Project Management Guide for Technical Writers

Project Management
• Growing Significance in Today‟s Business World
• More Competitive: Time, Resource, and Cost Management
Requirements are More Demanding
• Projects: User Documentation, Presentations, Training Course
Material, Sales Proposals, Marketing Data Sheets
Project management is a subject of growing significance in today‟s business world. As
projects become increasingly complex, as managing time and resources becomes more
unwieldy, and as competition increases, organizations are searching for more effective
ways to manage the projects they undertake. A project is a task which must be completed
within budget and by a specific time; which is usually, but not always, carried out at
once. Examples include preparing a presentation for a major meeting, installing a
computer system (including training documentation), or introducing a new product
(including sales proposals and marketing data sheets).
Technical Communications: Process
Duties and Skills of the Project Leader
• Plans and Coordinates Project Activities
• Project Completed On Time and Within Budget
• Work Well with Peers and Motivate Writing Team
• Excellent Oral and Written Communication Skills
• Manage Time, People, Resources, and Multiple Responsibilities
Effectively

• Interview and Evaluate New Writing Candidates and Make
Recommendations to Management
• A documentation project leader (or manager) plans and coordinates the activities
of a documentation project. A project leader can be the sole writer on a project or
the lead writer on a larger, multi-writer project; ensuring that the project passes
quality checks, and is completed on time and within the budget set for it. To be
successful as a project leader, you must work well with your peers and motivate
the members of the writing team, have excellent oral and written communications
skills, manage time, people, resources, and multiple responsibilities effectively,
interview and evaluate new writing candidates, and make recommendations to
management.
Administrative Tasks for the Project Leader
• Anticipates Problems Affecting Project Group
• Schedules Writing and Production Resources
• Delegates Project Writing Tasks
• Forecasts Special Needs/Ensures They are Met
• Informs Management and Peers of Project Status
• The following are some administrative tasks performed by the project leader: 1)
anticipates problems affecting the project group, 2) schedules the writing and
production resources for the project, 3) delegates the project writing tasks, 4)
forecasts the special needs of the project and ensures that those needs are met, 5)
informs management and peers of the project status regularly,
Administrative Tasks for the Project Leader
• Creates Documentation Plans and Monthly Status Reports

• Provides Management with Performance Evaluation Information for
Each Member of the Project Team
• Ensures that All Documentation Project Tasks are Completed
• Keeps Records of Project Activities
• 6) creates documentation plans and monthly status reports for all new projects, 7)
provides management with performance evaluation information for each member
of the documentation project team, 8) ensures that all documentation project tasks
are completed, and 9) keeps records of project activities.
Writing-Related Tasks for the Project Leader
• Provides Support, Mentorship, and Training
• Provides Technical Direction for the Writing Team
• Ensures that Documentation Standards Are Met
• Reviews Documentation for Readability, Accuracy, Consistency,
and Style
• Identifies Future Documentation Requirements
• Suggests and Implements Process Improvements
• The following are some writing-related tasks performed by the project leader: 1)
Provides support, mentorship, and training for the writing team members, 2)
provides technical direction for the writing team, 3) ensures that documentation
standards are met, 4) reviews documentation for readability, accuracy,
consistency, and style, 5) identifies future documentation requirements, and 6)
suggests and implements process improvements.
Client-Relation Tasks for the Project Leader

• Explores Opportunities with Potential Customers
• Analyzes Customer Documentation Needs
• Negotiates Project Costs and Schedules
• Coordinates People, Budgets, and Schedules
• Primary Contact for All Documentation Issues
• Communicates All Relevant Project Information to the Members
of the Project Writing Team
• The following are some client-relation tasks performed by the project leader: 1)
Explores opportunities with potential customers, 2) analyzes customer
documentation needs, 3) negotiates project costs and schedules, 4) coordinates
people, budgets, and schedules, 5) acts as the primary contact for all
documentation issues, and 6) communicates all relevant project information to the
members of the project writing team.
Suggestions for Project Leaders
• Set Expectations and Manage Them
• Clearly Explain Your Expectations; Don‟t Leave Anything Out
• Make It Clear: Developers Expected to Spend Time with Writers;
Documentation Part of Product
• Keep Channels of Communication Open
• Ask for the Product‟s History, if Relevant to Learning More
About Product Features
• The following are some suggestions for project leaders: 1) Set expectations and
take the initiative to manage them, 2) give a clear explanation of your

