1) Effective documentation is important for organizations to capture intellectual capital, improve clarity and processes, and change behaviors.
2) Documentation requires a strategic process that includes capturing information, structuring it, presenting it effectively, communicating it, and maintaining it over time.
3) Organizations need to engage staff and consultants in documentation and provide tips to write in an active voice, use visual elements like diagrams and pictures, and structure documentation for clear communication.
Attending numerous meetings is a quotidian activity for most professionals. But the major question is how effective are they to solve our problems or achieve the goals we intend to reach? Let's have some insights about the topic in hand while learning about the facts and figures along with ways to use the powerful tool of meeting efficiently !!
Effective Nonprofit Board Meetings: Mini PresentationBeth Yoke
This is a quick overview for nonprofit boards that provides some tips for making face to face meetings more strategic and productive by leveraging tools such as a consent agenda.
Learning Objective: Develop time management skills for better organization and productivity
Students who’ve learned how to effectively manage time during high school are better prepared for the rigors of college study. Regardless of preparation, it takes time to adjust to college. Improve time management skills by setting and not deviating from goals. Even students who managed time well during high school often struggle when they begin college. Students are overwhelmed with large course loads, extracurricular activities, and other social activities. Although being in college can be overwhelming, it’s possible to complete everything that must be done in a timely and efficient manner. Developing time management and organizational skills is the key to working efficiently. The best way to better manage time is to develop daily schedules. Most organized people plan daily, weekly, and monthly tasks. This seminar will show you how to be self-motivated, leading to better organizational skills, productivity, and efficiency.
At the end of this seminar, participants will be able to:
a. Outline long-term goals and a plan to obtain them.
b. Obtain detailed plans for each day and how to deal with delays.
c. Break large projects down into several simpler projects.
d. Cultivate a flexible schedule.
Making Workflow Automation Personal: The Next Step in Digital Transformation...Michael Oryszak
True digital transformation requires more than incremental improvements and goes beyond individual projects or processes. To become true digital masters, organizations need to think differently and work to enable their members to rethink everything they do in order to identify opportunities for automation. By addressing the capabilities for enhancing workflow automation as a personalized technology capability, organizations can take a giant leap forward and feed and innovation cycle without any limits. This session will help reframe the primary focus from large, centralized processes to enhancing individual and team collaborators that can drive their own process automation using a variety of commonly available no-code solutions. We will dive into techniques to educate and grow the organization's capabilities and also review some of the commonly supported models for measuring the results and ROI.
Attending numerous meetings is a quotidian activity for most professionals. But the major question is how effective are they to solve our problems or achieve the goals we intend to reach? Let's have some insights about the topic in hand while learning about the facts and figures along with ways to use the powerful tool of meeting efficiently !!
Effective Nonprofit Board Meetings: Mini PresentationBeth Yoke
This is a quick overview for nonprofit boards that provides some tips for making face to face meetings more strategic and productive by leveraging tools such as a consent agenda.
Learning Objective: Develop time management skills for better organization and productivity
Students who’ve learned how to effectively manage time during high school are better prepared for the rigors of college study. Regardless of preparation, it takes time to adjust to college. Improve time management skills by setting and not deviating from goals. Even students who managed time well during high school often struggle when they begin college. Students are overwhelmed with large course loads, extracurricular activities, and other social activities. Although being in college can be overwhelming, it’s possible to complete everything that must be done in a timely and efficient manner. Developing time management and organizational skills is the key to working efficiently. The best way to better manage time is to develop daily schedules. Most organized people plan daily, weekly, and monthly tasks. This seminar will show you how to be self-motivated, leading to better organizational skills, productivity, and efficiency.
At the end of this seminar, participants will be able to:
a. Outline long-term goals and a plan to obtain them.
b. Obtain detailed plans for each day and how to deal with delays.
c. Break large projects down into several simpler projects.
d. Cultivate a flexible schedule.
