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Top 10 trends shaping tomorrow TCI (369.186 KB)
The New Roles in Technical Communication (58.28 KB)

After reviewing the Cases (The New Roles in Technical Communication and Top 10 trends shaping tomorrow TCI) respond to the question: what technical communications means to you, the roles it plays in business and industry today, and also what are some of the key trends?

Two pages excluding five references and NO PLAGIARISM . There is Writing Rubric to follow. Meanwhile the contents of the file attachment will be the yardstick or parameter of what to write.

his article focuses on new job roles
and responsibilities emerging in the
field of technical communication.

Starting with exploring the “why” factor
behind the emergence of the new roles, the
article discusses the cultural changes that
are slowly taking place in the realm of
technical communication. It highlights the
new areas which are yet to be discovered by
technical writing community and seeks for
their active contribution in areas such as
business communication and knowledge
management. The article also provides
some insight into the future of technical
communication and depicts how old values
are inseparable from the “discipline” of
technical communication.

Are we really changing?
Technical Communication is often referred
to as an “umbrella” profession and this is
reaffirmed by contemporary diverse job
profiles offered under the banner of
“Technical Communication”. Quoting
George F. Hayhoe’s thought on future of
technical communication – “you can be
amazed at the range of titles they hold:
usability expert, content management
specialist, user experience designer,
information development manager,
instructional designer, user assistance
professional, and web master, to name only
a few.” Considering the dappled hats
technical writers wear each day I sometimes
try to visualize who we are and what would
be the exact picture of our future? Will the
“umbrella” be renamed to something like
New Technical Communication or as Prof.
William Hart-Davidson call’s it TechComm
2.0?

“Why” factor behind the New Role
or the Change
“Increasing public involvement in science
and technology suggests a new role for
technical communication in which
conventional skills of adapting technical
content to audience needs may be replaced
by skills that facilitate audiences’ own
information search activities” (D. F.
Treadwell). With the advent of content
management system, single-sourcing, and

XML much of technical writing skills need to
be “relearn” and “unlearn”.

Change is inevitable when we want to shrug
off the old “Technical Writer” tag and move
on for more trendy ones like user experience
designer or information designer as the old
tag is no longer “stylish”.

But are these the only factors?
Many organizations are now realizing the
importance of information management.
This fuelled the inception of various content
management tools, knowledge management
software, XML-based authoring
environment, etc. The terminologies used for
defining an end-user manual as software
documentation is no longer valid. It is
popularly known as “information product”
amongst information developers in the
industry. Also information product is no
longer all about “manuals”. It spans from
marketing brochure, proposal, report, white
paper, web document or may be a web site
and the list can go on. I would like to refer
this new dimension of information product as
“information solution”.

“The impacts of technological and scientific
innovations combined with consumer
demands for clear, usable product
information have changed the core
competencies that technical communicators
now need. In short, the job title, technical
communicator does not reject what
contemporary practitioners do. Despite the
debate over the various meanings and
ownership of information design, the title,
information designer, appears to be the best
fit to describe the new profile of technical
communicators” (Alison Reynolds).

Considering the emphasis on user-centered
approach on software products, there are
continuous demands for more usable
information products. Documentation is no
longer a stand-alone PDF document.

Even organizations are striving everyday to
cope with the challenges from customers
demanding more dynamic and interactive
information products. I still remember the

T
The New Roles in Technical Communication

S H A M P A B H A T T A C H A R Y Y A

question asked by one of the Subject Matter
Experts (SME) in a document review
meeting:
Does the customer really read these
manuals? My answer was vague…

But within a few weeks we received a survey
report from the customers and amazingly
80% of them responded to the survey and
shared some of the noteworthy thoughts that
eventually helped us in improving our
documents’ “delivery mode” and also the
way we work.

Most of them requested for a quick user
guide document on the product page of the
company web site. While others requested
for more interactive help systems. The most
interesting request was embedding blog
feature into online help. If I have to bring out
new user assistance system, I would
certainly share my entire set of help files
with the user and allow them to build their
own help.

1) Add, 2) update, and 3) modify job
description
Change is inevitable when the culture
around us is changing and is changing really
fast. Our task is to quickly respond and
adapt to it. But this requires a lot of
adjustments — the way we think and work.
Yes, I am referring to our day to day work!
We can no longer “assume” that in the entire
software development life cycle (SDLC) our
task is to write and edit product documents
and deliver it. We have to step up and
assume more “diverse” role. By this I mean
engage into each and every aspect of
SDLC. Here are the few steps we can all try
right away:

• In the first phase of SDLC contribute as

an usability expert
• Prototype-building phase contribute as a

business analyst
• Design phase contribute as an user

experience designer
• Development phase contribute as

technical writer/information developer

• Post development phase contribute as
knowledge managers, training
specialists

“Technical communicators are at the center
of an organization’s knowledge and can be
knowledge managers” (Applen). I agree with
Applen and feel quite perked up when I read
this on Technical Communication,
Knowledge Management, and XML.

Contributing as a knowledge
Manager
Technical Communicators have extreme
potential to contribute as a knowledge
manager. Acting as an information mediator
between an organization and its product for
years they have passively contributed to the
role of knowledge managers for quite a
while now. Now they have to label the
mediator role and venture out other
knowledge management avenues inside the
organization. Areas like product training,
customer training, creating and maintaining
company web sites, employee portals, being
a single point of contact for all marketing
documents, etc are plausible avenues.
However the avenues may vary from one
organization to another. A convergence
approach would be highly effective in
building Technical Communication as the
focal point of all organization’s information
source.

