HeraTech

January 27, 2010

Agile Tenet #11 – Self Organizing Teams

Filed under: Uncategorized — heratech @ 9:24 am
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Number elevenEleventh in a series of posts examining the Twelve Principles of Agile Software and how each of these tenets can (or can’t) be applied or adapted to technical writing.

*****

The best architectures, requirements, and designs emerge from self-organizing teams.

Who is more familiar with the code base – management or the developers who actually wrote the code? I can hear you thinking “Duh, the developers!” Of course.

Who is more familiar with the documentation – management or the writers who spend their day researching, writing, and organizing the content? Again, the answer seems a little bit obvious, doesn’t it?

And yet how many times have we experienced managers trying to do our jobs when they haven’t got the foggiest idea what our work actually entails? I’ve worked at a variety of jobs through the years, and I have learned to appreciate a manager who has come up through the ranks. Managers who started their careers as workers understand the issues that their employees are dealing with. And the wise manager knows when to get out of the way and let their teams go to work.

As you might guess, I’m rather fond of this particular tenet. Nothing irritates me more than a manager who doesn’t trust me to do my job without their constant supervision and input. Who knows my writing process better than I do? I’ve spent years learning and honing my craft, and over the years I’ve learned what works for me and what doesn’t work.

Donald Murray wrote about the writer’s toolbox. His writing books were full of different skills and techniques that his students and readers could add to their own writing toolboxes. You might pull out one technique for a particular project, then put it away and not use it for a very long time. Some people just sit down and start writing. Others need to do research, conduct interviews, take notes, brainstorm, write outlines, conduct interviews, or any number of other techniques. Our brains all work differently, we all process information differently, and we all work differently. Thinking that one writer’s process is the exactly the same as any other is a mistake that non-writers (and even writers) can make all too often.

If one person knows best how they work, wouldn’t it also make sense that the members of a team would know best how their team functions? If you’ve hired motivated individuals (you have hired motivated individuals, haven’t you?) you should be able to step back and let the team run itself.

And it has been interesting watching this tenet in action in our Scrum teams. Rather than have a manager impose structure and order from the outside, in Agile the ScrumMaster coaches the team, but lets them provide their own structure and order. The product owner writes the user stories and assigns priorities, but the teams decide which stories they will tackle in any given Sprint. The team decides amongst themselves which developers will tackle which stories.

I know that some people are uncomfortable making their own decisions. I’ve seen it manifest in everything from students who got stressed out when asked to provide their own opinion on a test (this wasn’t in my notes!) to coworkers who couldn’t make their own decisions without polling everyone in the office about what they should do. But these aren’t the sorts of people who would thrive in an Agile environment, they are most comfortable in an office hierarchy, where management tells them what to do and how to do it.

I wonder if I’m so comfortable with this self-directed approach because I went to Montessori school as a child? Reading over the Wikipedia entry, I noticed this passage:

Applying this method involves the teacher in viewing the child as having an inner natural guidance for its own perfect self-directed development. The role of the teacher is therefore to watch over the environment to remove any obstacles that would interfere with this natural development.

Sounds a bit like a ScrumMaster, whose job it is to coach and remove impediments, doesn’t it? Montessori is about providing an environment for learning. And I think that Agile is about providing an environment where productive work can occur.

January 24, 2010

To Assume makes an Ass out of U and Me

Filed under: Uncategorized — heratech @ 11:55 am
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Confused computer userWhen I was a High School English teacher I taught The King Must Die, the story of mythical Greek hero Theseus, to my freshmen. My students told me that they had studied mythology in Middle School, so I assumed that they had some frame of reference for reading a novel set in ancient Greece and Crete. I was surprised when, during a class discussion, one of the students asked why the hero was walking everywhere. “Why doesn’t he just drive?” I hadn’t thought that I’d have to explain to my class that cars didn’t exist 3000 years ago.

I’ve been thinking about assumptions this week. I just returned from my holiday visit with my parents. (Since I waited too long to book my Christmas trip it turned into a belated Twelfth Night trip instead.) While I have known for years that my mother is computer illiterate, I had assumed that she at least had some basic keyboarding experience. My father worked for IBM and then Lexmark, so we’ve always had typewriters and computers in the house. But it turns out that my mother hasn’t touched a typewriter in 30 or 40 years. So when I was talking her through the process of logging onto her e-mail account, I had to explain how to use the SHIFT key to get the @ sign in her e-mail address. Sitting with her and watching her struggle to learn how to double-click a mouse and click and drag the scroll bars was a bit of a revelation. At one point she turned to me and asked, “How did you ever learn all this?” And that question has haunted me all week.