expectations; remember, what you do not say is just as important as what you do
say, so don‟t leave anything out, 3) make it clear that developers are expected to
spend time with writers, and that documentation is an essential part of the product,
4) keep your channels of communication open to everyone, 5) if necessary, ask for
a history of the product, which may make you more aware of product features…
• Remain Professional at All Times
• Detailed Planning = Professional Atmosphere
• Positive and Professional Attitude Lends to Credibility
• Ensure that Presentations are Professional: Examine Room,
Check Audio/Visual Equipment, Use Visual Aids at Every Opportunity
• 6) remain professional at all times, 7) produce detailed plans; it creates a
professional atmosphere, 8) have a positive and professional attitude; it lends to
credibility, 9) when making group presentations, the environment can be a help or
a hindrance to you. Be certain that your presentation is well received by taking the
following precautions: If possible, examine the presentation room beforehand,
ensure that the audio/visual equipment you need is available and operational, and
use visual aids when you can…
• Establish a Respectful Relationship from the Start: Ask Client
About Their Preferred Way of Working, e.g., Email? In-Person? Regular
Meetings?
• Explain Your Role at Start of Project
• Attend Client Team Meetings (Denotes Control/Gains Respect)

• Get to Know the Client: Meet with Each Developer Individually
at Start of Project
• 10) establish a respectful relationship: ask the client and members of the client‟s
team how they would like to work (e.g., communicating by email, meeting in-
person, meeting regularly, etc.), 11) explain your role at the very start of the
project, 12) attend client team meetings; this shows that you as the writer are in
control, and gains the respect of the team, 13) get to know the client: try to meet
with each developer individually at the start of the project.
• Look Around Client‟s Office for Common Points of Interest;
Have Lunch or Coffee with Client
• Establishing a Rapport with Client Makes it Easier to Extract
Relevant Information for the Documentation
• Try to Have a Meeting for the First Draft Review with All
Reviewers: Saves the Time Spent Chasing Down Reviewers with Opposing
Viewpoints
• 14) look around your client‟s office to see any indications of common points of
interest, or make a point to have lunch or coffee with your client 15) establishing a
rapport may make the client or developer more apt to talk to you throughout the
project, making it easier to extract relevant information for your document, and
16) when attempting to obtain review comments, try to have a review meeting for
at least the first draft. Go through the manual page-by-page, if necessary.
Everything should be settled during this meeting, so you won‟t have to chase
down reviewers with opposing viewpoints later on. If there are significant changes
in subsequent drafts, similar review meetings should be conducted.
Typical Project Problems and Solutions

• Problem: Getting Inaccurate End-User Information from the Developer
• Solution: Involve the End User at the Beginning of the Project
• The following presents common problems and solutions during most
documentation projects.
• ? Problem: Getting inaccurate end-user information from the developer.
• ? Solution: Involve the end user at the beginning of the project.
• Typical Project Problems and Solutions
• Problem: Gaining Permission to Obtain Input from a Potential User; Some
Project Managers Do Not Seem to Trust the Writer‟s Capabilities in Dealing with
the End User
• Solution: Build Up Trust with the Project Manager; Explain How You Are
Going to Interview the End User; Anticipate Any Questions or Objections and
Prepare Your Responses
• Problem: Gaining permission to obtain input from a potential user. Sometimes the
project team coordinator (project leader or supervisor) does not seem to trust the
writer in dealing with the end user.
• Solution: Build up trust from the beginning of the project. Meet with the project
coordinator and explain how you are going to interview the end user. Anticipate
any questions or objections and have your responses prepared.
• Problem: Getting the Most Out of the Interview with the End User

• Solution: Watch the End User in Action; Some Users Are Too Busy or Not
Effective at Answering Questions; Observe and Ask Pertinent Questions to Gain
Information
• Problem: Getting the most out of the interview with the end user.
• Solution: Watch the end user in action. Some people are too busy or are not very
effective at answering questions. If you simply watch and ask pertinent questions
during the process, you can gain the information that you need more effectively.
Typical Project Problems and Solutions
• Problem: Not Getting Review Comments from a Key Reviewer and You
Feel Uncomfortable „Haunting‟ the Reviewer
• Solution: Speak with Their Supervisor and Yours; Ensure that You
Documented and Communicated the Deadline for Draft Review Comments.
Arrange Review Meetings; Some Reviewers Have Trouble Documenting
Comments, but in a Meeting
They Can Express Their Comments Verbally
• Problem: Not getting review comments from a key reviewer and you feel
uncomfortable „haunting‟ the reviewer.
• Solution: Speak with their supervisor; speak with your supervisor. Ensure that you
document the times you asked for comments and the turnaround time for
comments. When sending out drafts, state explicitly in your cover letter that if a
reviewer does not give you comments by a certain date, you will assume he or she
has approved the draft as is. Set up review meetings for documents. Some
reviewers may have trouble documenting their comments, but in a meeting they
can express their comments verbally.