Contributing as a Business
Communicator
There is nothing like impacting business and
decision making process of an organization.

Therefore,

…taking up business
communication role would

not only change our
“strategic” position in the

organization but when
performed we can directly
impact the business of an

organization.

According my experience, technical
communicators contribute to business
communication too. But most of these roles
or tasks are obscured in another job
function. For example when writing a white
paper or marketing brochure, a technical
writer often works directly with the marketing
team, media relations department, etc even
though he is never a part of that team.

Here are some roles intrinsic to business
communication that technical
communicators can dive into:

• Branding of a product
• Marketing
• Advertising
• Customer relations
• Public relations
• Media relations

• Project Communication

• Listening To Your Customers

• Cultural Intelligence

• Cross-cultural Communication

“Impact decision making by being part of the
business communication.” (Effective
Business Communication)

A list of Real Jobs
Let’s look at some of the “actual” roles that
have emerged due to the explosion of XML,

content management system, and Darwin
Information Typing Architecture (DITA).

In order to grab a list of “new” skills required
for the new role, I browsed through quite a
few job sites and career portals of renowned
companies.

Here are the new skills and responsibilities
that can aid in developing the next
generation technical communication or
“TechComm2.0”.

TABLE 1 JOB DESCRIPTION (COPIED EXACTLY FROM THE WEB SITE)
Job Title Skills Job Description
SDK Technical
Writer

XML Document
Engineer

Data Standards
Manager

Business Analyst
(from my personal
experience)

Process Manager
Programming
Writer

• C++ or other object-oriented programming
• Proficient in Doxygen and HTML
• Scripting (DOS, BASH, and/or Python)
• Experience with FrameScript
• Experience with content management and

project tracking software
• Experience in software development setting
• Experience working with Qt and/or MFC
• Experience with Computational Fluid

Dynamics
• Experience with visualization software
• SQR, SQL, PeopleTools 8.48

• Portfolio that includes sample
code in Java, JavaScript,
PHP, Python, Perl, or other
languages

• Knowledge of AJAX, REST,
SOAP, XSLT, or other web-
based technologies

• Write additional text as
needed, such as blog
entries, FAQs, journalistic
articles

• Experience with coding or
scripting in any language

• ability to read and write VB.Net
and/or C# code required

• Write Conversions, debug,
build, or enhance PeopleSoft
on-line objects

Following roles also get prominence in the DITA environment.

TABLE 2 ROLES IN DITA ENVIRONMENT
Roles

Responsibilities

Type architect Analyzes topic types needed to accommodate
content being produced, and defines new topic types
if needed.

Topic writer Writes and edits topics, according to the topic-type
standards established for the project by the XML
architect.

Information architect Analyzes the overall structure of the content, groups
it into topic collections, and defines maps that
describe the relationship of topics to each other.

Build developer Processes the DITA source topics into various
formats, as needed for product deliverables.

Information designer Establishes the “look and feel” of the output
presentation

Among all the new roles discussed above
information architect is much talked about in
the recent times since it is rapidly making its
presence felt under the broad “umbrella” of
technical communication.

“Acknowledging the importance of adapting
successfully to a new, information-based

economy, we also expand the
responsibilities of technical communication
professionals to include those of information
architects to better describe and delineate
the opportunities and tasks associated with
our new roles” ( Richard K. Mott and Julie
Ford).

What is the “Future”?
“Apprehension related to concerns about the
direction and impact of science and
technology and its increasing sophistication
calls for a higher level of expertise from
technical communicators in order to meet
today’s exciting opportunities and
challenges. As an intermediary, the
technical communicator has responsibilities
to both sides of the exchange”. (Gail
Gilliland)

Increasingly, technology is affirming its
position in technical communication. The
direction we are moving in is still unknown.
Considering the above job roles taken from
the job portals, it is inevitable that

…technical communication
is a perfect discourse of
writing and technology.

Focus is more on all-round awareness on
technology rather than writing for the
technology. So would technical
communication or the “umbrella profession”
be renamed? Are we going to share our
traits with science or technology in future?
With which discipline would we associate
ourselves in the academia? Are we going to
be a branch of information technology?

Well, I am still looking for the perfect
answer. But here are my assumptions on
what we need to do to keep up with the
trend and dynamism in our field:

• Know technology
• Look beyond our writing and editing

skills. The idea is to build newer skills
(related to information technology) on
top of the existing ones

• Comprehend a bigger picture by
assuming a new role and contributing to
each and every aspect of the
organization’s “information solution”
drive. If the drive is not started yet, be
the pioneer of the information solution
movement

• Stay tuned with the changing trends in
information technology domain by

learning skills specific to information
technology

• Ask bunch of “why” questions to
ourselves, to the community we live in,
to the organization we work for. “Why
aren’t technical communicators
themselves seen to be the pivotal
players in the design of systems that
support single-source authoring?”
(William Hart-Davidson)

“Single sourcing, XML, and other forms of
multimedia have changed technical
communicators’ work processes and on-the-
job duties. Beyond the requirements for
traditional skills in writing, editing, and
designing, technical communicators must
now play enhanced roles within professional
environments including organizing, creating,
and managing information” (Richard K. Mott
and Julie Dyke Ford).

What about my “old hats”?
The changing roles and responsibilities
sometimes entail building new skills and
unlearning the existing ones.