Making Workflow Automation Personal: The Next Step in Digital Transformation...Michael Oryszak
True digital transformation requires more than incremental improvements and goes beyond individual projects or processes. To become true digital masters, organizations need to think differently and work to enable their members to rethink everything they do in order to identify opportunities for automation. By addressing the capabilities for enhancing workflow automation as a personalized technology capability, organizations can take a giant leap forward and feed and innovation cycle without any limits. This session will help reframe the primary focus from large, centralized processes to enhancing individual and team collaborators that can drive their own process automation using a variety of commonly available no-code solutions. We will dive into techniques to educate and grow the organization's capabilities and also review some of the commonly supported models for measuring the results and ROI.
Learning to Become Agile, with Retrospectives - QCon London 2015 - Ben LindersBen Linders
The agile manifesto proposes that a “team reflects on how to become more effective”. Agile retrospectives can be used to inspect and adapt the way of working. They help teams to become agile by deploying agile practices in an effective way and continuously learning and improve themselves.
This talk explains the “what” and “why” of retrospectives and the business value and benefits that they can bring. Examples will be given of exercises that you can use to facilitate retrospectives, supported with advice for introducing and improving retrospectives. It is based on the successful book Getting Value out of Agile Retrospectives which is published on InfoQ, Amazon, Leanpub.
Retrospectives are a great way for teams to improve their way of working, to become more agile and lean. Getting actions out of a retrospective that are doable, and getting them done helps teams to improve continuously and deliver more value to their customers.
The purpose of a formal meeting is to discuss the list of predetermined topics and address the set of objectives, and make decisions relating to them. Formal meetings are a requirement of some companies to promote transparency and accountability. These meeting allow proper discussions to occur about issues within the company.
City of Canning: 4 Key Success Factors to Drive Engagement and Build MomentumEileenTan67
Kristy Workman from City of Canning shares the key success factors on how her team drove process management buy-in and momentum at the council. Get tips and ideas you can use in your own organisation, including how to run effective Process Champion Forums, training, and process management drop-ins.
The Business Benefit of Root Cause Analysis, Ben Linders, SM/ASM Conference 2003Ben Linders
The presentation will show how Root Cause Analysis (RCA) can be applied in way that it supports reaching the business goals of an organisation. It is based on collected data of RCA sessions (done for several years) and the impact on business results, and analysing this data together with non-quantitative information. This has lead to effective RCA methods, applied at specific points in the processes, with significant business results.
Also the role of RCA in Total Quality Management and Statistical Process Control is explained, including how RCA used results from Orthogonal Defect Classification for maximum result. Finally, RCA as a pragmatic implementation of the CMMI Causal Analysis & Resolution process area, is elaborated.
Why, what, an How of Agile Retrospectives - Lean Kanban Benelux 2015 - Ben Li...Ben Linders
Retrospectives help teams to deploy agile practices in an effective way and to continuously learn and improve themselves.The retrospective facilitator (often the scrum master) should have a toolbox of retrospective exercises, and be able to pick the most effective one.
Project Management Day of Service UK 2019 | Vince HinesWellingtone
Project Management Day of Service (PMDoSUK) took place on 30 April 2019 at the Microsoft Reactor space in London. View the presentation slides from Vince Hines - Managing Director of Wellingtone PPM who host the charity day. http://bit.ly/2QwX00z
Business Process Optimization Philosophy IB Work Better June 2014Stephen Tavares
This presentation outlines Philosophy IB's method relating to business process design and improvement. We take a people-centric approach to business process optimization activities with a focus on process implementation.
How to Pitch a Software Development Initiative and Ignite Culture ChangeRed Gate Software
You’ve got a great idea for transforming software development or IT processes in your organization, but you’re not sure how to get buy-in from key stakeholders, or how to change your company culture.