• Problem: Client Dictates the Style and Content of the Manual, Creates
Document Templates, Does Not Believe in Documentation Plans, and Does Not
Include the Writer in Documentation Meetings
• Solution: Meet with the Client and your Supervisor; Explain (with
Discretion) that Writers Are Consultants Who Manage the Writing Effort Instead
of Passively Taking Advice and Direction from the Client; Maintain Writing,
Editing, Planning, and Scheduling Standards
• Problem: The client attempts to dictate the style and content of the manuals, set
writing deadlines, create templates for the documentation, and doesn‟t believe in
documentation plans. The client has documentation meetings and does not include
the writer.
• Solution: Hold several meetings with the client and the writing supervisor. With
discretion, explain that the writers are consultants who manage the writing effort,
instead of passively taking advice and direction from the client. Adhere to high-
quality writing and frequent editing cycles. Explain that you may not be able to
continue the project without a documentation plan, and maintain reasonable
schedules. In most cases, a documentation plan should be drawn up when
producing a new document (or set of documents), or when developing a radically
new version of an existing product.
• Problem: Availability of Developers
• Solution: Prepare a List of Questions and Meet with the Developer to Go
Over Them; Acknowledge that You Realize the Developer Is Busy; Prepare
Weekly Status Reports and Distribute Reports to Peers, Managers, and Clients;
Ask Developer to Delegate a Reliable Information Source; or Ask Developer‟s

Supervisor to Free Up Some Time for the Developer to Provide the Required
Information
• Problem: Availability of developers.
• Solution: Prepare a list of questions and meet the developer to go over them.
However, many developers may want to meet with you immediately; be prepared
for that too. Catch the developer walking by and say: “I know you‟re very busy,
but I need a few minutes of your time to…do XYZ.” Prepare weekly status
reports. Distribute these reports to everyone who depends on the documentation,
including peers, clients, and managers. As a result, some peers, clients, and/or
managers may put the necessary pressure on the developers to help obtain what
you need. Ask the developer to delegate another (reliable) information source. Or
elevate the issue by asking the developer‟s supervisor to free up some time for the
developer to give you what you need (for instance, reviewing documentation and
answering questions).
Managing Your Client’s Expectations
• Some Clients Expect You as the Writer to Write the
Documentation from Thin Air
• Educate Them About the Possible Sources of Information:
Interviews, Legacy Documentation, Functional Specifications, and
Other Sources
• Although some managers and engineers expect you to write the documentation
from thin air, it‟s your job to educate them about the possible sources of
information, such as interviews, legacy documentation, functional specifications,
and other sources.
Expectations for Each Project Participant

• Goals
• Problems
• Expectations
• Pressures (Time, Other Projects or Requirements)
• Options (Documentation Style, Tools, Design, Review Process, and
Others)
• Restrictions (Time, Decisions, Budget)
• Likes and Dislikes
• The following is a list of expectations and considerations which you can introduce
to your client at the beginning of the writing project. Each project participant
should take the time to define each category to the best of his or her knowledge:
Goals, problems, expectations, pressures (e.g., time, other projects or
requirements), options (e.g., documentation style, tools, design, the review
process, and others), restrictions (e.g., time, decisions, or budget), and likes and
dislikes.
Expectations for Each Project Participant
• Style of Work (Casual, Formal, Email, Team Meetings, One-On-
One Meetings, etc.)
• Special Needs (e.g., ? Section 508)
• Levels of Documentation Confidentiality
• Audience Profile and Task Analysis
• Language Translation Requirements (if Any)