However our “traditional
skills” of writing, editing
would always be the core

skills and our success story
would always be written on

those skills. It is on these
core competencies that the

model of “information
solution” stands.

Conclusion
I agree with Prof. William Hart-Davidson on
“writing is the core technology that all IT
systems attempt to leverage to make these
systems more valuable”. In pursuit of new
skills and “trendy” job roles, we cannot
disregard our “core competency” – writing.
This is the base on which the very
foundation of technical communication rests.
So while we are appreciating the true value

of “core competencies” I would also like to
highlight the value of fundamental
knowledge which we acquired during our
days in the academia. I am referring to the
theory (rhetoric, legacy of technical
communication, understanding roots) here.
In order to strike a perfect balance and
“refine the practices of technical
communication”, theory should be given an
equal importance with the emerging trends
in the technical communication.

Therefore according to me, the factor which
remains static in the field of technical
communication is – our core competencies.
The roles which are steadily gaining priority
today would soon fade away or replaced by
newer roles. Or who knows in future
technical communication may leave the
ambit of information technology and allied
with some “newer” domain that is yet to be
discovered.

References
1. Applen J. D. August 2002. “Technical

Communication, Knowledge Management,
and XML” Technical COMMUNICATION
Volume 49, Number 3

2. Reynolds Alison. 2003 “Technical

communication or information design: A
merging of professions” Information Design
Journal, Volume 11, Number 3, pp. 185-
190(6)

3. Mott Richard K. and Ford Julie Dyke. August

2007. “Managing Single-source Objects for
Contemporary Media” Technical
Communication, Volume 54, Number 3, pp.
333-342(10)

4. Treadwell D. F. 1988 “Commentary: A New

Role for Technical Communication”, vol. 18,
no3, pp. 263-268

5. Hart-Davidson William. 2001. “Reviewing

and Rebuilding Technical Communication
Theory: Considering the Value of Theory for
Informing Change in Practice and
Curriculum” STC

6. Hassett, Michael J. “Walter Ong,

Technology, and the Transformation of
Consciousness.” Composition Studies 24.1-2
(1996): 19:26.

7. Job Profiles listed in Table 1 and 2 from

http://www.linkedin.com/jobs

8. https://members.microsoft.com/careers/care

erpath/technical/usered.mspx

9. Gilliland Gail. 2006. “The Role of the

Professional Technical Communicator”,
http://orange.eserver.org/issues/3-
1/gilliland.html

10. Hayhoe George F. “The Future of

Technical Writing and Editing” Technical
Communication, Volume 52, Number 3,
August 2005, pp. 265-266(2) STC

11. www.1000ventures.com/business_gui
de/crosscuttings/biz_communication_main.ht
ml

12. Hart-Davidson William. April 2008. Class
Lecture. WRA: 420 Advance technical
Communication. Michigan State University

13. Richard K. Mott and Ford Julie Dyke. 2007.
“The Convergence of Technical
Communication and Information
Architecture: Managing Single-source
Objects for Contemporary Media” Technical
Communication, Volume 54, Number 1, pp.
27-45

14. Miller, Carolyn R. 1998 “Learning from

History: World War II and the Culture of High
Technology.” Journal of Business and
Technical Communication 12.3 288-315.

15. Campbell Jill. 2006. Hubbard Susan, et al.
“Professionalism in Technical
Communication”,
http://orange.eserver.org/issues/3-1

16. Effective Business Communication
http://www.1000ventures.com/business_guid
e/crosscuttings/biz_communication_main.ht
ml

17. http://www.criticism.com/

18. www.dice.com

19. http://www.google.com/support/jobs

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Top 1 0 Tre n d s
D r i v i n g t h e Te c h n i c a l
C om mu n i c at i on In d u s t r y

Janu ar y 2 0 1 2

Top 10 Trends Driving the
Technical Communication Industry
January 2012

2 of 9

Tr e n d # 1 : Ad o p t i o n o f S t r u c t u r e d D o c u m e n t s
One of the foremost trends in the Technical Communication industry is the movement to structured documents. These documents use
some method of embedded coding or markup to provide structural meaning according to an agreed upon organizational structure or
schema. Structured document practices act as the foundation for many benefi ts including content reuse, single sourcing, and more.

“Document schema’s can range from highly structured standards, such as DITA, down

to less pragmatic pseudo-structures depending on the individual requirements

or intentions of the organization. In short, economies of scale typically drive the

movement to structured documents, where the implementation of strict structured

documents is generally seen in larger organizations” (Matt Sullivan, Roundpeg Inc.).

Seen primarily as a cost cutting measure for larger, global organizations, the movement
towards structured documentation can require signifi cant work; larger organizations
being better suited to absorb these initial costs. “Where teams include over fi fty
writers, there is compelling justifi cation to adopt structured document practices.

A team of only one is less likely to need to produce structured documents” (Sarah O’Keefe, Scriptorium); although ideally, content still
needs to be semantic. “For teams in between (i.e., 10 or more), the expected benefi ts vary” (O’Keefe); there is no universal tipping point.

Organizations with a global audience use structured documentation to facilitate additional cost benefi ts around multilingual translation.
While this may introduce new restrictions, such as “shorter sentences for easier translation, some educational campuses are teaching
this style of writing for a global audience. While this is important, its adoption has unfortunately been relatively slow. As such,

software tools are available to guide writers on the fl y” (Maxwell Hoff man, Globalization Partners International). Some organizations
have been able to automate up to 75% of the formatting that typically requires some adjustment
after document translation. For example, templates have been used to serve 28 languages reducing
the burden of maintaining separate formatting templates for each language group.