In this session, Microsoft MVP Ike Ellis will draw on his experience as a consultant and leader in software development to give you real-world tips to define, shape, and share your pitch successfully. Whether you are launching a revolutionary new initiative or expanding an existing effort to improve your software development, Ike’s tips will help you create a plan to effect change in your teams.
by Brad Appleton, March 2004 Chicago Software Process Improvement Network (C-SPIN) -- an earlier version was presented at the Summer 2003 Midwest Software Engineering Conference, held at DePaul University
The Value Management SIG presented Chris Samson and Daniel Rahamim from London Underground who offered an insight to the organisational approach of implementing Lean principles in one of London Underground's major upgrade programmes.
Want to ensure everything you do adds value to your business? Want to make a real difference to business performance and customer satisfaction?
This challenge was taken up by London underground’s Sub Surface Upgrade Programme (SUP) 18 months ago amidst a time of cost savings, programme review and ever increasing expectations and scrutiny from our stakeholders and customers.
Learning to Become Agile, with Retrospectives - QCon London 2015 - Ben LindersBen Linders
The agile manifesto proposes that a “team reflects on how to become more effective”. Agile retrospectives can be used to inspect and adapt the way of working. They help teams to become agile by deploying agile practices in an effective way and continuously learning and improve themselves.
This talk explains the “what” and “why” of retrospectives and the business value and benefits that they can bring. Examples will be given of exercises that you can use to facilitate retrospectives, supported with advice for introducing and improving retrospectives. It is based on the successful book Getting Value out of Agile Retrospectives which is published on InfoQ, Amazon, Leanpub.
Retrospectives are a great way for teams to improve their way of working, to become more agile and lean. Getting actions out of a retrospective that are doable, and getting them done helps teams to improve continuously and deliver more value to their customers.
The purpose of a formal meeting is to discuss the list of predetermined topics and address the set of objectives, and make decisions relating to them. Formal meetings are a requirement of some companies to promote transparency and accountability. These meeting allow proper discussions to occur about issues within the company.
City of Canning: 4 Key Success Factors to Drive Engagement and Build MomentumEileenTan67
Kristy Workman from City of Canning shares the key success factors on how her team drove process management buy-in and momentum at the council. Get tips and ideas you can use in your own organisation, including how to run effective Process Champion Forums, training, and process management drop-ins.
The Business Benefit of Root Cause Analysis, Ben Linders, SM/ASM Conference 2003Ben Linders
The presentation will show how Root Cause Analysis (RCA) can be applied in way that it supports reaching the business goals of an organisation. It is based on collected data of RCA sessions (done for several years) and the impact on business results, and analysing this data together with non-quantitative information. This has lead to effective RCA methods, applied at specific points in the processes, with significant business results.
Also the role of RCA in Total Quality Management and Statistical Process Control is explained, including how RCA used results from Orthogonal Defect Classification for maximum result. Finally, RCA as a pragmatic implementation of the CMMI Causal Analysis & Resolution process area, is elaborated.
Why, what, an How of Agile Retrospectives - Lean Kanban Benelux 2015 - Ben Li...Ben Linders
Retrospectives help teams to deploy agile practices in an effective way and to continuously learn and improve themselves.The retrospective facilitator (often the scrum master) should have a toolbox of retrospective exercises, and be able to pick the most effective one.
Project Management Day of Service UK 2019 | Vince HinesWellingtone
Project Management Day of Service (PMDoSUK) took place on 30 April 2019 at the Microsoft Reactor space in London. View the presentation slides from Vince Hines - Managing Director of Wellingtone PPM who host the charity day. http://bit.ly/2QwX00z
Business Process Optimization Philosophy IB Work Better June 2014Stephen Tavares
This presentation outlines Philosophy IB's method relating to business process design and improvement. We take a people-centric approach to business process optimization activities with a focus on process implementation.
How to Pitch a Software Development Initiative and Ignite Culture ChangeRed Gate Software
You’ve got a great idea for transforming software development or IT processes in your organization, but you’re not sure how to get buy-in from key stakeholders, or how to change your company culture.