• Other expectations include style of work (e.g., casual, formal, email, face-to-face,
formal/informal meetings, meetings with the entire team, one-on-one meetings,
etc.), special needs (e.g., Section 508 for the reading or hearing impaired), levels
of documentation confidentiality, audience profile and task analysis (Who are
they? And how and in what context will they use the documentation?), and
language translation requirements (if any—What languages? And who will do the
translations?).
Sources of Information
• Information Sources Provide the Initial „Ball of Wax‟
• Use Meetings/Draft Reviews to Continually „Play Catch‟ with
Reviewers, Continually Growing and Refining This „Ball‟ of
Information
• Start Out with a Rough Outline, Topic Headings and
Sentences, Then Paragraphs, Tables and Illustrations
• Information sources provide the initial „ball of wax‟ of information. The project
consists of your throwing this ball of wax back and forth with your review team,
using meetings and draft reviews, and continually growing and refining this ball,
until the final product is „rolled‟ out. It‟s your job to find every which way to keep
the ball rolling. You‟ll probably start out with a rough outline, then a topic
sentence for each heading, then paragraphs, then tables, then illustrations.
Potential Sources of Information
• Developers and Supervisors
• Functional and Design Specifications
• Marketing Specifications and Business Plan

• Legacy Documentation and Development Plan
• Project Documents (Project Initiation Document, Project
Office Document, Business Vision, Use Cases, Analysis and Design, Test
and Phase Review Documents, and Others)
• The following list describes potential sources of information: developers and
supervisors, functional and design specifications, marketing specifications and the
business plan, legacy documentation, the development plan, project documents
(e.g., a Program Initiation document, a Project Office document, a Business Vision
document, Use Cases, an Analysis and Design document, a Test document, a
Phase Review document, and others).
Draft Reviewer’s Expectations
• Many Reviewers Are Unsure What Is Expected of Them
• Sometimes Perform Cursory Review Because “It‟s the Writer‟s
Job” to Publish the Documentation
• Some Reviewers Think They Should Concentrate on Correcting
Grammar and Rewriting Content
• Many reviewers are unsure of what is expected of them. Some shrug off the task
by giving the documents a cursory reading at best, feeling that it is solely the
writer‟s job to publish the documentation. Other reviewers think they are expected
to be editors and correct grammar and rewrite content.
Reasons for Draft Reviews
• To Ensure Technical Accuracy: Does the Documentation
Accurately Describe the Way Things Work? the Screens? the
Procedures? Methods? Hardware Descriptions?

• To Ensure Completeness: Are There Any Omissions? Is
Everything Covered that Needs to Be?
• Is the Document Readable? Do Explanations Follow a Logical
Progression? Are They Clear and Understandable? Do They Make Sense?
• To ensure technical accuracy, ask yourself: Does the documentation accurately
describe the way things work? the screens? the procedures? methods? hardware
descriptions? To ensure completeness, ask yourself: Are there any omissions? Is
everything covered that needs to be covered? Also, is the document readable? Do
explanations follow a logical progression? Are they clear and understandable? Do
the explanations make sense?
Reasons for Draft Reviews
• Is Too Much Material Covered?
• Are There Unnecessary Explanations? Figures? Sections? Chapters?
• Are Figures and Tables Helpful, Clear, and Accurate?
• Is There a Need for Additional Text? Figures? Or Other
Content?
• Are All References to Text, Figures, and Tables Accurate and
Appropriate?
• Good writing should have a flow to it, so that your reader doesn‟t feel bogged
down or confused. Is too much material covered? Are there unnecessary
explanations? Figures? Sections? Or Chapters? Are the figures and tables helpful,
clear, and accurate? Are there places where additional figures are needed? Are all
references to text, figures, and tables accurate and appropriate?
Draft Review Instructions (Cover Letter)

• Cover Letter Should Accompany Each Draft Review Copy
• „Draft Review Copy‟ Written on Each Page
• For Online Documentation: Print Out Pages for a Standard
Hard-Copy Review, OR… Centralized Online Feedback Table on
Intranet—Follow Up with a Team Review Session of Electronic
Version via an Overhead Projector
• For a printed (or hard copy) draft, a cover letter should accompany each draft
review copy, explaining the need for a thorough review, and providing a deadline
for returning the draft with comments. The document should have „Draft Review
Copy‟ written on each page (e.g., on the header, footer, or as a watermark in large,
shaded print). For online documentation, either print out all pages for a hard-copy
review and mark-ups; or better yet, develop an online tabular review sheet on the
intranet for centralized feedback. After all review comments have been resolved
and incorporated, meet with all reviewers to display the online documentation on
an overhead projector for further comments. This is the time to put your online
documentation in motion, while presenting your information architecture,
including the review of all hyperlinks.
Draft Review Phases
• Rough Draft (New or Drastically Changed Product)
• First Draft
• Second Draft (Final Draft)
• Signoff Draft
• During the course of a typical project there will be a number of reviews. Each
review has unique features for writers and reviewers. If the product is new, or
there are radical changes, and the development schedule allows for a rough draft,

