or interested in the harmonious streamlining of the checkout feature in a website: only the full, integrated experience matters. And, for the user, the product is only as good as its experience.

With appropriate metrics and an integrated perspective on product development, UX can help to differentiate a brand and maintain its identity by promoting improved usability and a greater adequacy to the user�s actual needs.

A design-oriented company stands a better chance of creating products that are not prone to feature-creep while remaining usable and attractive. As a result support costs are reduced and customers are more satisfied. As an example, McAfee reported a 90% decrease of support calls after refactoring their user interface. After consolidation and establishing proper searching tools geared towards better accessibility, IBM�s complex internal information network acceptance improved exponentially.

A lot of Google�s and Apple�s success is owed to design. Interface minimalism and optimization with only what is required for the user�s most common goals constituted the basis for sound success. These principles remained consistent between different locales, thereby maintaining the brand identity, regardless of the target language.

Is localization part of the UX?

This question actually incorporates two different aspects: Should internationalization be taken into account during the design stage and does localization impact the overall effect of a product�s UX?

The answer is, obviously, yes. Text is an essential part of a complete multimedia system that includes image and text. Visually and linguistically, text plays a major role in the user�s perception of a product.

The most refined and sophisticated UX can be wrecked by careless localization and haunted by issues and bugs. Fonts are lost, carefully complimentary labels suddenly appear juxtaposed, HTML is improperly adapted to target locales.

Therefore, internationalization is key to a consistent user experience in a multilingual product. Internationalization defines the set of processes and techniques that are implicated in making a product capable of adaptation to different cultures. This is where UX implementation is at its trickiest.

No sound internationalization-friendly design can be adequately implemented without an accurate study of localization prioritization. Define which languages and cultures you want to localize into and include both immediate priorities and future plans. This will enable you to optimize layouts for culturally-sensitive graphics and indications or � optimally � to change requirements in the light of new market strategies.

It is hard enough to achieve an optimal combination of consistent layout and sound text in any locale. Adapting a carefully laid out interface and its content to other target cultures requires thorough considerations with regards to branding and visual aspect.

A common misconception of localization associates it primarily with translation management of assets that are, to a very fixed degree, already established. However, incorporating localization already during the earliest design stages will lead to websites that are bound to offering a more direct user experience.

TL; DR (Too long, didn�t read) � Text and terminology

If you are familiar with Reddit�s lingo (or indeed any forum, particularly of a technical nature), you know that verbosity and propensity are usually dismissed with desponent disinterest, peppered with sarcasm. Most users take a similar stance when using a website or software application that is too fond of text for its own good.

It is not just laziness that drives most users to avoid interacting with overlong texts. In evolutionary terms, although oral language evolved over two million years, the first written symbols date from only 3500 BC, and the first alphabetic records date from 1000 BC. During our cognitive evolution, language became a natural skill, but writing appeared long after our basic brain structures were already in place. Therefore, unlike oral language acquisition, reading and writing are not innate skills in infants and have to be learned.

Since literacy is individually variable, and users typically want to avoid as much effort as possible, clarity is key for user acceptance and retention. A localized version of a product can emphasize functionality by upholding the following criteria in the master locale:

Use consistent, simple, and task-focused terminology.
Use plain language (in advanced workflows, this can entail implementing Simplified English).
Idiomatic expressions should be conceptualized and consistent (e.g. interjections, expressions, proverbs should be tagged as such and used in a consistent context).
Avoid incomprehensible technical jargon.
Avoid excessive wordiness. Use primarily short sentences with only one or two phrases.
Avoid repetitive text and branding on the same window (e.g. having the company name on logos and in-context messages in the same screen).
Use capitalization to clearly structure your on-screen content (e.g. use title case in the main title, but only sentence case for subtitles).

Keep in mind that reading on-screen is more wearisome on the eyes and takes almost twice as long as reading on paper. Therefore text density also plays a role in providing visual comfort for reading. Depending on the resolution, short lines with a maximum of 80 characters are a good rule of thumb.

Image 1: A quirkily structured website generates navigation distrust while a linearly structured design makes it easier to gather and identify information.

Affinity, tone and humanizing

Everything we interact with generates a specific emotion suitable to reinforcement or repression. Regardless of culture, users are emotionally affected by the register and tone of the text. When adapting a product to international markets, keep in mind the four �R� principles:

responsiveness: provide feedback and ensure that the functionality is in accordance with the user�s actions.
respect: guide your users without being patronizing or smug about it (e.g. artificially escalating error messages and providing adequate feedback for user actions).
relatable: the in-product text should have a unique voice and register. This does not entail a mascot or a fictional character (like the infamous Microsoft Office clip), but rather a direct addressing of the user by a unified subject. In other words, keep usage of pronouns consistent (e.g. �we have found an error�� instead of �<company name> has found an error��)
relevance: localization-optimized UX keeps the master locale in line with user goals, therefore avoiding excessive and redundant information.

Typography and visual perception

�Graphic design is a form of translation.� � Simon Johnston

The way different elements are perceived on screen, the harmony of the design, responsiveness and overall look can generate deep emotional responses that can range from frustration to pleasure. The way visual elements are perceived and interpreted by the brain and the effect that these elements have on our emotions plays a decisive role in our appreciation of whether a given product or website is attractive or not - and whether we will continue to use it. On the other hand, proper functionality and expandability can sometimes be pushed to the backseat to emphasize minimalism and usabilty.

The aesthetic value of a consistent and easily-accessible interface is essential, and text plays a decisive role in this. Its placement, layout and aesthetic are vital components of a successful UX strategy and often are the most determinant factors in conversion rate and customer base growth. Visible information � on the other hand � should be sparse, clear, concise and used in a relevant way. In this context, digital typography plays a major role in UX localization, as its proper implementation can provide users with an appealing combination of aesthetic appeal and usability.

A good UX-oriented interface uses typography smartly. Text placement, layout and typographical arrangement are essential parts of the equation. Weight and scale are just two of the aspects that should be privileged.

Image 2: The use of wide-font catchy mottos and clear titling and subtitling are essential to convey a sound information structure and capture the user�s eye.

The way the text is printed on-screen carries deep semantic implications for its meaning. Common fonts used in modern Western scripts are mostly based on sans-serif fonts. Serifs (aesthetic projections of letters meant to underscore their limits) were progressively eliminated from characters in order to save ink on printing. Also, sans-serif characters are easier to read in pages where there is a large density of text. Text design, such as the choice of font, can influence the user�s interpretation directly. For example, Irish pubs worth their salt might have a sign with a Celtic font. This has cultural implications and is meant to provide a sense of familiarity. The same can be applied to websites with a strong cultural appeal.