At my first technical writing job we assumed that if you were a system administrator that you were probably an experienced computer user, possibly with a computer science degree. We also assumed that our Support folks just liked to complain about how clueless our users were. That is, until the doc team conducted a survey at our annual user conference to learn more about the audience for our documentation. We were surprised at the large number of people who said that their job title was “system administrator” who also described their computer experience as “novice” or “intermediate.” No wonder they were having troubles!

I used to rely on my developers opinions on whether information should be included in the documentation. But too often I would come across some concept that was unfamiliar to me, spend the time researching and writing an overview, only to be told that “Our customers would know that.” Really, would they? As I gained more confidence in my own ability to understand users, I stopped relying on my SME’s opinions about what users would know. Developers tend to be too familiar with computers and coding to have any idea of what it is like to be a typical computer user. They forget that the majority of computer users do not have computer science degrees, and consider computers to be more mysterious than logical.

When I got back to the office after visiting my parents, I started looking at our product and my documentation with new eyes. What assumptions are we making about our customers? And are there any simple steps we can take to help make the user experience better for our customers?

For example, when our UI designer at a previous company first introduced the unlabeled “Select All” check box, I complained that users wouldn’t know what it was for. “But it’s just like Yahoo Mail.” he said. But I didn’t use Yahoo Mail, I used AOL, so I’d never seen this feature before.
Select All Check Box

AOL has since adopted this check box, but their version doesn’t have a label either. How much effort would it take to add a tool tip (hover text) to label this check box “Select All”? Why do we assume that users will know how to use features if we don’t explain what they are for? Or even worse, if we don’t even label them?

When I write, I tend to put myself in the user’s shoes and ask “What would *I* expect to find in the documentation? What questions would I have about this product?” I’m a bright person, so if I find something confusing, I assume that our users might find it confusing too. Yes, I’m making assumptions about our users, but I’d like to think that my users appreciate the fact that I’d rather assume they might need information than to assume that they already know it. Isn’t conveying information what good technical writing is all about?

If I include information that a user doesn’t need, they can easily skip over it. For example, when I use Google Maps, I don’t really need to know how to get out of my driveway and onto the highway. I skim through the first several steps in the directions until I get to the first major highway and follow the directions from there. And on the return trip, once I’ve arrived on a familiar road I abandon the directions.

What assumptions are you making about your users? And what simple changes can you make that will benefit your users?

January 15, 2010

Agile Tenet #10 – Simplicity is Essential

Filed under: Uncategorized — heratech @ 3:23 pm
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Jersey number ten Tenth in a series of posts examining the Twelve Principles of Agile Software and how each of these tenets can (or can’t) be applied or adapted to technical writing.

*****

Simplicity–the art of maximizing the amount of work not done–is essential.

When I was a child I read Cheaper by the Dozen by Frank and Ernestine Gilbreth. Their parents were the pioneering industrial engineers and motion study experts Frank Bunker Gilbreth and Lillian Moller Gilbreth. I still remember one of the opening descriptions of their father:

…at home or on the job, Dad was always the efficiency expert. He buttoned his vest from the bottom up, instead of from the top down, because the bottom-to-top process took him only three seconds, while the top-to-bottom too seven. He even used two shaving brushes to lather his face, because he found that by doing so he could cut seventeen seconds off his shaving time. For a while he tried shaving with two razors, but he finally gave that up.

“I can save forty-four seconds,” he grumbled, “but I wasted two minutes this morning putting this bandage on my throat.”

It wasn’t the slashed throat that really bothered him. It was the two minutes.


I re-read the book several times as a child. Probably because my father was an engineer, and I could see Mr. Gilbreth as a slightly more charming version of my father. And I have to say that those repeated readings had an effect on me, instilling me with a bit of a secret desire to be an efficiency expert. When I think about “maximizing the amount of work not done” I always think of Mr. Gilbreth.