While headlines around the movement towards structured documents are typically seen among
larger organizations, its support amongst smaller organizations is continuing to grow, due in
part to a lower barrier to entry. Similar to the way evolving tools replaced the technical details
around SGML with WYSIWYG (What You See Is What You Get) interfaces, so too are tools hiding
the complexities of XML and more structured approaches.

Tools like Adobe® FrameMaker® help to ease the pain of moving into structured documents, allowing
smaller organizations to more easily adopt these practices. Similarly, organizations typically have
a signifi cant investment in older unstructured documentation that must be converted through a
phased approach. As such, this requires tools to support both structured and regular use modes.

Implemented alone as a cost cutting measure, or as the foundation for other goals, structured
documentation practices support a number of other areas such as content reuse, multi-channel
publication, single sourcing, agile documentation, and more. One of the most attractive benefi ts of
structured documents is the ability to reuse content in many contexts and present them in various ways
on mobile devices, TV screens, and a variety of other devices capable of processing the documents.

Top 1 0 Tre n d s D r iv i ng t h e Te c h n i c a l
C om mu n i c at i on In du s t r y

Technical Communication, while not in its infancy, is witnessing a number of fundamental shifts thanks to globalization, the advancements
of the internet and mobile device connectivity. This growth is enabling otherwise specialized individuals to branch out into new and
exciting areas, expanding on the more traditional roles of technical writing. Even educational institutions are migrating towards the
common term of “communication studies” to encapsulate and cohere the vast depth and breadth of the fi eld.

The following describes a number of key trends that continue to emerge or build in the technical communication industry. While some
may simply reinforce existing positions, others add credence to what many may have intrinsically discerned through personal experience.

Structured document practices
act as the foundation for many

benefi ts including content
reuse, single sourcing, multi-

channel publication and more

3 of 9

Tr e n d # 2 : S h i f t To w a r d s S i n g l e S o u r c e Pu b l i s h i n g
For some time, writers have produced content knowing that the next sentence would fi t within the context of the complete document.
Single sourcing allows the same content to be used in diff erent documents meaning writers no longer have the luxury of knowing where
their information block is going to appear.

Single sourcing has increased in popularity given the requirement to produce multiple relevant deliverables (e.g., technical manuals,
help systems, knowledgebases, eLearning content, etc.). It allows the same content to be reused in a number of deliverables, dynamically
generated as required (not to be confused with transformation between technical formats such as PDF or HTML). This also means any visual
style is typically separate from the content structure. While this may be problematic for those who are meticulous about tweaking every
page of a document (i.e., removing orphans at the top of a page), it is advantageous for
vendors who OEM products and provide white label documentation, or in situations
where content is pulled in real-time from databases, XML fi les, content management
systems, and the like.

While the use of structured document practices supports single sourcing (particularly
where high volume and high page counts are concerned), it is not necessarily a
requirement. For example, “instead of creating two versions of a single document to
address varied models of a product, some tools support the use of build tags in an unstructured document to conditionally include

(or exclude) information. Where document creation teams are small, this eliminates the overhead and costs associated with a formal

structured document implementation, while still achieving benefi ts such as faster editing of corrections” (Kevin Siegel, Iconlogic).

An alternative example might be in the area of Agile Development. Technical documentation publishing for software developed using
an Agile approach can be delivered through a fully structured approach or through a hybrid model that consists of traditional desktop
publishing tools and infrastructure. While both models are set up for single-sourcing and reuse, maybe to a diff erent degree, they can both
still support the Agile methodology for technical documentation purposes.

Tr e n d # 3 : Ad d e d C o m p l e x i t y i n M u l t i – Fo r m a t / M u l t i – C h a n n e l D e l i v e r y
With the infi ltration of multimedia devices and digital gadgets in our modern lives, publishers are pressured into or proactively looking to
capitalize on ubiquitous delivery of content through multiple formats. While paper manuals and electronic help fi les locally stored on the PC
have their place, these are quickly eroding in favour of online documentation that can be quickly updated with new information in conjunction
with new software releases and customer feedback.

While PDF is increasingly becoming the vehicle for exchanging information in an interactive and universal format, multichannel delivery
is more than simply providing an electronic version of a print manual. Multichannel delivery focuses on providing users with content that
can be consumed through the channel of their choice (e.g., print, PDF, EPUB, HTML, CHM, etc.).

“Some cultures and industries have been slower to adopt multichannel delivery other than an electronic version of a print document.

However, innovations such as the Apple iPad have had a signifi cant impact, generating additional momentum in these cultures to

“In this competitive landscape, some vendors feel delivering an Apple iPad

loaded with documentation presents a more positive image compared to the

stacks of manuals they originally provided” (Franzetti). In other industries it off ers
a more practical application. For example, Alaska Airlines has embraced the Apple iPad
loaded with manuals as an alternative to the 25 plus pounds of charts and manuals
pilots must lug aboard each fl ight. The Federal Aviation Administration is even revising
its rules to establish guidelines for the use and certifi cation of these devices in cockpits
during takeoff and landing.

The use of structured document practices helps support the publishing of multichannel documents through the facilitation of reuse
and single sourcing; although again, it is not a requirement. For example, tools such as Adobe FrameMaker and Adobe RoboHelp® work
together to support the management of content and output formatting and modality whether or not it is formally structured. This allows
smaller teams to address the many needs of its customers through print, PDF, HTML and more.