you should have four draft reviews: rough, first, second (final) and signoff.
However, if the product has been moderately revised, or there is not enough time
allocated to the project, then use three drafts: first, second, and signoff.
Rough Draft
• Usually Start This Draft with Functional Specifications and
Interviews with Developers
• Artwork, Screens, Menus, and Messages May Not Be Available
• Indicate Incomplete Sections
• Review Layout, Outline, Omissions, Accuracy of Descriptions
and Procedures
• Specific/Complete Review Comments Required: “???,”
“Huh?,” “Wrong,” Are Not Useful
• Usually a rough draft can be written, at least in part, from functional
specifications. Additional information can be obtained from speaking with
developers. Artwork, screens, menus, messages, etc. may not yet be available.
Indicate what sections of the document are incomplete because the information is
not available. As a reviewer (including you as the writer), answer the following
questions: Does the layout seem appropriate? Is the outline complete? Has
anything been left out? Are the descriptions and procedures accurate? Specific and
complete review comments are most helpful. A set of „???‟ marks, or statements
such as “Huh?” or “Wrong,” are not useful.
First Draft
• „Flesh Out‟ Headings and All Sections Should Have a Substantial
Amount of Text

• Almost All Artwork, Screens, Menus, and Messages Should
Be Available
• Issues Regarding Layout, Outline, Omissions, Accuracy of
Descriptions and Procedures Should Have Been Addressed
• The first draft should be „fleshed out‟: all headings and sections should include
some text to work with. Almost all artwork, screens, menus, and messages should
be available. Issues regarding layout, outline, omissions, and the accuracy of
descriptions and procedures should have been addressed.
Second (Final) Draft
• Almost Ready for Production
• Check for Accuracy and Completeness
• If Last-Minute Functional Changes Produce Numerous Changes
in the Draft, Incorporate Changes and Introduce Another Second (Final)
Draft—Notify Everyone that Schedule May Be Impacted
• The second (final) draft document should almost be ready for production. Check
carefully for accuracy and completeness. If there are any last-minute functional
changes, work closely with the developer so that these can be included in the
documentation. If these changes produce numerous changes in the document, do
not proceed to the signoff draft review. Instead, incorporate the changes and
introduce another second or final draft review; at least one covering the revised
sections. Make everyone aware that this may impact the schedule.
Signoff Draft
• Reviewer‟s Last Chance
• Check that All Earlier Changes Have Been Made

• Check that Last-Minute Changes Are Correct
• Read the Document Carefully
• Make Final Check for Accuracy and Completeness
• The signoff draft is the reviewer‟s last chance to see the documentation before it
goes to print or, if it‟s online, uploaded to the server. Here are some things to do
for the signoff draft: Check that earlier changes have been made. If there have
been last-minute changes, ensure that they are correct. Read the document
carefully; and make a final check for accuracy and completeness.
Releasing the Official Documentation
• Document Placed on Company Network
• Notify All Relevant Personnel
• Depending on Their User and Business Roles, Employees Can
Access the Documentation for Reading and/or for Internal/External
Distribution
After the draft review process has been completed successfully, the document is officially
released and placed on the company network. Notify all relevant users and designated
document distributors (e.g., Marketing managers, Product managers, Customer Service
managers, IT managers, and others). Depending on their user and business roles,
employees can access this document from the network for reading and/or for internal and
external distribution.
Documentation Monitoring and Control
• For Print Documentation: Title, Draft/Release Version Number,
Date of Release on Header and/or Footer of Each Page