When adapting a UX pattern into other languages, particular attention should be paid to the following items:

Avoid widows and orphans. Widows are single words at the end of lines, while orphans are single lines of a paragraph at the top of a column. These break text flow and compromise a harmonious look and feel. Ensure kerning, tracking and leading are aesthetically sound. Regardless of the target script, ensure that kerning (the distance between characters) and leading (distance between lines) remains consistent in different target cultures. Right-to-left scripts such as Arabic or special pictographic languages such as Chinese often require leading adjustment as text density can increase dramatically. Avoid centered text. Because of its variable margins, centered text gives a feeling of discontinuity. Use grids as aids for localized layouts. A webpage or a desktop application layout can have an arrangement and layout adaptation facilitated by using a grid to visualize margins and limits in a clearer way.

Figure 3: A grid system is essential when adapting a layout to different locales. Source: www.designer-daily.com/the-use-of-grids-in-website-design-6639

Embrace multicultural UX patterns

While standard UI patterns can generally be reused between different cultures, the way that these are perceived will change according to the target culture.
Cultural differences need to be accounted for when refactoring graphics and, most especially, when adapting text. For instance, while headings are often the primary focus of interest for most European countries and the USA, an element�s context and background perception are much more important for Japanese.

Several eye-tracking studies have shown that the typical user follows an �F� path while browsing pages for information. Similar principles have influenced design and should be taken into account for UX localization: for European and American markets, keep the most relevant information or interaction options to the top and left side of the page. For Asian cultures, text can be more disseminated throughout the dialog or page. Eye-tracking study regarding an American scan of a Google results page
Chinese scan of the results.
Source: http://searchengineland.com/chinese-eye-tracking-study-baidu-vs-google-11477

Be careful with color

This includes text coloring. As stated by the Institute for Color Research, we establish our opinions about a �person, environment, or item within 90 seconds of initial viewing, and between 62% and 90% is based on color alone�. Do not assume that black will be the primary choice for text color, as even hyperlinking (typically blue) can change the look and feel of a text in context.

Build an idiomatic lexicon

Terminology accuracy is essential to achieve technical consistency across multiple languages. However, colloquial expressions and idioms are a great way to capture your readers� interest. There is no better way to call on users� affections than to use idioms, proverbs and other figures of speech, which are often very cultural-specific, and even specific to different regions or dialects.
For that reason, the translation of sentences like the following can prove difficult:

�If you have any questions, be sure to drop us a line� or
�Subscribe and we will help you keep an eye out for new offers.�

Proper transcreation cannot rely solely on the translator�s arbitrary choices and tastes, and should instead be adapted to the desired locale by the use of a style guide and, ideally, consistent terminology usage. Do not ignore the decisive role that this consistency can play in SEO as well.

Keep it simple

While pretty to look at, most complex interfaces with heavy use of graphics are typically more confusing than impressive when actually used in a productive setting. Consistency and simplicity pave the way for a smooth locale-independent source that can be then implemented in other locales. The modern return to basics with an emphasis on typography and minimalistic, sparse backgrounds and layouts is not a passing fad: adaptation into different devices and cross-platform rendering is made much easier with this arrangement.

Allow room for inference

While text can be used effectively in guiding the user towards specific points of interest, let users figure out the score by using visual cues and inference points. Users can interpret subtleties of speech more clearly if they are not buried under a torrent of text. For instance, when suggesting that a user introduced a password incorrectly and that the password is case-sensitive, it is redundant to tell the user explicitly to check the Caps Lock key. A much more user-friendly way to resolve this is to provide a pop-up while writing the password that notifies the user that the key is active.

An automated approach to website globalization

Wed, 01 May 2013 00:00:00 +0200

In Common Sense Advisory�s most recent study of 2,409 of the world�s most visited websites, we found that the top 50 firms from the Forbes Global 2000 typically provide content in 15 languages. However, those in the bottom 1,000 averaged just four languages per site, and some sites in that cohort supported just one or two. Why don�t more companies support more languages on their websites to attract global visitors, increase international sales, and expand brand awareness? How can they go global faster and more simply? This article reviews traditional approaches to website globalization and a less complex alternative, localization proxy servers.

Our research has found a lot of reasons companies choose not to globalize a website. First, advocates need to convince executives of the opportunities. If they�re successful, they then have to decide which languages or countries have the greatest ROI for their business. Finally, they must deal with translating the huge and growing volume of content into an increasing number of languages.

It�s this last step that causes some companies to abstain. In their typical implementation multilingual websites are very complex entities. To offer a great customer experience, global sites must duplicate folders, templates, and application structures across tens of languages. With the infrastructure in place, they have to then translate their corporate content and any interactive components into all those tongues. Finally, they face a big struggle to keep those structures and the content that populates them current and consistent across all languages.

Companies often bring in complex workflow systems or a translation management system (TMS) to manage all the dependencies that a multilingual corporate site demands. This includes making sure that, once product descriptions have been updated in the source English or German, they are rapidly and correctly modified for the other 27 or 30 languages sites. The translation, processes, and infrastructure to manage it all require a major commitment in budget, process, staff, and technology.

How do they do that? Companies that have successfully globalized their websites have chosen from a broad palette of approaches to meeting this challenge. Let�s look at solutions at two ends of the spectrum.

Traditional website globalization

At one end of the spectrum, companies grow their global presence organically, letting each country build its own page and then clustering all of them behind a �global gateway,� a single entry point with navigation to each country site. This approach allows all the country units of an enterprise to manage the translation of corporate content into their languages. This comes at a cost � typically each country has to duplicate translation, process, and technology, and must be responsible for tracking and reflecting every change at the corporate site.

In this laissez faire model, the resulting sites expend a lot of energy to offer the same content and customer experience from country to country. Built separately or even on the same basic templates, the sites are different. For example, we studied one high-tech company�s global site that grew organically across more than 30 countries. Our spider search identified tens of thousands of variances in folders, content, translation, and interactivity. Such variations limit the ability of a company to provide a consistent brand message and customer experience.

At the other end of the spectrum, companies take a formal, architected approach. They create mirror images of the corporate site for each country or language they support. They often run this regimented model from a central corporate localization, use a TMS to manage the translation into all those languages, and define business rules to determine when to update the translations.

A mirrored architecture has great potential for providing the same experience in every market. Each site duplicates the corporate URL�s structure and content. When such sites are first rolled out, the sites match up page to page, sub-page to sub-page, source text to translated target text. For example, German marketing pages are identical to their French and Chinese equivalents. However, that state doesn�t last long. For example, on the second day the sites are live, the U.S. business unit adds new pages and folders to the site hierarchy. Over time, the various country sites resemble each other less and less as the website teams fail to match changes in structure and content.

Of course, in between these two poles, there are many variations. Regardless of where they fall on that spectrum, companies are always racing to keep the site designs and content current and consistent among all those countries and languages.