Using the same content in a
number of dynamically
generated deliverables

Multichannel delivery is
more than simply providing

an electronic version of a
print manual

deliver interactive electronic documentation” (Alberto Franzetti, Antea).

4 of 9

Trend #4: Providing for M obile Deliver y

Today, users want content to be available to them anywhere and at any time. The
explosion of mobile and smartphone devices provide capabilities well beyond the PC’s
of yesteryear. Capabilities continue to expand, supporting internet access, location
based GPS data, and more. Traditional terrestrial digital television broadcasting has
even developed standards to deliver mobile digital TV over the air as opposed to relying
on internet based streaming. While delivery to mobile devices may be considered a
subcategory to multichannel delivery, it does require additional considerations beyond
content formatting and modality.

“Without question, mobile devices and smartphones are increasing in popularity.

As these devices proliferate, technical communicators continue to get a better

understanding of the new opportunities and pain points that exist” (John Daigle,

Evergreen Online Learning). While some vendors continue to simply deliver electronic
versions of print manuals, reduced screen sizes and limited connectivity impose new
considerations for the

consumption of content

Responsive Web Design focuses on the delivery of HTML through a single implementation
that adapts to the size (and orientation) of the viewing device. This technique delivers
fl exible layouts and images to cater to the individual specifi cations of the varied mobile
devices compared to the more rigid layouts of electronic versions of print documents.

Situations around cellular signal strength may also dictate how content is delivered to
mobile devices. For example, online maintenance manuals may be problematic where
cellular signal strength may be rapidly attenuated due to destructive interference
of the construction materials used in some buildings. In these cases, locally stored
documentation may be a better option; however, this may add concern about the
synchronization of updated materials.

Today, documentation catered directly to mobile devices and mobile applications is
limited, and there is a growing opportunity to deliver content that has been optimized
to meet their lightweight requirements. In addition to delivering content through
multiple channels, specifi c consideration must be given to mobile devices; providing an
opportunity to publish to full PDF, create dynamic web experiences, and off er shorter
condensed versions of content.

Reduced screen sizes and limited
connectivity impose new considerations for the

consumption of content

5 of 9

Tr e n d # 5 : I n c r e a s e d D e m a n d fo r To p i c B a s e d , C o n t e x t S p e c i f i c H e l p
Educated users have become specialists in the kind of content they want to consume. Rather than looking through the entire library of
technical content every time a user needs to refer to a particular area of interest, search engines like Google and Microsoft Bing have
signifi cantly increased the searchability and fi ndability of content online. Unfortunately, search results may not always reference the offi cial
source, potentially leaving brands open to erosion.

Rather than forcing users to search through entire documents, the use of contextual help provides faster results, delivering targeted
and relevant information to users at the specifi c time it’s needed. The realized benefi ts are not limited to end consumers. For example,
“while the delivery of contextually relevant content can reduce call volumes to

a support desk, readily available and contextually relevant content for common

support scenarios can help reduce training costs for call center staff . This can also

reduce requirements to place customers on hold while consulting second level

technicians, in turn helping increase customer satisfaction and confi dence levels

in the corporate brand” (John Daigle, Evergreen Online Learning).

Given the multitude of ways users access documentation, context sensitive help or
personalization also needs to take into account the delivery channel. For example, to
this point, mobile and web based applications do not provide the same degree of context sensitive help compared to traditionally delivered
software; be it local help fi les or through online delivery. While the use of structured content can support the delivery of context sensitive help,
it does not necessarily address the multiple learning styles of its potential users.

Tr e n d # 6 : D r i v e To w a r d s M u l t i m e d i a C o m m u n i c a t i o n
Whether based on individual learning styles (e.g., visual, auditory, and kinesthetic), or the perceived preferences of various generations
(e.g. teens watching less online video than adults aged 25-34), customers are pushing for a shift from traditional text based communication
towards multimedia (i.e. audio, still images, animation, video, and interactive content forms). This of course depends on the content of the
material (e.g., tactile manipulation vs. software specifi cations) to which the presentation may be best suited. The shift however is signifi cant
in that colleges have started adding Technical Communication degrees or sub-interests in the same department as fi lm and television.

While the movement towards structured content is often used by larger organizations as a cost cutting measure, the movement towards
online video is one of quality and not cost control. Specifi cally, “there is an increased cost associated with producing
video, multimedia, and simulations with estimates averaging 300 hours of eff ort to produce 1 hour of eLearning

content; depending on complexity” (Kevin Siegel, Iconlogic). However, while it may cost more to produce than
traditional text, it can provide a higher return on investment through increased customer satisfaction and
reduced support related calls, thus cutting down on resources and frustrations with a “system” or product.

Two examples where multimedia has been advantageous is in manufacturing and maintenance. “
Manufacturing continues to reduce text and increase its use of graphics (3D Models and CAD tools)

for technical communication to help eliminate misinterpretation of text, reducing costs around

production and sourcing of third party manufactured parts” (Alberto Franzetti, Antea).
Similarly, “more interactive 3D graphics and animation help to speed repair and
maintenance processes in the fi eld” (Rick Quatro, Carmen Publishing Inc.).

