snakes & ladders workshop in #lavacon dublin 2016
TRANSCRIPT
Snakes & Ladders: Collaboration in the
real world
LavaCon Dublin – June 5, 2016 Nolwenn Kerzreho, IXIASOFT Technical
Account Manager - Europe
Agenda
The Whys & Wherefores ofContent Collaboration
Snakes & Ladders Game The Gamification of
CM Project Planning The Parts & Purpose of
the Game Board
Selecting & CreatingSnakes & Ladders
Designing a ProjectGame Board
Detailed Agenda
08:30 – 08:45 Intros 08:45 – 09:30 Setting the Stage 09:30 – 10:00 Identifying the Players
Activity Creating Personas 10:00 – 10:15 BREAK 10:15 – 11:15 Introducing Snakes
& Ladders Activity Identifying Snakes & Selecting Ladders
11:15 – 12:00 Designing Game Boards Activity Making a Game Board
12:00 – 12:30 Wrap Up
Workshop Lead
Nolwenn KerzrehoInstructor Université Rennes 2 &IXIASOFT Technical Account Manager (Europe)
Educator & Project Manager specializing in managing documentation and translation teams & projects @NolwennIXIASOFT
Why a Workshop? Some Context…• Ongoing Effort:
We will collect, consolidate, and share a collection ofSnakes & Ladders descriptions
This will facilitate the growth of a knowledge base about threats & best practices constructed from the experiences of content practitioners like yourselves
• We will share with you what you share with us
• Try it out and share your experiences
About You
Let us know a little about you
Where you come from
Your organization
Name
Your objectives
THE WHYS AND WHEREFORES OF CONTENT COLLABORATION
Setting the Stage
Content Defined
Content Defined: Content is potential information It is what we prepare in order to deliver guidance It is directly bound to what we do & who we do it for It transcends any one delivery format
Organizationally, Content: Assembles knowledge from across an enterprise Establishes a vital link to external stakeholders It demands & enables collaboration across silos It provides a common asset for teams to draw upon
Collaboration Defined
• The contribution of work from two or more peopleto a common product
• This means that there is shared responsibility for the result
Content Collaboration
Content collaboration must cross functional boundaries to produce content that is accurate and complete
Content collaboration mobilizes the knowledge of specialists working across the enterprise to produce useful & reusable content
Let’s Take a Survey
Poor Process (Complex, Long, Strict…)
Inadequate Tools (Access, Availability…)
Lack of Communication Channels
Unclear Information Plan / Structure
Other
You need to collaborate with others to prepare a document. In your organization, what would be your primary pain point?
#1: 27%
#2: 26%
Content Collaboration Common Pain Points
Survey Results (2013)Collaborative writing – Primary Pain Points
Key Takeaway:Over 50% of challenges flow from weak guidance provided to collaborators
Flash Poll conducted by Nolwenn Kerzreho (@nkerzreho) in April/May 2013 with four different linkedIN groups (90 responses)
Other:Lack of leadershipLack of commitment
Poor processes
Unclear information plan / structure
Lack of communication channels
Inadequate toolsCollaborative pain points
26%18%
10%
27%19%
Broken Content Collaboration
• Leads directly to a broken customer experience and inevitably to a broken organization….
Course Materials
Documentation
Specifications
Collateral
Requirements
Unc
oord
inat
ed
Cont
ent S
ilos
Unc
oord
inat
ed
Cust
omer
Exp
erie
nce
Knowledge Base
Proposals
Training
TechComm
Engineering
Marketing
Product Mgt
Support
Sales
Some Known Problem Sources
• Collaborating on large,monolithic informationproducts is hard Will be limited to
Sequential editing & review Long approval cycles
Demands modular content There are usually weak avenues
for back-channel communication There will be little experience in cross-silo collaboration
or with modular, structured authoring…
What is to be done?
• Introducing Content Management is the first step This involves modernizing both the content & processes This establishes the foundation for Content Collaboration
• A SME Content Collaboration project will seek to: Engage SMEs in content creation & validation Streamline work activities across silos Integrate content assets with data sources Coordinate the contributions of different SMEs Integrate all contributions into a single, authoritative,
easy-to-understand, client-centered message
The Gamification of CM Project PlanningWe use games to explore future possibilities
• Games can be a good way to work out problems
• Games are perfect for exploring your CM Project
• Games help us to stay out of the details that can bog down planning efforts
Playing the Game
• Once a Project Game Boardhas been laid out, you can play it.