Automating globalization: The localization proxy server

There�s a way to offer multiple languages on a website with much less design, development, and management work. In this model, companies install a specialized software that sits in front of their websites. This software � called a �localization proxy server� � intercepts web requests from a browser or other client app. It reviews each call to see whether it or the website itself should fulfill the request. If it decides that it�s a foreign-language request, the proxy server turns to a database of stored or dynamically generated translations. Let�s review in more detail how it works.

A browser makes a request to www.wiesbadenterprises.com, the corporate website of a German company, Wiesbaden Enterprises GmbH. The proxy server intercepts the call and figures out what to do with it based on a variety of algorithms. As with any good web server, it uses geolocation to identify the country of origin and content negotiation to determine the preferred language.
Wiesbaden Enterprises may also register domains such as wiesbadenterprises.de, .fr, and .cz for Germany, France, and the Czech Republic. However, when it activates those URLs, the company points its internet Domain Name System (DNS) addresses to wiesbadenterprises.com where a translation proxy server intercepts them.
Once it has determined the browser�s country, language, or intended destination, the proxy server decides whether the request should be fulfilled by wiesbadenterprises.com or by itself. For example, it sends German- and English-language queries straight through to the .com site, where visitors can personally decide whether they want to look at the German or English content. Some servers let the customer associate a particular domain with a language so that it always displays that language. For example, any request to the .cz domain always returns Czech. The proxy server supports other options, such as allowing visitors to select which languages they want to see.
Where simplicity enters the picture, is when the proxy server fulfills the request. If it chooses to do the work itself, it turns to a database that maps all the pages in wiesbadenterprises.com to corresponding foreign-language content. For example, if a Czech- or Chinese-language browser asks for a particular product description or �about us� information, the server looks up that URL and delivers the Czech or Chinese translation for that page. More sophisticated proxy servers can localize web applications and personalized experiences, not just static websites that deliver the same content to everyone. Some proxy servers dynamically generate each page so that it contains not only a localized experience but a personalized one as well � shopping carts are one example.
More sophisticated proxy servers can tailor experiences based on how a company operates. For example, proxy server administrators can specify content delivery conditions based on cross-border currency usage, privacy laws, content licensing, and products that are available in some, but not all, countries.
These proxy servers often include systems that manage the translations. For example, Czech or Chinese text might be dynamically generated by machine translation (MT), or it could already be there, having been produced or edited by a human. These systems typically also monitor changes in the source content so that they can initiate a workflow request for all dependent content to be updated. For example, when English-language product descriptions are modified, business rules initiate translation workflows for all the supported languages � for fulfillment by language service companies, freelancers, or crowdsourcers.
Through all of this, the web developers at wiesbadenterprises.com continue their regular work on the site. They change the source site as needed but never have to touch the country sites. Instead, they rely on the proxy server to automatically map the folders and other structures. The server continues to manage translations for each of the pages in the target languages, and monitors the source content for changes. The proxy server vendors typically provide hosting services for the mapping database and the translations, the workflow to connect with language service providers or freelancers, and hooks for integrating other software such as content management or machine translation.

The future of website globalization?

Over the last few years there have been an increasing number of suppliers developing such proxy servers, including Dakwak, Linguify, Lionbridge (managed service powered by Smartling), MotionPoint, Smartling, SYSTRAN, and Translations.com. All these suppliers offer some form of the operations described above. Where they tend to differ is in the approaches they take. For example, SYSTRANLinks provides an MT-centric approach focused on post-editing of fully machine-translated proxy sites. Smartling goes beyond the hosting model to offer an Akamai-like global delivery network that puts the foreign-language content closer to the consumers.

All told, the proxy server model can get a company online in multiple markets much more quickly than the usual architected build-out, and with much more consistency than a country-by-country approach. Most importantly, it eliminates site inconsistencies and instead limits the exposure to failure to update translations. While it doesn�t decrease the need for translation, editing, and quality reviews, it does eliminate the overhead and headaches of keeping global sites aligned. For any company struggling to express itself globally, a proxy server eliminates some of the biggest problems in designing, managing, and keeping current global websites.

Why you need a global content strategy

Mon, 01 Apr 2013 00:00:00 +0200

Many technical communicators I work with think this way. They are fabulous content developers who write detailed, intricate instructions on how to use the most complicated products. They are very smart and very articulate. However, when it comes to understanding how the technical piece of content creation fits in with the worldwide corporate content strategy, they fall short. Sure, there are many technical communications departments that have a well-planned strategy for their content. Many are using structured authoring tools in an XML environment. Many take advantage of content reuse opportunities. Many even understand how content reuse impacts the cost, time, and quality of translation. But they don�t see how their content interacts with or lives side-by-side with the content being created by other departments in their company. Even the best content strategy in a silo is a losing proposition. When multiple departments have multiple, independent ways of creating, storing, tagging, and publishing content, things inevitably fall apart. Disjointed content strategies are, well, disjointed. They are confusing to customers, infuriating to people looking for product support, and extremely costly to your company. It�s bad enough to have siloed content strategies for in-country, single-language content. When your content is going to be distributed to other parts of the world, the need for a unified global strategy is even more crucial based on these reasons:

Often, other locales are not aware of the content that technical communicators are producing and translating. That means they cannot help you with the translations (and you need their help for in-country reviews).
Other departments are translating similar content as yours. And if they have already translated some or all of it, there are going to be lots of opportunities for reuse and fuzzy-matching. This will save a lot of money.
Other departments will want to use your translations and the information stored in your translation memories when they translate their content. That way, they can take advantage of reuse opportunities and fuzzy-matches. It will save them money, too.
Have you ever looked at a website that clearly had content written by different departments? You can tell there were multiple silos creating the content because nothing matches. Well, if you translate all of those mismatched web pages, you end up with a real mess.

What is a global content strategy?

A global content strategy is a structure for managing all of your content that is consumed by people in languages other than the source. That�s a rather long sentence, so let�s break it down into its pieces: A STRUCTURE
According to Google, structure is defined as follows:

The arrangement of and relations between the parts or elements of something complex.
The quality of being organized.

FOR MANAGING ALL OF YOUR CONTENT
Wikipedia uses the following definition for content management: Content management is the set of processes and technologies that support the collection, managing, and publishing of information in any form or medium. In recent times this information is typically referred to as content or, to be precise, digital content. CONSUMED IN LANGUAGES OTHER THAN THE SOURCE
Merriam Webster defines a source language as: A language which is to be translated into another language. In other words, the source language is the language that you used to create the content. For example, English is the source language of this article.
Global content strategy is a very comprehensive topic. Think of it as taking the topics of unified content strategy and web content strategy and putting them into a global blender. Puree on high, then add those cumbersome items such as tracking the number of languages, the number of translation vendors, the content created in other countries, and more.