In this session, Microsoft MVP Ike Ellis will draw on his experience as a consultant and leader in software development to give you real-world tips to define, shape, and share your pitch successfully. Whether you are launching a revolutionary new initiative or expanding an existing effort to improve your software development, Ike’s tips will help you create a plan to effect change in your teams.
by Brad Appleton, March 2004 Chicago Software Process Improvement Network (C-SPIN) -- an earlier version was presented at the Summer 2003 Midwest Software Engineering Conference, held at DePaul University
The Value Management SIG presented Chris Samson and Daniel Rahamim from London Underground who offered an insight to the organisational approach of implementing Lean principles in one of London Underground's major upgrade programmes.
Want to ensure everything you do adds value to your business? Want to make a real difference to business performance and customer satisfaction?
This challenge was taken up by London underground’s Sub Surface Upgrade Programme (SUP) 18 months ago amidst a time of cost savings, programme review and ever increasing expectations and scrutiny from our stakeholders and customers.
Designing and planning to test a new idea/product/featureJeremy Horn
Slides Alberto Simon recently used in his discussion w/ mentees of The Product Mentor.
Synopsis: The best techniques on avoiding pitfalls such as over scoping, missing key use case coverage, ability to test measurably when building a new product or feature. It will include some tips and guidance on how to select what's truly critical for version1 and building it in a reasonable timeframe.
The Product Mentor is a program designed to pair Product Mentors and Mentees from around the World, across all industries, from start-up to enterprise, guided by the fundamental goals…Better Decisions. Better Products. Better Product People.
Throughout the program, each mentor leads a conversation in an area of their expertise that is live streamed and available to both mentee and the broader product community.
http://TheProductMentor.com
Strategic Management: The Ultimate Goal of Strategic Planning Kathy Brandt
Developing a strategic plan is the first step in leading a strategic organization. The efficacy of the plan is judged not by how many goals you achieve, but in how well you utilize the plan to strategically lead your organization. According to the Balanced Scorecard Institute, strategic organizations implement processes to “systematically coordinate and align resources and actions with mission, vision and strategy.”
Operational Planning: The Key to Building a Culture of Implementation and Focus4Good.org
Ever wonder why organizations lose focus as their strategic plans gather dust on the shelf?
Ever wonder how to keep everyone on the same page during implementation, and preserve the energy and excitement generated during the strategic planning process?
Want to build a culture of focus that can knit together key organizational processes (planning, communications, evaluation and organizational learning) for sustainable high performance?
Tired of that "flying by the seat of our pants feeling?"
Successful organizations make the shift from "what" (visioning) to "how" (implementation) by building the infrastructure of implementation.
Join me in a practical discussion of what you can do create a focused, effective organization.
Apidays Paris 2023 - Improving Your Documentation Using a Framework Built on ...apidays
Apidays Paris 2023 - Software and APIs for Smart, Sustainable and Sovereign Societies
December 6, 7 & 8, 2023
You Are Not Your User: Improving Your Documentation Using a Framework Built on Data Signals
Ioana Kanda, DevX Product Manager, TomTom
Miguel Martin Sioco, UX Researcher, TomTom
------
Check out our conferences at https://www.apidays.global/
Do you want to sponsor or talk at one of our conferences?
https://apidays.typeform.com/to/ILJeAaV8
Learn more on APIscene, the global media made by the community for the community:
https://www.apiscene.io
Explore the API ecosystem with the API Landscape:
https://apilandscape.apiscene.io/
How to prepare for an audit and maintain oversight within your e qmsMontrium
In this webinar, not only will we take you through what you’ll need to do to prepare for an audit, but we will also share what you can do to contribute to continuously improve and maintain oversight of your QMS.
Documentation Workbook Series. Step 5 Storing and Maintaining InformationAdrienne Bellehumeur
This booklet covers Step 6 Storing & Maintaining Information of the five-step documentation process (Step 1 – Capturing Information, Step 2 – Structuring Information, Step 3 – Presenting Information, Step 4 –Communicating Information, Step 5 – Storing and Maintaining Information). This booklet provides some basic tips, techniques, approaches and exercises for understanding and practicing how to store and maintain documentation effectively.