This tenet focuses on one of the cornerstones of efficiency – the KISS principle: Keep it Simple, Stupid. This is such a key concept, and yet, so often people forget it. Don’t make extra work for yourself. Find the simplest solution possible to problems. Work smarter, not harder.

Some of the ways that I like to keep things simple include:

  • Using styles and templates. Over the years, I’ve always been surprised at the number of people (including the occasional technical writer) that don’t use styles to format their documents, especially Word documents. The first thing I do when I start working with an authoring tool or a document is inspect the template. Knowing what styles are available saves time when it comes to thinking about how I want to arrange the information that I’m writing. When I’m the one creating the templates (which I’ve done in both FrameMaker and Flare) I first create a basic set of styles, then add to them as needed. When I’m dealing with an overly complex FrameMaker template, I’ll delete the styles that I don’t need. I can always import them back into the document if the need arises.
  • Writing short, simple modular content that is chunked into concept, task, and reference topics. Chunking content into smaller pieces makes it easier to add, remove, and rearrange content as needed. It also reduces the amount of content that users need to scan to find information within a topic.
  • I try to avoid overly complex branching procedures because I find them confusing. I assume that my users would find them confusing too. I try to write short, simple procedures. If a procedure becomes long and involved, try to break it into smaller procedures.
  • Don’t reinvent the wheel. Especially when it comes to something like Style Guides. Pick one of the major style guides (Apple, Chicago, Microsoft, Sun, Xerox) and only document where you differ from it. As a lone writer I don’t have time to write my own in-house style guide. I use the Microsoft Manual of Style (partly because Microsoft is so ubiquitous that it feels familiar to most people, and partly because I can always find a copy on the shelf at my local Barnes and Nobles).
  • Probably the most important way to maximize the amount of work not done is not to include information that the customer doesn’t really need in your documentation. Always keep the customer and their tasks in mind. Sometimes that means that you have to trust your own judgment over that of your developers as to what the user needs to know. Yes, the developer thinks that customers need to know the algorithms and all the other little details about how the software does its thing. But chances are, your customers really don’t need or want that level of detail about how things work. They assume that when they click the button, it will do what it’s supposed to do. You don’t need to be a mechanic to drive a car, and most users don’t need to know the inner workings of software to be able to use it.


Simplicity is essential. Work smarter, not harder.

January 11, 2010

Agile Tenet #9 – Attention to Excellence

Filed under: Uncategorized — heratech @ 8:54 am
Tags: , , ,

Area nine. Ninth in a series of posts examining the Twelve Principles of Agile Software and how each of these tenets can (or can’t) be applied or adapted to technical writing.

*****

Continuous attention to technical excellence and good design enhances agility.

I met Abby Fichtner at the Nashua Scrum Club. Her card included the address of her blog, the Hacker Chick, and since like the elephant’s child I have an insatiable curiosity, when I got home I surfed on over to check out what she writes about. She’s got some great posts over there. I particularly like this one about Craftsmanship where she states that one of the most important lessons of Agile is “the only way to go fast is to go well.”

“How many times have you been significantly slowed down by bad code? Martin asks and we can be sure all programmer hands went up. “Then why did you write it?” he asks. There is laughter because of the truth in his question. We have all been slowed by bad code and yet, we continue to allow bad code to be written on our projects. And why? Because we didn’t have time to write it well?”

“We must not write bad code. Period. This is a fundamental issue of professional behavior.”
– Bob Martin

As I’ve been learning about Agile, there seems to be quite a bit of emphasis on not just delivering software, but delivering better software. When we started our move to Agile at my company, there was a lot of emphasis on testing, with added unit tests, test harnesses, test plans, etc. I’m not sure if we meet all the requirements for test driven development, but we’re probably pretty close. Which means that our next release is going to be of significantly higher quality than our last one. This is good news for our customers, and will hopefully translate into better word of mouth and better sales. I appreciate that the Agile emphasis on speed does not mean that we’re producing sloppy work, but also focusing on quality product.

Abby’s post on Craftsmanship led me to this one where she writes:

“And I just keep thinking back to Clean Code’s preface: if we’re to call ourselves professionals, we have a responsibility to act as such. And maybe that means we really do need a 5th element for our Agile Manifesto: We value Craftsmanship over Crap.

So, how do you adopt this tenet to Agile technical writing? As Agile TWs we need to figure out how to not only write faster, but how to write better. And I’ve been lucky enough to have been exposed to automated tools that can help you be a better writer.