Why do you care about having a global content strategy?

There are four reasons to care about having a global content strategy:

You care about the money you spend localizing and translating content.
You care about the quality of your content in all languages.
You care about the time it takes to localize and translate content.
Someone told you that you�d better figure this mess out (probably because of reasons 1-3).

Global content audit

A global content audit is the first important step towards creating a global content strategy. Here are some of the things that you need to do when you audit global content: Locate the content that you are repsonsible for.
Know the scope of your content! What content goes to localization and translation? Where does it reside? Who created it? Create a catalog.
A catalog is where you track all of the content. Some content management systems include robust tools for tracking and managing content. Some people use an Excel spreadsheet for this purpose. Use whatever tool is most convenient to you and that will be easiest to update. In addition to the customary tracking criteria (filename, URL, etc.), global content has additional tracking needs:

Has this content been localized? Translated? Transcreated? Some combination?
If so, into which languages?
Who is the translation vendor? (It could be more than one, so make sure you check).
Who is responsible for reviewing each translation?

Know who all of your translation vendors are and what content each is responsible for.
I have customers who engage three, four, five, even six different translation vendors. They all have their reasons, and I�m sure at the time they brought on vendor number five it made some sense. Personally, I think having more than two vendors is difficult to track and manage. You may have specific translators for specific languages. For example, your local French, Italian, German and Spanish vendor may not be able to handle Kanuri, Songhay, or Nubian. Regardless of how many vendors you have, make sure that you know what content is being translated by each. You�d be surprised at how difficult this might turn out to be. Locate, identify, and have possession of your translation memories.
I cannot state this point emphatically enough: You MUST own your translation memories (TMs). They are yours. You pay for them. They are the golden nuggets that make all of your translated content sing. Beware of translation vendors who won�t give you the TMs or who tell you that you don�t need them. If you only have a single translation vendor, you don�t risk much by not owning your TMs. However, if you have two or more translation vendors, and you do not have a single TM in a single repository, each translation vendor will create its own TM. The different TMs will contain different source and target language pairs, different translations for the same segments, and unique entries that would be considered �matches� if all of the language pairs were in a single database. Identiy content that is being translated by other groups in your company.
You would be amazed at the renegade translation activity that takes place all over a company. I have customers who have no idea that other content, created by other groups, is being translated into other languages. Even if you�re only responsible for technical content, it is really important to get to know other groups in your company that are translating. In an ideal world, your entire company corpus (EVERYTHING) is translated using the same TMs and the same couple of translation vendors. By collaborating with other groups, you will:

Find considerably more opportunities for fuzzy matching and reuse
Spend significantly less money because of fuzzy matching and reuse
Enjoy more consistent and better quality translations
Cut the amount of time it takes to have your content translated.

Summary

So, let�s summarize the important things to keep in mind.

Know where all of your content is.
There are three different ways that content can be created and translated
By your team, managing your translation vendors
By other teams, managing potentially different translation vendors
By people in each locale, writing in their native language
After you find all of your content, catalog it
Include all of the localization and translation information you need to track
Own and manage your translation memories

Once you locate all of your content, you will be able to:

Better manage the content
Save money on translation
Guarantee adherence to corporate brand and style
Improve the quality and consistency of content in all languages
Have happier customers
Sell more on foreign markets
Save yourself a lot of headaches

Simulation reveals its potential

Mon, 01 Apr 2013 00:00:00 +0200

There are a number of workflows around the creation of user and operating manuals, their translation and publication. Their number is increasing since mobile documentation on tablet PCs and smartphones poses new requirements. But how will a process behave in the future, where do its weak points lie? Must resources be increased or reduced? This article looks at the basic principles and processes of process simulation and explains how a documentation process can be analyzed and improved based on an example.

Attributes of workflows

Usually, several processes run in parallel in technical documentation; the activities are independent of each other and are repeated to some extent. The entire system behaves as non-deterministic, technically speaking. The parallel processing and independence hinder simple calculation and quantification of workflows in case of business processes. Additionally, it makes it difficult to forecast changes in resources, processing duration, waiting periods and optimization potentials. The workflows behave like complex systems [1].

Methods in case of risks

The simulation of complex systems is used in various operations of a company; the reasons for the use of a simulation model are usually the same. The trial in practice is either too expensive or too risky. This also applies to workflows in technical documentation. In this case employees will not be appointed based on possibility, and let go again depending on the result. Simulation closes the gap between being able to easily verify and forecast for business processes. It requires a model of a section of reality that is to be considered. The model is then run under varied conditions (simulation run) through which we receive a statistically established conclusion about the behavior [2]. Attributes of a business process such as average processing duration, waiting periods for individual activities or utilization of employees can be identified in the simulation. The effect of changed conditions, such as an increased amount of orders, fewer employees or shorter processing times can be tested with an appropriate simulation model and you can obtain a basis to take decisions.

Documentation process simulated

Our example explains the development of a model enabled for simulation based on a creation process for technical documentation. The model consists of individual modules [2]. This concerns a simplified model implemented with the simulation environment CPN Tools [3]. The process flow is modeled based on activities and events, and presents the basis for the process simulation, the control flow. Figure 1 shows activities in blue rectangles, events before and after activities are shown by dark grey oval circles. Figure 1: Simplified documentation process implemented with CPN Tools; no order has arrived yet, five authors are available for the processing or orders, three reviewers from functional departments take over the review.

Work steps in simulation

The sample process was implemented based on the so-called petri-networks. The networks differentiate �places� and �transitions�. For our example, we replaced them with the terms �events� and �activities� → FIG. 01. A group of five authors (a_pool) works on arriving orders, where the following activities are completed: Preparing documentation projects (prepare), creating the content (create), publishing the documents (publish), reviewing the documents (proofread) and making corrections (revise).