Bellehumeur & Associates. Information Self-Assessment for Managers. Booklet_7Adrienne Bellehumeur
This assessment is designed for Managers to help them in assessing the documentation of their immediate teams. This is considered to be a quick review designed to cover key areas. This assessment is recommended to be performed quarterly by all Managers with responsibilities over documentation for their respective team members. Through performing this assessment regularly, Managers will see many benefits including improved understanding and tracking of their documents, in addition to regular and continuous improvement over their information management practices.
Documentation Workbook Series. Step 3 Presenting Information (Visual Document...Adrienne Bellehumeur
This booklet is part of Step 3 Presenting of the five-step documentation process (Step 1 – Capturing Information, Step 2 – Structuring Information, Step 3 – Presenting Information, Step 4 –Communicating Information, Step 5 – Storing and Maintaining Information). This booklet provides some basic tips, techniques, approaches and exercises for understanding and practicing how to produce high quality visuals in your documentation.
This booklet is part of Step 4 – Communicating Information of the five-step documentation process (Step 1 – Capturing Information, Step 2 – Structuring Information, Step 3 – Presenting Information, Step 4 –Communicating Information, Step 5 – Storing and Maintaining Information). This booklet provides some basic tips, techniques, approaches and exercises for understanding and practicing how to apply documentation practices for creating highly effective meetings.
Documentation Workbook Series. Step 3 Presenting Information (Technical Writing)Adrienne Bellehumeur
This booklet is part of Step 3 Presenting of the five-step documentation process (Step 1 – Capturing Information, Step 2 – Structuring Information, Step 3 – Presenting Information, Step 4 –Communicating Information, Step 5 – Storing and Maintaining Information). This booklet provides some basic tips, techniques, approaches and exercises for understanding and practicing effective technical writing.
This booklet covers Step 2 Structuring Information of the five-step documentation process (Step 1 – Capturing Information, Step 2 – Structuring Information, Step 3 – Presenting Information, Step 4 –Communicating Information, Step 5 – Storing and Maintaining Information). This booklet provides some basic tips, techniques, approaches and exercises for understanding and practicing how to structure information effectively.
This booklet covers Step 1 Capturing Information of the five-step documentation process (Step 1 – Capturing Information, Step 2 – Structuring Information, Step 3 – Presenting Information, Step 4 –Communicating Information, Step 5 – Storing and Maintaining Information). This booklet provides some basic tips, techniques, approaches and exercises for understanding and practicing how to capture information effectively.
2. Key Objectives of this Presentation
• Get excited about effective documentation!
• Appreciate and understand the need for
effective documentation.
• Learn a few techniques to use immediately.
2
4. Why are we talking about documentation?
• STOP assuming your staff
and consultants are on the
same page.
• STOP chasing the latest
technology and buzz word.
• STOP reinventing the wheel.
• STOP losing your IP.
4
START
Supercharging your
Documentation!
5. What is documentation?
Definition: Any written company record.
Let’s focus on artifacts that bring more clarity, momentum and value.
• Business Processes
• Project Documentation
• Meeting Minutes and Agendas
• Systems Documentation
• Training Materials
• Data Flow & Architecture Models
• SOX & Other Regulatory Documentation
5
7. Documentation is a tangible asset
• Capturing Intellectual Capital
• Improving Clarity
• Increasing Momentum
• Changing Behaviours
7
8. Documentation Improves Human
Behaviour
• Want to lose weight? Write down what you eat.
• Want to save money? Write down what you buy.
• Want career success? Write down a plan and
track your progress.
8
9. Building a documentation strategy
Documentation Supports
Your Corporate Objectives
1. Define objectives
2. Define the output
3. Audit existing documentation
4. Look for quick wins
5. Aim for 80/20
9
11. What about technology?
11
The quality of your
documentation has
little to do with your
system.
Stop implementing
impractical
technologies!