Contextual help provides
faster results, delivering

targeted and relevant
information to users

6 of 9

While the industry is seeing movement towards video and animation to supplement learning materials, it introduces new issues and
complexities around the fi ndability and searchability of content. Users may now be required to sit through a lengthy video hoping it
contains the appropriate information as opposed to visually scanning or searching through printed documentation. Similarly, support for
translation becomes more problematic for global organizations that must address multilingual audiences.

To address the needs of searchability and fi ndability of video content, tools such
as Adobe Captivate® provide facilities to index content within a multilevel Table of
Contents allowing users to easily navigate to relevant sections of content. XML fi le
imports support the import of translated text for the localization of captions, while
text-to-speech reduces the manual creation of multiple language soundtracks. As
speech recognition technology improves, automated transcribing of videos will only
increase their searchability. Further, support for publishing to a variety of formats
addresses the need for multichannel delivery.

Tr e n d # 7 : S o c i a l I n t e r a c t i o n , a S p r i n g b o a r d fo r D i r e c t Cu s t o m e r a n d U s e r I n p u t
Social networks are playing an increasingly important role in the user assimilation of information. With increased facilitation for information
sharing and collaboration (Web 2.0 if you will), everyone has a voice. “No longer are technical writers the sole gatekeeper of product
information but are becoming more accountable for the material that they produce” (Sarah O’Keefe, Scriptorium). In fact roles
are changing. Dedicated “tweeters” are employed to disseminate product information and assess feedback, while Content Aggregators
incorporate community input and address customer feedback.

The incorporation and utilization of social media in the role of user communication is situational dependent and may be particularly useful
amongst consumer products. However, “something as seemingly benign as help documentation for accounting software can benefi t
from commenting and feedback facilities. While an organization may not want to share comments and input externally for fear of

exposing intellectual properties, incorporating these facilities for internal participation can help optimize the learning of software

features and specifi c processes, and how they are applied within the organization” (Peter Grainge, Advanced Business Solutions).

No longer are customers passively consuming content assembled by technical communicators. The advent of rating systems, commenting,
and discussion forums, whether provided through offi cial channels or not, allows them to actively participate, optimize their use of, or solve
issues around their purchases. In short, the offi cial company website is no longer the default source for content, but rather search engines

like Google, Microsoft Bing, and Yahoo. “Whether or not vendors provide options for
feedback, customers expressing opinions on external sites could become a more

authoritative voice than the offi cial documentation” (O’Keefe).

Vendors who provide social facilities through offi cial channels are increasing the likelihood
that search results point to the offi cial source. Vendors who take an active role in the
aggregation of information, incorporating community input and addressing comments,
are witnessing more vibrant communities which in turn help build equity and customer

loyalty towards a brand. However, it is important to note that community generated content is not a replacement for initial documentation; an
initial draft at a minimum must be available to stimulate conversation.

Multimedia Communications
can provide a higher return on

investment

Vendors increasingly need
to provide an adequate

avenue for customer feedback

7 of 9

Some organizations have attempted to eliminate the creation of documentation almost entirely, relying on the community to generate
and amalgamate content of their own volition. While this has proven successful in the open source community, it is a cooperative activity
that is initiated and voluntarily undertaken by members of the public. There is typically a vested interest. Without the prerequisite numbers
or the proper motivation, “crowdsourcing” from the commercial perspective has rarely been successful. Additionally, a lack of quality
documentation may be perceived as a ploy to increase training related revenues, while a discussion forum is not a substitute for customer
support but does allow the opportunity for peer users to respond.

Vendors increasingly need to provide an adequate avenue for customers to make recommendations while supporting the inclusion of detailed
discussions as input to documentation modifi cations. While social collaboration is not a substitute for quality documentation, it does provide
a spring board for customer and user input to solidify and optimize existing documentation. Even without facilities for rating and commenting
on content, users are still providing valuable statistics about the topics of high interest and the paths that are required to fi nd it.

Tr e n d # 8 : T h e G r o w i n g R o l e o f R e p o r t i n g a n d A n a l y t i c s
The Technical Writer community is home to one of the “most famous self denigrating slogans; ‘no one reads the manual’” (Alan Houser,
Group Wellesley). And yes, Gadget Helpline, a UK tech support service found that 64% of men and 24% of women don’t read manuals
before calling technical support. However, services like Google Analytics provide
“evidence that people do read with far greater numbers than expected” (Houser).

More than simple page view statistics, products such as Adobe RoboHelp Server
record search terms (including common misspellings), traffi c patterns, frequently
viewed content, and more. Information such as this can be used to generate reports
to provide organizations with insight into what customers may have been looking for
and more importantly what they couldn’t fi nd. Through detailed reports, “not only do
technical communicators have improved metrics to show how they provide measurable value, but organizations can also focus

resources on the more popular items to provide higher value to customers more quickly” (John Daigle, Evergreen Online Learning).

Tr e n d # 9 : T h e S p e c i a l i s t , t h e “J a c k o f a l l Tr a d e s”, a n d t h e G r o w i n g C h a s m
Unquestionably, there will always be a requirement for subject matter experts. However, the explosion of multichannel delivery, social
interaction, multimedia, mobile delivery, and more, appears to be widening the gap between specialized roles (technical writer, video
producer, etc.) and the “Jack of all trades” technical communicator. Where economies of scale can increase the likelihood towards structured
document practices, the inverse seems to be applicable in terms of a technical communicator’s toolbox.