Flows in simulation

Reworking of the documentation (revise) is required only in a specific sections of all orders. Therefore the control flow branches after the event proofread in two separate branches. No activity is required in the branch �don�t revise�. Start event (green oval) for a process run is an order that has arrived (order arrived). The process ends (red oval), when the documentation is on hand (order completed). Next to the sequence of activities and event, a business process is defined by resources (brown ovals). In reality, the resources are limited and of particular interest for the simulation. Our example considers two resource pools: Authors and Reviewers. Except for the review of documents (proofread) a group of five authors carries out all activities: Ada, Adam, Alisa, Anna, Anton. Each author takes up one of the arrived orders, completely processes the activities prepare, create and publish and is available for a new order only thereafter. In addition, the resource pool of authors is required to undertake necessary corrections in incorrect documentation (revise). The authors do these additionally. The duration of individual activities, i.e. the actual processing duration is provided in the simulation model as follows:

Activity	From	To
prepare	4	8
create	40	80
publish	1	8
revise	8	96

Intervals from which the duration (h) of the individual activities is selected in the simulation run.
Each value lying in the given interval has the same probability of being selected in the simulation run. This is called discreet uniform distribution. The documentation is reviewed by the reviewers Paul, Pia and Pit. Each due documentation is reviewed and the following effort underlies the activity as per the discreet equal distribution:

Activity	From	To
proofread	8	48

Interval from which the duration (h) of the activity proofread is selected.
Objects (entities) such as documents, orders, queries or complaints come up in every business process. They are prerequisites for the start and are worked on in the process or first generated. Arriving documentation orders start a creation process per order in our example and thus lead to utilization of authors and reviewers. The workload for the resources involved in the process obviously depends on the number of orders received per time unit (rate of arrival). In the example, orders come in every eight to twelve hours. Here too the probability is the same for each value in the interval. The orders are generated by a stochastic function of the CPM tool being used and are immediately available at the event order arrived. Coincidence therefore plays a role here as well.

Coincidence, statistics and simulation time

The simulation of business processes includes the study of the system behavior under existing or changed external conditions. In the example this is the rate of arriving orders, the time effort for processing the individual activities or the frequency of errors in documentation, which make corrective effort necessary. To map external conditions in simulation models close to reality, coincidence and statistics must be included in the calculation through the distribution of probability. The validity of a simulation model for business processes depends greatly on the use of coincidence and therefore on the correct selection of possible probability distributions.

Simulated attributes	Probability distribution
Duration of the activities	Discreet equal distribution
Rate of arriving orders	Discreet equal distribution
Frequency of errors in translations	Constant equal distribution

Probability distribution used in simulation model
Business processes basically indicate a strong time reference, which is why a simulation time is also to be furnished in the model. It is set up in hours and begins with the start of the simulation run. The duration of the respective order processing can be calculated from it, for instance.

Work process with five authors

Now the performance of the business process in the simulation runs can be analyzed with the simulation modules implemented in the model as example and it is possible to search specifically for bottlenecks and potential for optimization. Process parameters such as resources or frequency of errors are changed and the impact is analyzed. Starting with five authors and the processing times of the individual activities, we study whether smooth order processing is possible or whether weak points occur in the flow leading to queues. The question is therefore, whether the arriving orders can be processed immediately (prepare) or are left undone. The status of the simulation model after arrival and partial processing of 100 orders is studied for clarification. An initial simulation run shows that after 100 orders arrive, 23 lie undone at the event order arrived before the activity prepare, see Figure 2. Figure 2: Queue of 23 unprocessed orders before the activity prepare. The serial order number is at second position; the time when the order arrived is given behind @ (Syntax CPN Tools); Order numbers that do not occur in the queue are already being processed. Further simulation runs show that the length of the queue before the activity prepare lies at 21 orders on an average after 100 orders and then increases continuously. This makes it clear that five authors cannot process the modeled arrival of orders every eight to twelve hours. In addition to the queue before the activity prepare a shorter queue forms before the activity revise. This is logical, since the same, very underequipped resource pool of five authors is responsible for this activity.

Work process with six authors

The use of six authors is simulated in the next step. After arrival of 100 orders there is queue of just eight to nine orders before the activity prepare. If more orders come in, the number still continues to grow. This makes it clear that even six authors are not in a position to process the orders in time. In the simulation model the resource pool of authors is also responsible for correcting errors identified in technical documentation. In the starting model coincidence controlled incorrect documentation occurs in ten per cent of the cases. What happens when the frequency of errors increases to 90 per cent? The simulation of 100 orders and six authors now also shows a queue before the activity revise. On an average ten orders get queued up here on arrival of 100 orders, the queue does not grow further, unlike the process activity. However it varies greatly from 2 to over 20, see Figure 3. Figure 3: Queue with seven documents with errors before the activity revise. The second value in each order name is the order number, the third value is the time when the order arrived, the fourth after the @ shows the duration of order processing. The different behavior of the queues before prepare and revise clearly shows how dynamically even sample simplified business process models react to changed external conditions. Forecasting without simulation becomes more difficult at the same time.

Work process with seven authors

In the next step we simulate the effect of resource utilization for seven authors with an error rate of 10 per cent. A queue is not seen in the process flow after the arrival of 100 orders. Even after 200 or 300 orders a queue is not formed. Even if the rate of incorrect translations increases, i.e. a correction of the translations is required in 40 per cent of all orders for example, a significant queue is still not formed in the simulation model. Thus after arrival of 200 orders two orders lie before prepare and three orders with errors before revise just once. This makes it clear that seven authors lead to relatively high process stability, queues essentially do not occur even with changed external conditions such as increased error rate.

Analyze utilization

After simulation with seven authors and an error rate increased to 40 percent shows that the work is completed immediately, one countercheck remains open. It is necessary to analyze how the seven authors are utilized in case of an error rate of ten per cent. The utilization can be calculated in the simulation model through the average number of resources in the event a_pool. An author is always available at the event a_pool when he has no order for processing. A simulation of 100 orders in order arrival shows an average of 0.47 free resources in pool. This means, the resource pool is extremely concisely equipped in all, with less than half a free resource. Since all resources in the simulation are utilized 100 per cent, each author has only 0.07 per cent unproductive time (0.5 resources/7 authors) by calculation. Anyone knowing the creation process in practice is aware that a calculation with 99 percent productive time does not work out. The result clearly shows that a pool with seven authors still has weak points, triggered by unproductive time or illness. A simulation with eight authors shows an average 1.5 authors as free resources, which means 0.19 free resource per person. With a short 20 percent unproductive time, an author pool of eight authors can overcome bottlenecks, see Figure 4. Figure 4: The simulation runs with eight authors without queue; no order in order arrival (order arrived), six authors working on orders (created), one author in preparation (prepare), one author free for new orders (a_pool), no order is available for review (published), one order without errors (order number 8) doesn�t have to be reworked (don�t revise), 2 orders must be reworked (order numbers 10 and 13), 8 orders have been processed completely; the average processing duration of the eight orders is just 132 hours. Our example shows that a pool with eight authors enables an efficient process without large idle times. However, some questions remain open: What is the effect of the review in the functional departments (proofread) on the overall time? Does the sequence of processing of orders impact the overall process performance? What resources are required for a doubled arrival of orders? Must the number of translators also be doubled? It becomes apparent that an executable work model can be the starting point for further questions, which can be answered with further simulations.