12. How to measure documentation?
Reperformance Standard
Your user must be able to
“reperform” the task or
process.
• Audit evidence
• Processes
• User manuals
• Training materials
12
13. Which bucket are you in?
1. No documentation
2. Sporadic documentation
3. Average documentation
4. Optimized documentation
5. Over-documentation
13
18. Unlocking information from heads
Engage Your Interviewee
• Get your interviewees to
draw.
• Send notes in less than 24
hours!
• Require feedback in 48
hours.
• Review edited notes and
begin follow-up.
QUICK TIP: Start the
writing and review
process FAST!
18
20. Structure unstructured information
• Root cause analysis
• Cohesive reporting and
conclusions
• Create bigger documents
• Effective meeting minutes
Structuring information
separates
Note-takers from Experts
How to improve?
• Acknowledge
• Connect the dots
• Vet with others
• Practice writing
• Expand breadth & depth
20
22. Cut it with the Passive Voice
Reduces your documentation’s:
• Clarity
• Efficiency
• Tightness
22
START using the Active
Voice to create more
impact.
Passive Voice = The subject
denotes the recipient of the
action.
23. Which one is more effective?
• The Accounts
Receivable report is
reviewed monthly.
• The Accounts
Receivable clerk reviews
the Accounts Receivable
report monthly.
23
QUICK TIP: Use your Grammar function in Microsoft Word
to check for Passive Sentences.
24. Create visual documentation
Documentation = Visual Fun
• Use Shapes and Smart Art in Word
• Add pictures
• Use simple graphs for numbers
• Add simple process or data models
• Draw by hand
24
25. Which one is more effective?
25
QUICK TIP: Use graphs to illustrate numbers.
26. Which one is more effective?
26
QUICK TIP: Use Smart Art to add punch.
27. Which one is more effective?
27
CSOX SGL – Bad Debt Process
SVPCommodity
PortfolioManagement
SVPCommodity
PortfolioManagementControllerControllerAccountantAccountantCredit
Committee
Credit
Committee
427.4.4) A/R Write-offs need to
be reviewed and recommended
by the Credit Committee and
must be approved by the SVP
Commodity Portfolio
Management
426.4.4) On a monthly basis, if
applicable, the bad debt
expense / allowance for doubtful
accounts journal entry is
prepared by the Intermediate
Accountant
426.4.4) If appropriate the
Controller will forward a bad
debt to the credit committee
for approval of the write off.
430.4.4.4) On a weekly basis, a
credit meeting occurs with the
Credit Committee, comprised of the
Manager Admin, Risk Manager, VP
Supply & Marketing and the
Controller to assess the status of
AR and any overdue accounts.
426.4.4) On a monthly basis, if
applicable, the bad debt
expense / allowance for
doubtful accounts journal entry
is reviewed by the Controller.
427.4.4) A/R Write-offs need to
be reviewed and recommended
by the Credit Committee and
must be approved by the SVP
Commodity Portfolio
Management
QUICK TIP: Use diagrams to illustrate processes.
29. Create effective meeting minutes
• Have a clear purpose.
• Structure information into
logical categories.
• Practice active listening.
• Label action items and
decisions.
• Make them engaging!
29
30. Which one is more effective?
30
QUICK TIP: Add pictures to meeting minutes.
32. Create better documentation and you won’t
lose it
1) Employees are using it
regularly.
2) It is important to job
functions.
3) People keep it as a reference.
4) Departments or teams are
regularly share it.
5) Management regards the
documentation as valuable.
32
33. Make your consultants accountable
• Be up front about your
documentation
standards.
• Implement a feedback
loop.
• Review their
documentation before
they leave.
STOP reinventing the
wheel!
33
34. Summary
1) Documentation creates a tangible asset.
2) Documentation is a dynamic process.
3) Organizations can’t assume that their staff or their
consultants know how to document effectively.
4) Documentation must engage the reader through
effective writing and through a strong visual dimension.
5) Organizations must regularly monitor their staff and
consultants and audit their documentation systems.
34