Many large organizations, or those without management buy-in (less acceptance of other skills besides the core requirement), still focus
on specialized individuals for text, layout, video, animation and more. Specifi cally, multinational “technical writers are there to write
documents.” Conversely, technical communicators in smaller organizations, and freelancers, are required to address many of these areas. In
short, smaller organizations are less likely to aff ord a team of specialized resources.

Given the economic environment, it behooves individuals pigeon holed into a traditional technical communication role to continue
self education, expanding their toolsets and techniques. Traditional technical communication tasks continue to be commoditized and

are increasingly outsourced, forcing technical writers back to school into training
classes to “leverage their core competencies and expand into other areas such
as business analysis, product development, user interface design, social media,

instructional design, and more” (Jack Molisani, The LavaCon Conference on

Digital Media and Content Strategies).

What is important to note, is that the term “communications” covers a wide range of
disciplines. For example, a bachelor of communications degree still allows individuals to
specialize in such areas as screen production, fi lm, television, digital media, journalism,
public relations, marketing or the cultural industries. And within each of these areas there

is also room for specialization. The focus here is on the traditional role of the technical writer expanding into what some refer to as technical
communicator, given the various mediums for communicating information to users.

Focus resources on items
that provide higher

customer value

Th e right tools facilitate
content production that

is more than simply ‘good
enough’ without the need

for a specialized role

8 of 9

While not all technical communicators can be polymaths, today’s software “tools are providing the facilities to produce content that
is more than simply ‘good enough’ without a requirement for a specialized role” (Alan Houser, Group Wellesley). For example, the
Adobe® Technical Communication Suite provides users with an authoring toolkit with multichannel, multi-device publishing capabilities.
This includes the creation and inclusion of images (Adobe Photoshop®), 3D objects, eLearning content creation (Adobe Captivate), and
support for structured standards such as DITA (Adobe FrameMaker). Output to Adobe AIR® help (Adobe RoboHelp) includes facilities to
allow users to add comments to topics which can be moderated as desired. In short, vendors are coming to market with a broader suite of
tools to cater to the dynamic needs of the organization and the varying skill sets of its technical communicators.

Tr e n d # 1 0 : I m p r o v e d Ti m e t o M a r k e t t h r o u g h Au t o m a t e d Pr o c e s s e s a n d
E f fe c t i v e C o l l a b o r a t i o n Fa c i l i t i e s
Customers are increasingly expecting documentation to be updated quickly, particularly when it is available online. “There is big demand
for automation and collaboration

in a structured way

” (Rick Quatro, Carmen Publishing Inc.). Through single sourcing, automated
workfl ows and effi cient collaboration, the time required to deliver updates are signifi cantly reduced.

Through single sourcing, the editing of content can be reduced to a single instance helping to signifi cantly reduce time consuming (and
expensive) editing processes across multiple iterations of similar documents. Automated processes can then be used to assemble various
deliverables from single or multiple sources (database tables, content management systems, mainframe, fl at fi les, etc.), while transformations
are carried out mechanically through preferred tools. For example, Adobe FrameMaker Server integrates with Windows Task Scheduler and
provides scripting facilities for automation. Customers can automate publishing and post publish commands to rename, move, and archive
output fi les so subsequent builds do not overwrite earlier output fi les.

In addition to the automation of build processes, the implementation of workfl ow
processes can help improve effi ciency with respect to peer review and external subject
matter consultation. More than automating the delivery and notifi cation of materials
that need to be reviewed, effi cient collaboration processes need to simplify the
incorporation of review comments from a multitude of sources.

Tools such as Adobe FrameMaker support output to PDF for Review—including Reader
Extensions—to allow reviewers to use the free Acrobat Reader (i.e., Adobe Acrobat® Pro

is not required) to comment within material for review. Comments from multiple parties (reviewers can even see each other’s comments) are
imported back into FrameMaker allowing authors to accept and reject comments and edits similar in concept to Microsoft Word’s reviewer tools.
With continued advances in the tool sets available to technical communicators, concerns for Time to Market and TCO will continue to improve.

C o m m e n t i n g o n “ T h e C l o u d ”…
Despite increasing hype around the “Cloud” (more traditionally the Internet), there
does not currently appear to be a signifi cant interest in Web based tools for the
document creation process. While simple tools are available, technical
communicators are sticking with the more advanced desktop tools.
Anecdotally, users may not be asking for cloud based services simply
because they are so readily available; people simply go and use them
(e.g., Google Docs, DocZone, DITAweb). However, there has been some
interest expressed around using cloud services to facilitate the collaborative
process with individuals outside the organization.

Security around intellectual property and trade secrets continues to be one
of the most forward concerns of larger organizations. With the fi nancial resources
to facilitate in-house datacenters and the advancements in server virtualization to
dynamically meet ongoing computing requirements (i.e., private compute clouds), there
is little motivation to move document creation and storage outside the organization. Conversely however, the smallest organizations may
be required to outsource technical communication processes or consult external subject matter experts. Similarly, freelancers are looking
for more effi cient ways of collaborating with these small business clients.

Th ere is big demand for
automation and collaboration

in a structured way

9 of 9

Smaller bootstrap organizations appreciate the fi nancial benefi ts that hosted solutions can provide. These web based software solutions
represent low barriers to entry, minimal upfront costs, and zero maintenance requirements. Through web based input, technical communicators
can also minimize the eff orts required by subject matter experts while still being able to compile documents in a coherent form.

Tools such as Adobe FrameMaker and Adobe Captivate can support a collaborative review process through the free acrobat.com service.
While this cloud based solution may be popular for distributed users, Adobe FrameMaker also provides the option to share review
documents internally through network shares, web folders, or Microsoft SharePoint, where document access can be tracked. Documents
need never leave the internal network.