Knowing existing flows

The simulation of workflows presents particular methodical challenges. Along with mastery over an appropriate tool, e.g. the use of CPN tools, there are other requirements arising from the necessary use of stochastic modeling and analysis methods. The simulation of coincidence-driven process attributes and the statistical analysis and understanding of collected simulation data requires sound knowledge. The deciding factor however is knowing the actual process exactly. A technical documentation team is in demand here, which prepares for the use of simulation models so to say �along the way� with documented work process, an appropriate process management and clear process orientation. The result is insights that enable decisions about a future use of resources, a changed flow organization or an improved existing process. The simulation model is supplemented with specific statements on the behavior of processes and new possibilities for optimization, gainful insight that also pays for the processes of technical documentation.

Additional information:

CPN Tools

Refernence literature:

[1] Wil Van der Aalst, Christian Stahl (2012): Modeling Business Processes. A Petri Net-Oriented Approach. MIT Press, Cambridge Massachusetts, London. [2] Ricki G. Ingalls (2002): INTRODUCTION TO SIMULATION. Proceedings of the 34th Winter Simulation Conference. [3] Kurt Jensen, Lars M. Kristensen (2009): Coloured Petri Nets. Modelling and Validation of Concurrent Systems. Springer Heidelberg. [4] Shannon, Robert E. (1998): INTRODUCTION TO THE ART AND SCIENCE OF SIMULATION. Proceedings of the 1998 Winter Simulation Conference.

What delights purchasers of translation services...

Mon, 01 Apr 2013 00:00:00 +0200

Around 47% had to translate their technical documentation into more than ten languages. This raises questions about costs and the quality of translation that organizations expect from translation service providers. To shed light on these issues tekom, in the summer of 2012, conducted the study �Purchasing translation services�. In addition, a tekom guideline for purchasing translation services was created in cooperation with Prof. Dr. Klaus Dirk Schmitz, Ilona Wallberg and Benedikt Kraus. The study analyses the question: What does quality of translation services mean from a customer perspective? Altogether 222 respondents participated in the survey, 88% of which were executives. All the respondents were responsible for technical documentation departments and were also purchasers of translation services. Quality, as defined from a customer�s perspective, is present, when the customer�s requirements are fulfilled. By this definition, quality is not an abstract term or defined by generally applicable criteria. Quality is defined by the customer and is based on his experiences with respect to the translation or the service, which he compares with his requirements. Thus, from the perspective of the translation service provider, quality means delivering what the customer demands � and these requirements change constantly. Thus, fulfilling quality requirements is a continuously changing target in a competitive market. Translation service providers must know the current requirements of the customer and implement them to satisfy the customer.

Expected, normal and delightful requirements

The survey used the KANO model for customer satisfaction originating from marketing to define customer requirements and their importance. The basic thought behind the KANO model is to create categories of requirements that lead to different degrees of customer satisfaction. Thus, the KANO model differentiates between expected requirements, normal requirements and delightful requirements. Expected requirements are all those services that the customer assumes as given � usually implicitly. They are regarded as self-evident and therefore are not demanded explicitly. They only have consequences and lead to dissatisfaction when they are not fulfilled. Conversely, the customer does not pay for such requirements if the expectations related to them are overachieved. Although their fulfillment by the translation service provider avoids dissatisfaction, customers do not consider them a deciding factor. On the other hand, customers explicitly demand normal requirements. These are the obligatory and measurable service components that are usually explicitly formulated in bids. The customer can compare these directly with offers from competitors. The customer is dissatisfied if normal requirements are not fulfilled as expected. However, just meeting expectations leads only to moderate satisfaction. The services provided by the translation service provider are still perceived to be replaceable. In contrast, if the expectations are overachieved, customer satisfaction increases. Therefore, if a translation service provider exceeds the normal requirements, he can improve customer satisfaction and thus customer retention. Delightful requirements are services or attributes of translation that enthuse the customer. The customer does not expect them, but if they are fulfilled it greatly increases the value of the translation or the service provided. They are a crucial qualitative advantage for the customer. The translation service provider can enhance his position vis-�-vis his competitors by fulfilling delightful requirements. If delightful requirements are not fulfilled, this does not lead to customer dissatisfaction, but the translation service provider loses the chance of a significant competitive advantage. While, in case of normal requirements, customer satisfaction is just proportional to the degree of fulfillment, the fulfillment or the overachievement of delightful expectations increases customer satisfaction progressively.

Applying the model to tc and translation

If the KANO model is applied to technical documentation, we could postulate that the expected requirement of the end-user is, to receive the respective product information along with his new purchase. If this is missing it will cause dissatisfaction. From a customer perspective, a normal requirement could be that with the help of the technical documentation a problem can be solved quickly. Finally, the customer could be delighted if he receives the technical documentation in different media � then the customer is more than satisfied. However, these are untested assumptions. The requirement categories, which purchasers of translation services and managers use for different quality criteria and services, were determined empirically for translation services through the study. The criteria for the survey were taken from the list of �Structured Specifications and Translation Parameters (version 6.0)� by Alan Melby as well as the DIN EN 15038 ��bersetzungsdienstleistungen � Dienstleistungsanforderungen� [Translation services � Service requirements].

The findings

As expected, the results show that diverse customers evaluate and classify the individual criteria differently. Something that is a delightful attribute for one customer is evaluated as a necessary normal attribute by other customers. This does not only show that customer requirements and expectations vary, but also highlights the dynamics and alterability of the requirements. Something that is delightful in a product or service today could already be taken for granted tomorrow. If the assignment of the criterion is evaluated according to which requirement category it was assigned to by a majority of the respondents respectively (the statistical model value), the following picture emerges. Normal requirements include:

Self-check by the translator
Final formatting
Localization of units
Complying with a style guide
Correct word structure
Review: Reconciling the content of target-source text
Style: language level of native speaker
Domain expertise of the translator
Use of domain language/ domain terminology

The following attributes lie at the transition from normal requirement to delightful requirement:

100% orthographic accuracy
100% grammatical accuracy
Translation by a certified translator who is a native speaker

The clear delightful requirements include:

Review by a domain expert
Final proofreading by a native speaker

But, what is the role of quality from a customer viewpoint as compared to the costs incurred for translation? When asked what was the deciding factor when awarding translation services � minimizing costs or maximizing quality � only 20% of respondents stated the goal to be minimizing costs. For the clear majority of 80%, the objective when awarding translation services was maximizing quality. None of the respondents was ready to consider a corresponding reduction in translation quality in return for very low costs. The majority (57%) preferred an average translation quality at average costs. And 43% were also ready to bear higher costs for high-quality translations. Thus we can conclude that quality plays a key role in the purchase of translation services.

How to create effective e-learning solutions

Mon, 01 Apr 2013 00:00:00 +0200

E-learning can be an effective way to keep staff up-to-date on regulations, legal requirements, and best practices. This article covers the manifold challenges linked to this particular training format, and also shares a number of practical lessons learned. These are, among others, based on the recently developed e-learning platforms �UCITS IV� and �Explaining the KIID�, and are of value to anyone who is using or intending to use e-learning as an element of their training strategy or for their own personal development.