At a previous job we were implementing a pilot program with acrolix acrocheck (which seems to have been replaced by acrolinx IQ) a style and grammar tool that was designed to reduce translation costs. The tool had a number of different features: it checked spelling and grammar, checked a variety of common style rules (as defined in the more popular style guides), and could be programmed to check for in-house terminology and style. You could also use it with Microsoft Word, Adobe FrameMaker, and RoboHelp. Part of our pilot program was figuring which rules we wanted to keep and which we were going to disable. For example, our product had a Users application, so we had to decide if we were going to keep the rule “don’t use the word user in your documentation.”

I’d always thought I was a pretty good writer, but the first time I ran the tool against one of my projects, I was absolutely horrified by how many errors were flagged in my document. It’s a good thing that my attitude towards editing is that is necessary for improvement, or I’d probably have been curled up under my desk. My three most common errors were sentence length, future tense, and passive voice, but there were plenty of other problems. Most of them easily fixed.

I used acrocheck for at least three months as part of our pilot. And one of the things that I noticed was that it was starting to improve my writing, in much the same way that using spell check consistently finally teaches my fingers the correct spellings of words that I initially misspell. I was starting to catch myself using passive voice during my writing process, before I ran the tool against my draft. I also started noticing when my sentences were creeping towards run-on (although, as you may have noticed, it’s still a problem I struggle with!).

The acrolix product is enterprise level, and priced accordingly. Not something that I’m likely to be able to access in my new role as Lone Writer. But if you’re a FrameMaker user, I’ll point you towards the download for SDL Author Assist a FREE grammar and style checking tool. I’ve played with it, and it is worth the upgrade if you’re not yet on FrameMaker 9.

If we’re going to call ourselves professionals, we have a responsibility to act as such. We value craftsmanship over crap.

I love this. This resonates so profoundly with me. This just may be my new motto.

*****

Here is another post on the fifth element for the Agile Manifesto – Craftsmanship over Execution. Read through the comments, they’re great.

January 6, 2010

Agile Tenet #8 – Sustainable Pace

Filed under: Uncategorized — heratech @ 11:09 pm
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Magic 8 Ball Eighth in a series of posts examining the Twelve Principles of Agile Software and how each of these tenets can (or can’t) be applied or adapted to technical writing.

*****

Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. [emphasis mine]

Ah, a constant pace. Technical writers aren’t used to that. At least not in a Waterfall development environment. Waterfall technical writers are used to a significant amount of slack time at the beginning of the production cycle, then a stretch of regular work while coding continues, followed by a frantic scramble, often involving overtime, at the end of the production cycle.

One of the big disadvantages I can see to adopting Agile Sprints is that TWs lose the slack time at the beginning of the development cycle. I don’t know a single writer that has enough time to accomplish everything that they’re expected to do. Writers often use that beginning-of-the-cycle down time to catch up on projects that are important but not urgent, like researching writing tools, evaluating documentation processes, designing templates or style sheets, developing style guides, or just plain catching up on everything they didn’t finish in the rush to release. And heaven forbid you need to convert a large legacy documentation set to either a new tool or a new process. How on earth do Agile writers find time for big projects like adopting DITA? The short Sprint timeline makes taking time away from writing for things like conferences, training, and a well-earned vacation a little harder to plan.

Or maybe I’m still making the mental adjustment from being a member of a documentation team to being a sole writer. Even though it’s been a few years, it still feels weird to realize that I am the entire team now. And that if something needs to be done, there isn’t anyone but me make sure that happens.

One of the clear benefits I can see to adopting Agile Sprints is they eliminate that last-minute documentation rush at the end of the release cycle. Or if the scramble isn’t completely eliminated, at least the stress is spread around a bit more evenly so it doesn’t feel so bad. I can really embrace the idea of working at a steady pace.

But I keep bumping up against my fears about who gets to define what a “steady pace” is and whether or not my own personal, idiosyncratic writing style can be made to fit into the Agile mode. What about when I have writer’s block? (Yes, even technical writers get writer’s block.) There are days when the words just don’t flow. This is one of the reasons why I usually have a couple of side projects going at any time. If I can’t get my writing mojo to work, I can switch over and do some training, work on my glossary of product terminology, do some indexing, or spend time trawling the network/wiki for other useful documents that no one thought to forward to the writer. But those side projects, while productive, are not usually the sort of things that would fit neatly into a user story. Thus my anxiety about keeping up a steady pace of work.