• Introduce the Element of Chance Rolling the Dice Mirrors an important quality of reality Use only 1 Die (to slow things down)
• Like a Monte Carlo scenario, play it several times to experience possibilities
Game Board Example
Scenario: DITA CMS Project
Report Progress
against Key Indicators
Monitor processes,
templates, & reuse
DITA CMS Production
Ready
Train Writers on Revised Processes & DITA CMS
Train Reviewers in
Revised Processes
Report Progress
against Key Indicators
Start Publishing
Information Products
Present Pilot to
Management
Capture DITA CMS
needs from all
Stakeholders
Analyze further reuse opportunities
Collect Inputs on CMS Pilot
Conduct CMS Pilot Set Writing
GuidelinesMeasure
Pilot SuccessAnalyze &
Model Content
Set Content Templates
DebriefInvolve
Managers & Contributors
in projectAnalyze current
Processes & Formats
Articulate benefits of moving to
DITA
Set key indicators &
starting baseline
Demo Changes to DITA CMS
Writers Complain
Set Clear Pilot
Objectives
Editing Tool is too
Difficult for Writers
Validate Output
StylesheetsPilot Fails
Success
Start
DiscoveryPlanning
AnalysisPilot
Implem
ent
TransitionDi
scov
ery
Plan
ning
Anal
ysis
Pilo
tIm
plem
ent
Tran
sitio
nUs
e UseProject Game Board Example: DITA CMS Implementation
Game Designer: Nolwenn Kerzreho
Management Halts Project
Train Writers & Set Clear
Expectations
Content is InconsistentValidate
New Content Processes
IT Objects to DITA CMS Selection
Management Halts Project
Select editing tool with Writers
Revised Processes
not followed by
Reviewers
Start
IDENTIFY THE PLAYERSUnderstanding what drives your SMEs
Who do you have to deal with?
21
Some Tactics for Improving Collaboration• Understanding your collaborators
Establishing personas Making connections
• Enabling collaboration Establishing the framework for working together Encouraging progress
• Specifying and streamlining processes Making things easier for everyone
Let’sFocusHere
Who is your SME? A casual / occasional authorHas a primary job – a support engineer, a subject specialist, a researcher, a trainer…
Has a distinct work environment
Uses different tools, language, speech levels, colloquialisms, jargon…
Uses different tools
Responds to other tasks and processes
Has a distinct perspective on authoring tasks
The Usual Suspects
EngineeringSales & Marketing
ImplementationManufacturing
Step One: Ask QuestionsFor example…Where is it easier for you to author content?
At work / at home / other
In the office / while travelling / other
On my laptop / my tablet (add the make):
When is it easier for you to review content ?
At the end of the day / shift: ……
At noon: .….. At the end of the week: ……
When I receive the task notification
What tool do you use the most?
Microsoft Word
Open Office
Defining a personaSven, the auditor
Oslo / 40-year old
Separated, one child
-----------------------------------------------
Specialty Pipe Quality evaluator
Speaks Norwegian-English-Swedish
Work location 60% field work overseas
Devices Laptop, smartphone, iPad tablet
Connectivity Generally good but irregular when travelling
Teams Quality team
Best times for contributing
While travelling or at the end of the work day (in the field)
Defining a persona
Sven, the auditor
-----------------------------------------------
Favorite communication tools:
• Email & Wiki
Previous authoring experience:
• As a Reviewer only
Process knowledge & experience:
• Authoring: minimal
• Reviewing: some experience reviewing standards
• Validating: strong
A Reminder about Personas
• A persona is NOT a person – he/she is a typical user drawn from several actual people (survey).
• A persona is defined by its specific needs/requirements: If two personas have very close requirements, they can
be merged. If the survey shows separate requirements, two
personas need to be created.• The persona is, however, someone you can relate
to: what would Sven do?
Creating a Simplified Persona
Simplified Persona Profile
Label:
Family:
Background Knowledge:
Primary Objective:
Tools:
Authoring Experience & Tasks:
Work Context/Environment:
Creating a Simplified Persona
Simplified Persona Profile
Label: Obsessive Compulsive Daniel
Family: Very Single
Background Knowledge: Engineering/Quality Control
Primary Objective: Product perfection
Tools: AutoCAD / MS Excel / MS Word
Authoring Experience & Tasks: Technical Reports
Work Context/Environment: High Pressure/Combative
Individual Exercise
Create a persona for your most difficult SME collaborator
Simplified Persona Profile
Label:
Family:
Background Knowledge:
Primary Objective:
Tools (Current/Preferred):
Authoring Experience & Tasks:
Work Context / Environment:
Creating a Simplified Persona
Persona:Label:
Family:
Background Knowledge:
Primary Objective:
Tools:
Authoring Experience & Tasks:
Work Context/Environment:
Time for a break!