Great expectations

While e-learning offers many clear advantages, it has failed to fulfill the high expectations that existed towards this �revolutionary tool� only a few years ago. At that time, many were predicting that traditional face-to-face training would quickly disappear, and be replaced by the much cheaper, more efficient, and more convenient e-learning format. This prediction, however, has proven to be widely exaggerated � e-learning still represents only a small share of all professional training delivered. The fact that e-learning has failed to achieve the anticipated dominance of the corporate learning world, can be explained by a number of fundamental issues related to the very concept of e-learning.

A generous use of the term

The first and most important of these issues is that the term �e-learning� has been applied far too generously to all sorts of electronic documents and media, from PDF-documents through to simple automated PowerPoint presentations to straightforward video recordings of a live speaker. While these formats allow learning to take place �anytime, anywhere� � which is one of the promises linked to e-learning � they typically lack all interactivity, which means they reduce the learner�s role to that of reading and/or watching what is happening on the screen, in a purely passive way. In no way can they come close to a live learning session, much less replace it. At best they can substitute for a book or magazine article on the same topic. Not surprisingly, many learners would actually prefer the book or magazine article, given the choice.

A bad reputation

The second issue, which is closely linked to the first, is the bad reputation that e-learning has among adult learners. Much of this is based on painful experience: many of us have spent hours in front of a computer screen, clicking through page after page, on some sort of mandatory e-learning imposed on us by our employer. While a �real� e-learning, just like a properly designed face-to-face training session, will engage and involve the learners in order to create a true learning experience, this �pseudo�-e-learning is superficial and demands an unreasonable amount of work and self-motivation from the learner. In fact, the situation is similar to being confronted with a bad teacher in school: of course it is still possible to learn something, but it requires considerable effort and happens in spite of, rather than because of, the learning environment.

Nobody cares

The third issue � and maybe the most serious one � is that most e-learning is designed and implemented in a way that clearly makes the learner feel that �nobody cares�. The lack of pedagogical sophistication of the products and the casual manner of sending out a link or placing the item on the intranet clearly sends the message that a �fast and easy� option was chosen and that the learner is all by himself. �If this was really important, they would have organized a REAL training on this topic� is the logical conclusion of the target population. Since the implementation is typically handled in an anonymous fashion, with little or no involvement from supervisors or local HR, there is no personal authority attached to the whole exercise. So the obvious thing for the user to do, is to click through and be done with it, which is roughly the equivalent of someone sleeping through a mandatory classroom training and then signing his name on the attendance list.

There is still hope

While the above analysis paints a fairly gloomy picture of the standard practice and use of e-learning, there is no reason to despair. It may be true that some of the free e-learning available is worth exactly what you pay for them, but that does not mean that e-learning is by definition an inferior format. Indeed, it is possible to create interactive, exciting and engaging e-learning that is not only equal but actually superior to a face-to-face training solution for a given topic. The effectiveness of such modules can be tested and proven, and they are clearly in another category than the �cheap� approaches described above. The bad news is, their creation requires a considerable amount of expertise and effort. The good news is, that this investment pays off for the learner.

Getting the basics right

So let�s look at what it takes to create such an effective e-learning solution. It starts with simply taking some of the golden rules for creating a successful classroom training and applying them to the development of e-learning modules. This includes starting with a clearly defined learning objective, defined from the learner�s perspective, and expressed in terms of what the learner can actually do after going through the module. In addition, it means planning an active role for the learner, in the sense of making him or her act, and interact, during the use of the module. If this is done properly, the e-learning can generate a level of participant involvement that is difficult, if not impossible, to reach in a traditional classroom setting with a group.

Start with a solid storyboard

It helps to think of a good e-learning solution as a movie, in which the learner is playing an active role. Producer will not start filming the movie without having a detailed written script. The e-learning solution should be based on an equally detailed storyboard that defines the sequence of events, and the dialogue for each scene. In my own experience, the design of the storyboard is the key to success, and clearly the part that requires the highest amount of thought and preparation. The storyboard can be created in a PowerPoint format, which allows a maximum of flexibility for modification. You can start with the slide collection of an existing classroom session, and systematically translate this into something that will work on a computer screen with a single user. This typically means inserting lots of practical exercises to apply and consolidate the learning points. For a one-hour session, anything between 40 and 80 pages (or �screens�) of storyboard may be appropriate, depending on the amount of text and animation to be included. A solid storyboard needs to satisfy both the subject matter expert for the topic (for example the trainer of the classroom version of the training), and the learning expert responsible for the pedagogical quality of the project.

Intelligent use of questions

In order to create a real e-learning tool rather than a simple �click-through� product, the magic ingredients are exercises and questions. One easy way to use questions is to provide structured input to the learner, and then check his understanding by asking him or her questions about what has just been covered. The trick is to do this in such a way that is not monotonous, and that goes beyond asking the learner to re-tell what he or she has just been told. My own preference is to ask questions to the learner that force him to react and make intelligent guesses, even before he or she has been provided with all the necessary input. This encourages the learners to take a position or express their �best guess� on a topic. Then they are curious to find out whether they were right or wrong, and will be more eager to learn and understand. This approach turns the learning process into a sort of game that the learner cannot lose: either they answered correctly and get confirmation along with additional information, or they picked the wrong answer and learn through the feedback and details that follow. With nobody else present, learners quickly understand that the e-learning solution is indeed a �safe learning environment� where it is ok (and even educational!) to make mistakes.

Graphics, colors and visual design

Finally, it is important to give your e-learning solution a pleasant and attractive design. This is already reflected in the storyboard, by using graphics, images and colors as appropriate. In the final phase of production, when the storyboard is turned into a fully functional e-learning solution, a skilled programmer has a wide range of tools at their disposal to create a truly stunning learning experience for the user. Since the field of action is limited to a few square centimeters on a computer screen, it is vital not to miss this opportunity. The visual effects and animations make it easy for the learner to stay engaged and maintain a high level of interest. Video and sound can also be included, depending on the bandwidth available and the working environment in which the e-learning platform will be implemented.

Conclusion

While e-learning cannot and will not replace face-to-face interaction in training anytime soon, it can be an effective tool to update the skills of large groups of professionals. If designed and developed with the necessary care, it allows a superior level of participant involvement, instant feedback, and a consistent delivery of learning points. Since the creation of a high impact e-learning solution requires a considerable amount of preparation and effort, it only makes sense if there is a sufficiently large group of learners to be covered, or if the learners are spread out over a number of different locations. If the limitations are properly managed, the good news is, that an e-learning platform can actually achieve a level of learning impact and a degree of participant satisfaction that would make any professional trainer proud and grateful.