Thinking and writing about this tenet reveals my anxiety that Agile is about forcing me to become more productive, ever increasingly more productive. I’m not a slacker by any means. At least not when I compared my production to the other writers when I worked in a doc group. And when I compare my page count from one year’s work to my estimates for what I should have been able to produce (based on the Dependency Calculator), I’m cruising right along. So why do I always feel like business is never happy with a productive employee and always wants more work (and for less pay)? And that no matter how hard I work, it will never be good enough?

Or maybe I’m just feeling uncomfortable about admitting to non-technical writers that the majority of my time is not spent writing, but on other activities? There is this misconception that all writers do is write. Judging from the number of writers blogs I read (both literary and technical writers) most writers spend less than half their time actually writing. Most non-writers don’t understand that all that non-writing contributes to the writing. And that “doing research” is not code for “farting around on the internet.” At least, not usually.

Or maybe I’m dealing with my own attempts at sustaining a constant pace of posting to this blog. And I’m finding that despite my huge list of ideas for possible posts, some weeks it is easier to generate three posts and other weeks it is a bit of a struggle. Of course, the only person requiring me to post three times a week is me. And perhaps the whole point of this post was to get me to realize that the person who has the highest expectations for my work is not my employer, but me. And that I need to give myself permission to find my own sustainable pace.

January 4, 2010

Agile Tenet #7 – Usable Doc as a Measure of Progress

Filed under: Uncategorized — heratech @ 8:35 pm
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Seven Key Seventh in a series of posts examining the Twelve Principles of Agile Software and how each of these tenets can (or can’t) be applied or adapted to technical writing.

*****

Working software is the primary measure of progress.

Technical writers write documentation rather than software, so this is one of the tenets that needs to be slightly modified to apply to TWs. The question is, how do you define “working documentation” and whether or not the Agile technical writer is making progress?

We don’t want to use page count as a measure of progress. Lengthy docs often lack focus. Mark Twain said, “I didn’t have time to write a short letter, so I wrote a long one instead.” And Cicero, T.S. Eliot, Ernest Hemingway, Samuel Johnson, Blaise Pascal, George Bernard Shaw, and Voltaire have similar quotations about lengthy writing being an indication that they did not have time to do their best. Page counts are not a metric of good writing, in fact, if you localize, a low page count (and lower cost) is the goal.

Tightening up your writing can be as simple as changing “Click on the Save button” to “Click Save” which says essentially the same thing but takes less time to read (and if you’re localizing, saves you three words). But I’ve also seen people take brevity to extremes in an effort to reduce localizations costs. At one point during a cost cutting effort one of our executives found a company that promised to cut our word count by 40%. We sent them samples, but what came back was so spare as to be almost useless. If you’re only focused on word count or page count, you’ve lost sight of your users and meeting their needs.

Since tenet #9 is attention to Excellence, I believe that the measure of progress for a technical writer should be useful documentation. A couple of years ago I encountered the book Developing Quality Technical Information: A Handbook for Writers and Editors. I was so impressed with their definition of quality technical writing that I typed it up and posted it on the wall of my cube. Slightly paraphrased, their criteria are as follows:

Easy to use
Task Orientation Focused on helping users perform tasks related to their jobs.
Accuracy Free of mistakes and errors.
Completeness Includes all the necessary information, and only necessary information.
Easy to understand
Clarity Presents the information so that users understand it the first time.
Concreteness Includes appropriate examples, scenarios, specific language and graphics.
Style Appropriate writing conventions, words, and phrases.
Easy to find
Organization Arranging the parts in a way that makes sense to the user.
Retrievability Presentation that allows users to find information quickly and easily.
Visual Effectiveness Appropriate use of layout, illustrations, color, typography, etc.

I believe that one of the most important things you can do to make software documentation useful is to focus on the user’s task. Several years ago I took a community college course to learn how to use Photoshop. Our instructor chose the Photoshop Visual Quickstart Guide from PeachPit Press as our text. Both the course and the text were feature oriented rather than task oriented. As we worked our way through the many features of Photoshop I remember constantly wondering “But what would I use this for?” At the end of the semester we hadn’t covered what I suspect are the two most common corrections to photographs: removing red-eye and “correcting” skin blemishes. I could probably figure out which features to use, but it would have been helpful if the course and text had focused on common tasks.