I n C l o s i n g
The advancement of tools continue to hide the complexities around XML and structured document creation, subsequently lowering the
barriers to entry and increasing the number of citizen journalists without a degree. Technical writing is becoming increasingly commoditized
and more easily outsourced as part of cost cutting strategies by global organizations. The implementation of structured document practices,
to varying degrees, also provides the foundation for a number of other trends such as single sourcing, multichannel delivery, and other
content reuse.

The explosion of social media and collaboration, and “the expanding role of the technical communicator provides an opportunity for
technical writers to become a more integral part of product development in order to positively aff ect the corporate bottom line”

(Jack Molisani, The LavaCon Conference). With near real-time feedback, the creation of documentation needs to be done more proactively,
listening to users and incorporating their thoughts as opposed to simply being reactive. In some respects, technical communicators are
becoming user advocates, quickly providing content perceived to be the most valuable to customers based on reportable metrics, in an
automated fashion.

While organizational structures vary based on size, industry and specialization, there is no delimiting factor for which trends vendors are
adopting. Available tools, such as those within the Adobe Technical Communication Suite, continue to advance in addressing the evolving
needs of this highly dynamic and evolving sector and provide added fl exibility for those that work with in it.

About Branham Group Inc.

Branham Group is a leading industry analyst and strategic consulting company servicing the global information and communication
technology (ICT) marketplace. Branham Group assists ICT companies and related institutions in achieving market success through its
custom consulting services (Planning, Marketing and Partnering), and through its multi-client research subscription programs (Digital
Health, Outsourcing, and Green IT). Branham also produces an annual listing of the top ICT companies in Canada (www.branham300.com),
tracks the Canadian Outsourcing industry (www.branhamoutsourcing.com) and monitors over 450 Healthcare ICT vendors.

For more information regarding Branham Group, please visit www.branhamgroup.com.

Branham Group Inc.
45 O’Connor Street, Suite 1150
Ottawa, ON
Canada K1P 1A4
Tel: 613.745.2282
Fax: 613.745.4990
www.branhamgroup.com

The views, analysis and opinion expressed in this document are those of Branham Group Inc. and are based upon information obtained
from public sources that are believed to be reliable. No independent verifi cation has been made as to accuracy and completeness of such
publicly available information. To the best of Branham Group’s knowledge and belief, the information contained in this document is correct
as on the date of this document. The opinion expressed in this document is Branham Group’s current opinion and is subject to change
without notice.

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all implied warranties, including without limitation the implied warranties of merchantability, non infringement and fi tness for a particular
purpose, with respect to the same. Branham shall have no liability for errors, omissions or inadequacies in the information contained herein
or for interpretations thereof. Branham Group shall not be responsible for any damages, including without limitation, direct, indirect,
consequential or incidental damages, arising out of the use of, or otherwise related to, this documentation or any other documentation.
Nothing in this documentation is intended to be a recommendation of a specifi c product or company or intended to constitute an off er to
buy or sell, or the solicitation of an off er to buy or sell, any product.

Copyright © 2012 Branham Group Inc. Branham and the Branham Group logo are trademarks or registered trademarks of
Branham Group Inc. in Canada and other countries. Other product and company names mentioned herein may be trademarks of their
respective owners.

IS-365Writing Rubric
Last updated: January 15, 2018

Student:
Score (out of 50):
General Comments:
Other comments are embedded in the document.
Criterion <- Higher - Quality - Lower ->
Persuasiveness The reader is

compelled by solid
critical reasoning,
appropriate usage of
sources, and
consideration of
alternative
viewpoints.

The document is
logical and coherent
enough that the
reader can accept its
points and
conclusions

Gaps in logic and
uncritical review of
sources cause the
reader to have some
doubts about the
points made by the
document, or
whether they’re
relevant to the
question asked.

The reader is unsure
of what the document
is trying to
communicate, or is
wholly unconvinced
by its arguments

Not
applicable

Evidence and support Exceptional use of

authoritative and
relevant sources,
properly cited,
providing strong
support of the
document’s points

Sufficient relevant
and authoritative
sources give
confidence that the
document is based
on adequate
research

Sources are
insufficient in
number, not
authoritative, not
relevant, or
improperly cited

No sources are used,
undermining the
document’s
foundations

Not
applicable

Writing Word choices, flow

of logic, and
sentence and
paragraph structure
engage the reader,
making for a
pleasurable
experience

Writing is clear and
adequately fulfills
the document’s
purpose

Some issues with
word choice and
sentence and
paragraph structure
interfere with the
conveyance of the
document’s ideas

Frequent questionable
choices in writing
make it difficult to
read and understand

Not
applicable

Language Essentially free of

language errors
Minor errors in
grammar,
punctuation, or
spelling

Noticeable language
errors that detract
from the readability
of the document

Significant language
errors that call the
credibility of the
document into
question

Not
applicable

Formatting (heading
styles, fonts, margins,
white space, tables
and graphics)

Professional and
consistent formatting
that enhances
readability.
Appropriate use of
tables and graphics.

Generally acceptable
formatting choices.
Some missed
opportunities for
displaying data via
tables or graphics.

Inconsistent or
questionable
formatting choices
that detract from the
document’s
readability

Critical formatting
issues that make the
document
unprofessional-
looking

Not
applicable

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