SNAKES & LADDERSTHE BUILDING BLOCKS
Identifying Risks & Planning Responses
The Snakes
• The Bad Things that can happen Threats Risks Set-backs
• Identifying possible Snakesis the best preparation Will be specific to each organization Will be specific to each project
• Some can be avoided, others tamed
IncompleteTool
RequirementsIncomplete Content Technology Requirements
SignatureImage
The failure to adequately define your content technology requirements will introduce a content solution that falls short of your needs or worse directly obstructs them.
Any shortcomings in the acquired technology will frustrate users & provide enemies with dangerous ammunition.
ITBlocks
CM ProjectInformation Technology (IT) Group opposes CM project
SignatureImage
IT groups will often oppose or obstruct CM projects on the grounds that it introduces unfamiliar technologies.
The opposition can appear as direct confrontation, the indirect withholding of technical support, or more subtle techniques, such as not providing useful feedback on plans.
CIO
PM Overwhelmed PM Overwhelmed by Pressures
SignatureImage
Project Manager (PM)finds that the pressures that come with a CM project are more than can be handled.
Emerging from a documentation background, the PM is suddenly thrust into a harsh world of political adversaries and dangerous opponents.
The Ladders
• The Good Things that can be done Best Practices Proven Tactics Dirty Tricks
• Should be deployed as early aspossible on your projects
• Can help to sidestep known Snakes
TrainPowerUsers
Train a cadre of power users
SignatureImage
Train key people in each participating business area. Train them in the new tools and techniques that will be used to plan, prepare, and publish content so that they can support others.
Select these people carefully. They will be your ambassadors.
Conduct Stakeholder
BriefingsConduct regular stakeholder briefings
SignatureImage
Bring together stakeholders and provide them with up-to-date information about the project, and facilitate an open discussion of any concerns, issues, risks, and opportunities associated with the project.
Maintaining open communication channels is vitally important.
Engage an Executive Champion
Engage a Senior Manager with real authority
SignatureImage
Find and engage an executive champion who can advocate for the project, protect the initiative at the boardroom table, and provide the project manager with mentoring guidance.
Making a real connection is challenging for CM projects.
Group Activity 1Selecting & Creating Snakes & Ladders
Pooling the experience around the table
Activity 1 Selecting Snakes & Ladders• Challenge Project
Context: DITA CMS Implemented For Documentation team Migrated to modular, structured DITA authoring
This Challenge: Enable SME Collaboration Goal is to engage SMEs as content contributors, reviewers,
approvers Requires introduction of new content tools for SMEs to use Key SME group is product engineering The company has an engineering culture Engineering is under constant pressure to deliver new releases
Activity 1Selecting Snakes & Ladders
Choose three (3) Snakes that stand out as key threats Choose the Ladders that will help avoid/address those threats
Connect the ladders to the snakes they avoid/address
Add new Snakes & Ladders if necessary - Fifteen (15) minutes
For Example
Activity 1 – Possible AnswerSelecting Snakes & Ladders
Key Point: Ladders will come with price tags ($£€¥)Choose them carefully
DESIGNING YOUR GAME BOARD
Using the Building Blocks to Create a Project Roadmap
The Game Board
Game board can be as large as necessary
This one has 49 places arranged in 7 project phases Discovery Planning Analysis Pilot Implementation Transition Use
Others are possible
Use Transition Im
plement P
ilot Analysis P
lanning DiscoveryD
isco
very
P
lann
ing
A
naly
sis
Pilo
t
Impl
emen
t Tr
ansi
tion
U
se
Start
Snakes & Ladders
Step 1:
Place your Snakes on the board Try to reflect your
past experiences about when certain problemstypically appear
Step 2:
Deploy your Ladders onto the board Place Ladders
where they will help avoid as many Snakes as possible
Snakes should not
lead to Ladders
Ladders should not
lead to Snakes
The size of a Snake represents its potential impact.
The size of a Ladder represents its potential cost.