Journalists seek to answer the Five Ws: Who? What? When? Where? Why? And How? I believe that useful documentation should seek to answer the same questions.

Useful documentation is the primary measure of progress for a technical writer.

January 3, 2010

My Not New Year’s Resolutions

Filed under: Uncategorized — heratech @ 2:14 pm
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New Year's Resolutions At the end of every year I like to reflect on where I’ve been, and make plans for the coming year as I break in my new calendars. Over the past couple of years I’ve moved away from New Year’s Resolutions (which are made only to be broken) and toward setting goals for the coming year. As I was considering my professional goals for 2010, I kept coming back to Stephen Covey’s Seven Habits of Highly Effective People, which I first encountered back in 1998 when a friend gifted me with a Franklin Covey organizer. Being a biblioholic, I had to purchase the book too.

Covey’s Third Habit is “Put First Things First” and addresses time management. His simple little Time Management Matrix, solves the mystery of why you never seem to be able to accomplish those New Year’s Resolutions. All that self-improvement you resolve to take on falls into Quadrant Two on his matrix, where activities that are important but not urgent reside. If you don’t schedule time, they never seem to get done. At the moment I’m only working part-time, and even though there has been mention of adding a fourth day to my schedule this winter, that still leaves me at least one free day a week. I do not have the excuse of being “too busy” to keep me from accomplishing at least some of the goals on my 2010 list.

I’m an avid reader, so it’s no surprise that the first item on my list is finishing some work related reading. Some of these books are recent purchases, others have been waiting patiently for me to get to them for some time.

1. Conversation and Community: The Social Web for Documentation by Anne Gentle
2. Managing Writers:a Real World Guide to Managing Technical Documentation by Richard Hamilton
3. User Stories Applied For Agile Software Development by Mike Cohn
4. Do It Yourself Agile by Damon Poole
5. Lean Software Development: An Agile Toolkit by Mary and Tom Poppendieck
6. Managing Enterprise Content: A Unified Content Strategy by Anne Rockley
(And since it’s on my mind, I’ve pulled out my copy of the Seven Habits of Highly Effective People for a re-read.)

At my last job I was using Madcap Flare. I spent two days with CSS The Missing Manual and was able to create a usable template. But I want a little bit more experience before I feel comfortable adding CSS to the skills I list on my resume. So another goal is to spend some time learning more about cascading style sheets this year. It’s also a skill that I’ll be able to use as Web mistress for my reenactment group’s Web site. (I love when I can kill two birds with one stone.)

Another goal for 2010 is to continue to build my professional network. I’ve gotten every single one of my technical writing jobs through networking. When I was an intern the woman sitting in the next cubicle was good friends with a doc manager who was building a department and suggested I send her my resume. My next job came when a former co-worker called to inform me that he’s lined up an interview for me. I found my current job when one of my coworkers notified her social network that the company was hiring. We have mutual friends, who passed along the opportunity. I’ve also been able to pass along the favor and helped two fellow TWs and a trainer find positions. [Before you dash off and send me an invitation on LinkedIn, you should know that I am a very conservative turtle, and only link to people who I 1) know personally, and 2) would feel comfortable recommending for a position.]

In 2010 I plan to attend more STC meetings than I did in 2009. I live in an area that gives me access to both the Boston and New England chapter meetings. I will also continue to attend the monthly meetings of the Nashua Scrum Club as often as possible. And I’ve recently joined The Agile Bazaar, and signed up to attend their next event.

I’d also like to attend at least one professional conference this year. I’m disappointed that our local conference promoter has fallen victim to the economic downturn, as I don’t often have both the time and the budget to travel. I’ll be keeping an eye out for technical writing or Agile conferences in the Boston area. If you know of any, please leave a comment.

I also plan to continue to blog in 2010. Even though I started HeraTech less than two months ago, I’ve found that being forced to think about my work, sort through my experiences, look at what I’ve been reading, and consider some of the big issues for Agile technical writers has been a beneficial experience. It will also be the nudge I need to accomplish my other goals, as I need to “feed the blog.”

What are your professional development goals for 2010?

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