• Version Numbers: Draft = Non-Zero Right of Decimal Point (e.g.,
v0.1, v1.3, v2.7, etc.)
• Version Numbers: Official Release = Zero Right of Decimal
Point (e.g., v1.0, v2.0, v3.0, etc.)
• Archiving/Shredding to Conform with International Standards
(e.g., ISO 9000)
• For print documentation, indicate the document title, draft or official release
version, and release date in the header and/or footer of each page. Use a document
version numbering system for draft review copies, where the number to the right
of the decimal point is anything but a zero „0‟, e.g., v0.1, v1.3, v2.7, etc. Officially
released document versions should be indicated by a zero „0‟ to the right of the
decimal point, e.g., v1.0, v2.0, v3.0, etc. Archive and shredding policies need to be
established to comply with international standards.
•
Documentation Monitoring and Control
Typical Development Process for a Document:
1. Documentation Plan
2. Draft Review
3. Official Release and Implementation
4. Operation Change Order Form (if Applicable)
5. Documentation Control and Maintenance
2. The generalized steps above show a typical development process for a document:
1) Documentation Plan, 2) Draft Review, 3) Official Release and Implementation,

4) Operation Change Order Form (if applicable), and 5) Documentation Control
and Maintenance. Note that in some cases, if document updates associated with a
new release comprise extensive changes, a revised documentation plan should be
drawn up before the draft review stage.
3.
Meetings
• Be Clear About the Purpose of the Meeting
• Prepare and Distribute an Agenda Prior to the Meeting Date
• Guarantee Participant Attendance
• Run Your Meeting Effectively
• Deal with Problem Participants
• Follow Up After the Meeting
• The following focuses on the elements of an effective meeting and the
responsibilities of the person running it: Be clear about the purpose of the meeting.
Prepare and distribute an agenda prior to the meeting date. Guarantee participant
attendance. Run your meeting effectively. Deal with problem participants. And
follow up after the meeting.
Be Clear About the Purpose of the Meeting
• Is It an Informative Exchange or a Presentation
• To Resolve Conflicts
• To Analyze Current Trends and Plan for the Future
• To Improve Existing Work

• To Provide Training and Development
• Invited participants are more likely to attend if the purpose of the meeting is made
clear. Will the meeting be an informative exchange or a presentation? Perhaps the
purpose of the meeting is to collaborate, coordinate, and communicate. The
following is a list of some common reasons to have a meeting: To resolve
conflicts, to analyze current trends and plan for the future, to improve existing
work, and to provide training and development.
Prepare/Distribute Agenda Prior to Meeting
• Clear Identity of the Group That‟s Meeting
• Limited Amount of Agenda Items with a Prioritized List
Presented in Logical Order
• A List of People Who Will Contribute to the Meeting and What
They Will Contribute
• A good meeting agenda has the following essential elements: A clear identity of
the group that‟s meeting, a limited amount of agenda items with a prioritized list
presented in logical order, and a list of people who will contribute to the meeting
and what they will contribute.
Follow Up After the Meeting
• Distribute Meeting Minutes Promptly
• Encourage the Completion of Action Items
• Placing Unfinished Business on the Agenda for Next Meeting
• It‟s important to have a meeting follow-up by doing such things as distributing
minutes of the meeting promptly, encouraging the completion of action items, and
placing unfinished business on the agenda for the next meeting.

Meeting with the End User
• Ensure They Don‟t Feel They‟re Being Quizzed
• Ask What‟s Wrong with the Product
• Ask What Needs to be Known When Using It
• Ask What Knowledge Would Help Simplify the Process
• Ask End User What Other Product Resources They Can Provide
(e.g., People or Information)
• When meeting with the end user, ensure that the end user doesn‟t get the
impression you‟re quizzing him or her. The following questions can be helpful in
your interview: What‟s wrong with the product? What do you need to know to use
it? What knowledge would simplify the process? What other product resources
can you provide (e.g., people or information)?
Assertive Behavior
• Alternative to Powerlessness and Manipulation
• Barriers to Self Expression:
• No Right to Question Developer‟s Opinions
• Fearful that Engineer Will Complain to Your Supervisor
• Lack Assertion Skills; e.g., Don‟t Know How to Handle a
Pushy Developer
Assertive behavior is an alternative to personal powerlessness and manipulation.
It‟s a way to develop self-confidence and respect for others. It will help you do a