Being part of the global transformation

Fri, 01 Mar 2013 00:00:00 +0100

Globalization is more than just a buzzword; it leads to increasingly greater change in work and business processes. The development is irreversible and is progressing regardless. It is critical for those responsible for technical communication to take a hand in designing the processes. The following sections show examples of the challenges that technical communication must face. Development locations distributed over several countries or even continents � the creation process for technical documentation must be adapted. Developers are important information providers in this process. Language barriers must be overcome, a functioning knowledge transfer between the locations is required. New forms of collaboration across locations arise, where the obstacle of time difference should not be underestimated. Distributed locations will eventually also develop for technical documentation, which must be networked with each other. Region-specific products require localized technical communication � very often, product features - these can be technical data and dimensions, but also special functions - are adapted for local conditions. It is not enough to simply translate technical documentation, presentations and other media. A localization process taking into consideration regional input is essential and must be carried out together with the colleagues from the respective region. Differentiated market launches � the products are launched in the market in different regions at different times and eventually even with other key aspects. For instance, specific industry or application specifications can play a role here for the region. For technical communication a market launch is much more than just preparing sales documents and technical documentation accompanying a product. Ideally, the activities for a market launch begin very early in parallel with the development process. The task of technical documentation here is collecting, preparing and providing a variety of product information required by the worldwide sales organizations to prepare and carry out the market launch activities. A part of the task is also developing, creating and preparing more instruments of communication. In ideal cases these aids are already available before the date of the market launch. Differentiated product lifecycle management � the products are handled differently regionally during their lifecycle. This means, the instruments of technical communication are developed further during the product lifecycle.

What is expected from technical documentation?

The department responsible for technical communication is the technical documentation department of a company. Now the models from past experiences show that the documentation department must be able to do more than create technical documentation in the future. Technical documentation can effectively support the market launch and the product lifecycle management with the tools of technical communication. A technical communication system can include the following elements:

Classical technical documentation
Application descriptions
Presentation kits
Training documents
Starter packets for market launch
Competitor comparisons
Conversion tools
Information portal
Print and online catalogues
Product descriptions on the internet

High demands will be made on employees of technical documentation in future; technical writers will become information managers. In addition to information logistics prepared by technical writers, they will also be expected to take over tasks in knowledge management. A functioning knowledge management is mandatory for the successful internationalization of business processes and technical writers can contribute greatly to it.

How do the skills change?

In addition to methodical and functional requirements, intercultural skills are also expected. Those responsible for technical communication must consider these circumstances and adapt the competence model for technical writing. The competence model must be applied consistently, when new employees are appointed, as well as during the further development of existing personnel. Motivated and competent employees are a key factor for success. The list explains what a competence model for technical writers can look like:

Personal competence

Personal impression
Self reflection
Creativity

Social competence

Communication skills,  even intercultural
Tolerance
Collegiality

Methodological competence

Organization skills
Analytical skills
Innovation

Functional competence

Functional knowledge
Language skills
IT knowledge

Information must be collected, organized and used to apply the competence model in the best possible manner. Help in that direction:

Collect competence information

Consider the company context
Connect competence with the targets
Get information from the next management level
Apply methods of work analysis
Consider future work requirements

Organize competence information

Compile and describe components of the competence model
Define the attributes of competence (beginner, adept, expert)
When required, describe basic competences and job-specific competences (writer, illustrators, translators)
Use existing competence catalogues and avoid reinventing the wheel
Create comprehensive and clear skill profiles, but don�t be too extensive, about half a page DIN A4 per competence; 12 to 15 competences per position
Use tables, figures or diagrams

Use competence information

Use methods from organization development (planning, data collection, model development, implementation)
Use competence models for personnel work, e.g. for personnel development and recruiting
Use information technology, provide competence models in personnel systems to allow better evaluation of applicants
Review and adjust competence models periodically or when required
Clear legal concerns (Capture attributes objectively and precisely)

Recruitment: Capability is important, not knowledge

FrameMaker skills? Perhaps you will next work with XMetal?
Better: The capability of processing information in a structured manner

Another task is process development, i.e. the further development of the documentation process with respect to internationalization of the business processes and the redevelopment of processes to fulfil new tasks from knowledge management. Probably, the changes in the process landscape will also require adapting the organization structure. It is certain that international networks must be developed for knowledge transfer to function.

How should documentation position itself?

The changes described till now affect the process landscape, the organization structure and the competence model for the concerned employees. It is not rare to find resistance to the implementation in practice or a selective view leading to a dissatisfactory result. In the comprehensive picture, technical communication must be seen as part of the company-wide strategic development. The people responsible for technical communication must know the vision, the corporate mission and the company strategy to enable developing strategies for technical communication. Globalization is one of the factors that impacts technical communication. There are others that are also not to be underestimated. But measures exist for them as well.

Economic situation

Additional tasks without additional resources, increase efficiency
Fewer resources, review service portfolio
Prioritize tasks, call for more discipline
Process and method optimization, avoid wastage
Review organization structure
Review insourcing/outsourcing strategy

Market situation

Improve information management, reduce time-to-market
Technical communication as a differentiation factor, search for solutions together with Sales

Market requirements

Development for solution and system providers
Solution competence and application/industry knowledge are called for.

Socio-cultural changes

Create contents with more focus on the target groups and media
Realize more online offers in technical communication
More interaction required
Higher quality standard for software tools
Functioning knowledge culture for successful knowledge management
New forms of collaboration

Legal and standard specifications  (examples)

Specifications for energy efficiency: Impact on the product strategy
New machine guidelines: greater significance of technical documentation

Chances and risks of new technologies

Differentiation vis a vis competition, unique selling proposition
Complex products � greater demands on technical communication
Increased risk of shortcomings in instructions
Qualification of employees in technical communication
Information logistics and knowledge transfer must function
Establish technical communication as internal knowledge multiplier

Internal influences must be considered in addition to these external influences. The most important aspects are:

Vision and Corporate mission

Generation change of the owners or general change in ownership leads to changes

Company strategy

Paradigm changes have a strong impact on company strategy
Change in company strategy due to external influences
Reorientation towards new markets, target groups, products

Company culture

Company has grown strongly and now has group structures, e.g. division into business areas
Communication changes, informal paths don�t function anymore

Balance of power in company

Informal opinion leaders leave the company
Change in leadership positions

Organizational changes

Reorganization projects lead to changes
New tasks demand structural changes

What must those responsible do?

Companies that recognize these changes and drive strategic development are at an advantage. Those responsible for technical communication can lay the groundwork for the future here by ensuring a high value in the company and present the advantages to management. Their task is to participate actively in the strategic development of the company with this topic. A certain amount of visionary thinking is necessary for this, but mainly conceptual strength and assertiveness.