Use Transition Im
plement P
ilot Analysis P
lanning Discovery
Dis
cove
ry
Pla
nnin
g
Ana
lysi
s
P
ilot
Im
plem
ent
Tran
sitio
n
Use
Start
Start
Use Transition Im
plement P
ilot Analysis P
lanning DiscoveryD
isco
very
P
lann
ing
A
naly
sis
Pilo
t
Impl
emen
t Tr
ansi
tion
U
se
Designing Your Game Board
ProjectInitiation -Laying the
groundwork
RequirementsAcquisition -
Clarifyingthe goals
CapabilityRealization -Harvestingthe Benefits
Snakes appearing in this area will be the most dangerous
Ladders deployed in this areawill have the biggest
positive impact
Start
Game Board Example
Scenario: DITA CMS Selection
Conduct CMS Pilot
Train writers on CMS
Identifyreusepatterns
DefineprojectScope
ModelContent & Metadata
Analyze current
situation
Make the case for modular content
Identify collaboration
goals
SuccessDiscovery
PlanningAnalysis
PilotIm
plemen
tTransition
Disc
over
yPl
anni
ngAn
alys
isPi
lot
Impl
emen
tTr
ansit
ion
Use Use
Project Game Board: CMS Selection Project
Game Designer:
Select editing tool with writers
Create content
guidelines & examples
Engage Executive Champion
Train Power Users
Prioritizenew
informationservices
Define newcontent
processes
Widelysolicit
CMSneeds
IT limits Pilot hosting options
IT identifiesalternativeapproaches
IT questionsproject scope
Writers add more
requirements
Writers continue to
change requirement
s
CMS Pilotstruggles to keep up with
changes
Executivechampionchanges
One of two power users
leaves
Writers override
CMS requirement
s
Management
questionsbenefits
Subject CMS to rigorous
testing
Reinforce writer
training
Start
Activity 2 – Build Your own Project Game Board• Challenge Project
Context: DITA CMS Implemented For Documentation team Migrated to modular, structured DITA authoring
This Challenge: Enable SME Collaboration Goal is to engage SMEs as content contributors, reviewers,
approvers Requires introduction of new content tools for SMEs to use Key SME group is product engineering The company has an engineering culture Engineering is under constant pressure to deliver new releases
Activity 2 – Build Your own Project Game Board• Exercise Tasks:
Take the Challenge Project as the scenario Work as a Team (per table) Use your Game Board Worksheet to:
Add the Snakes you identified in Activity 1 Add additional Snakes if necessary Add the ladders you will need to make the roadmap less
daunting
• In fifteen (15) minutes, we will: Discuss our Game Boards – rationales & special merits Discuss your experience collaborating as a team
SystemAcceptance
OperationalReview
OperationalTesting
Project Review
User Acceptance
Testing
InitiateCollaboration
Tool Pilot
Present Plan to
Management
Present toStakeholders
DocumentRequirements
IdentifyPain Points
SuccessDiscovery
PlanningAnalysis
PilotIm
plemen
tTransition
Disc
over
yPl
anni
ngAn
alys
isPi
lot
Impl
emen
tTr
ansit
ion
Use Use
Project Game Board: SME Collaboration
Game Designer: Table Teams
Start
SystemAcceptance
Authoring Tasks Too Complex
OperationalReview
ManagementHalts
ProjectOperational
Testing
Project Review
Train Power Users
Legacy Practices
Over-emphasized
EngageExecutiveChampion
Collaborators Reject Tool
Involve Collaborators
on Tool Selection
User Acceptance
Testing
Deploy AuthoringTemplates
InitiateCollaboration
Tool Pilot
Present Plan to
Management
Management Questions
Value
Collaborators Question
Value
Present toStakeholders
CollaboratorsToo Busy
DocumentRequirements
EnsureWin-Win
forCollaborators
IdentifyPainPoints
Emphasize Customer Benefits
SuccessDiscovery
PlanningAnalysis
PilotIm
plemen
tTransition
Disc
over
yPl
anni
ngAn
alys
isPi
lot
Impl
emen
tTr
ansit
ion
Use Use
Project Game Board: SME Collaboration – Sample Answer
Game Designer:
Start
Activity 2 – Review Questions • What were the key Snakes that you chose for your
Game Board?
• What Ladders did you think were most important to deploy early in your project?
• What level of consensus did you reach on the design of the Game Board? Was it easy?
• How many think that this should be converted into a drinking game?
Wrap-up
• Games are a useful way to explore the future
• Snakes & Ladders for Content Projects Used to brainstorm on the risks & responses to consider
for their project roadmaps Helps teams to stay above low-level details initially A precursor to detailed project planning
• Content Collaboration is a challenging goal Use the game model to find the best path forward
Next Steps - Recap
Ongoing Effort: We will collect, consolidate, and share a collection of
Snakes & Ladders descriptions We will facilitate the growth of a knowledge base about
threats & best practices constructed from the experiences of content practitioners like yourselves
We will share with you what you share with usTry it out and share your experiences
Contact info: [email protected]
Reflections