much better job, and feel better about yourself at the same time. Here are some
common barriers to self expression: 1) You don‟t feel you have the right to be
assertive. For example, you should not question the developer‟s opinions. 2) You
are anxious or fearful about being assertive. For example, the engineer will
complain to your supervisor if you do not do exactly as he tells you. And 3) You
lack the skills to be assertive. For example, you know you shouldn‟t let the
developer run over you like that, but you don‟t know what to do about it.
Assertive Behavior
• Changes in Project Are Certain—Be Prepared
• Material Is Added
• Deadlines Are Shortened
• Need for Negotiation and Understanding
• It‟s certain that the project will change as it proceeds. You may be asked to do
things that are beyond the original scope of the project. For example, you may be
asked to include additional material, or to finish the manual before the agreed-
upon completion date. These changes have to be negotiated. Usually there are
good business and technical reasons for these requests, and in many cases you can,
and should, accommodate for the request with few problems.
Assertive Behavior
• Sometimes Difficult or Impossible to Meet Request
• Assertive Behavior and Negotiation Skills Can Effect a Win-Win
Compromise
• Sometimes, however, it may be very difficult or even impossible for you to
comply with a particular request. When this happens, successful assertive behavior

can lead to a win-win compromise. Negotiation comprises a particular type of
assertive behavior that‟s used when you want a win-win outcome; you want both
sides to come out ahead. This can be vital when dealing with business associates.
Dealing with Demands and Criticism
• Record All Meeting Minutes
• Last-Minute Additions with No Schedule Slip
• People Tend to React to Criticism Emotionally
• Emotional Responses Lead to Aggressive Behavior
• It‟s Not the Anger, It‟s How You Manage It
Writers are frequently exposed to demands and criticism from developers, editors, and
others. For example, the developer expects you to take minutes at meetings because
you‟re a writer, or insists on adding new modules at the last minute without schedule
slips, or tells you the final draft is unsatisfactory. People tend to get emotional when
criticized, whether it‟s justified or not. This can lead to aggressive behavior and over-
reaction. When you act aggressively, you react to your perception of the feelings behind
the words, rather than to the words themselves. It‟s not the anger that you feel that‟s
inappropriate, it‟s how you manage that anger.
Guidelines to Reacting to Criticism
• Separate the Person from the Problem
• Do Not Over-Generalize—Get Specifics
• Do Not Counter-Attack—Loss of Self Control
• Do Not Offer Excuses or Remain Silent—Speak Up

• Here are some guidelines for reacting to criticism that will keep the discussion
productive: Separate the person from the problem: For example, you are
working with another person to solve a particular problem. You may have
difficulties dealing with this person, but the person himself is not the problem.
Don’t over-generalize: Find out in specific detail what they don‟t like, or what
they want changed. The developer may say that the manual is poor when what he
really means is that he wants a paragraph changed on page 33. Don’t
counterattack: This means your anger is out of control, and so is the discussion.
Don’t offer excuses or remain silent: This implies agreement; speak up if you
disagree.
Guidelines to Reacting to Criticism
• Don‟t Say You Agree When You Don‟t—Express
• Listen—Before Interrupting and Offering Solutions
• Ask for More Information—To Clarify
• Ask for a Solution—Pose Opened-Ended Questions
• Don’t say you agree when you really don’t: Express your opinions and discuss
your differences. Don‟t be afraid to disagree. Listen: Don‟t needlessly interrupt or
offer a solution immediately. Let the person talk it out. Try to figure out the real
meaning behind the words. Ask for more information: Ask questions that clarify
the problem and be more specific, such as: “What don‟t you like about this
chapter?” or “Why do you want to add this module?” And ask for a solution: Ask
questions like, “What do you think we should do about this?”
Responding to Valid Criticism
• Accept It: “You‟re Right. I‟ll Change It.”

• Delay: “I‟ll Need to Discuss This with My Manager First. I‟ll Get
Back to You.” (Ensure that You Do)
• Disagree in Part: “I Agree with Your First Two Comments;
However, the Last One Seems Unjustified.”
• Often criticism is deserved. If the criticism is valid, acknowledge it and act on it.
Being assertive does not mean ignoring criticism. Here are some assertive ways to
react to valid criticism: Accept it: “You‟re right. I‟ll change it.” Delay: “I‟ll need
to discuss this with my manager first. I‟ll get back to you.” and ensure that you do
get back to them. Disagree in part: “I agree with your fist two comments;
however, the last one seems unjustified.” Remember, assertive behavior is not a
cure-all. But it does support techniques that can help you be more effective,
productive, and happier on the job.

Project Management Guide for Technical Writers

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Project Management Guide for Technical Writers