11

Estimating Your Technical Estimating Your Technical Communications ProjectCommunications Project

Controlling Project ResultsControlling Project Results

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Estimation as Positioning Estimation as Positioning

Estimation and QualityEstimation and Quality

Tech Comm Projects to EstimateTech Comm Projects to Estimate

MetricsMetrics

Impacts to Project DeliveryImpacts to Project Delivery

Best PracticesBest Practices

What We’ll CoverWhat We’ll Cover

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Estimation as PositioningEstimation as Positioning

Why estimate?Why estimate?

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Estimation as PositioningEstimation as Positioning

To get a grip - on the project, on To get a grip - on the project, on the deadlinethe deadline

To set goals and expectations - To set goals and expectations - be on time and under budgetbe on time and under budget

To create a history of quality To create a history of quality and reliabilityand reliability

To add a little job insurance and To add a little job insurance and take your place “at the strategic take your place “at the strategic table”table”

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Estimation and QualityEstimation and Quality

““Estimation is part art, part math, Estimation is part art, part math, part experience and part luck. part experience and part luck. Estimation metrics are essential for Estimation metrics are essential for developing high quality deliverables. developing high quality deliverables. It is our plan enabling us to reach our It is our plan enabling us to reach our destination.”destination.”

Definition of “high quality” by client Definition of “high quality” by client as told to a M & A consultant: “…on as told to a M & A consultant: “…on time, under budget, achieves time, under budget, achieves results…”results…”

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Tech Comm Projects to Tech Comm Projects to EstimateEstimate

Technical Publications in all Technical Publications in all formsforms

Online Help or Web HelpOnline Help or Web Help

E-Learning E-Learning

Live or Self-InstructionLive or Self-Instruction

Web SitesWeb Sites

Changes or ImprovementsChanges or Improvements

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Metrics – Industry StandardMetrics – Industry StandardProjectProject MetricMetric

User GuideUser Guide 5 hrs/page5 hrs/page

Reference ManualReference Manual 4 hrs/page4 hrs/page

Hardware Maintenance or Hardware Maintenance or Troubleshooting ManualTroubleshooting Manual 8 hrs/page8 hrs/page

Context-sensitive HelpContext-sensitive Help 4 hrs/topic4 hrs/topic

Video Taped InstructionVideo Taped Instruction 30 30 hrs/minutehrs/minute

CBTCBT 60 hrs/hour60 hrs/hourFrom Joann Hackos’Managing Your Technical Documentation Project, page 170

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Metrics - Technical Metrics - Technical DocumentationDocumentation

Standard technical documentation Standard technical documentation Six pages per day if template Six pages per day if template

already developed and most of the already developed and most of the research completed (1.34 hours research completed (1.34 hours per page)per page)

2.5 hours per page if you need to 2.5 hours per page if you need to include template design and include template design and researchresearch

Assumes MSWord or other simple Assumes MSWord or other simple tool tool

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Metrics - Online or Web-based Metrics - Online or Web-based HelpHelp

Depends on the number and Depends on the number and complexity of the screenscomplexity of the screens Ideal screens - context sensitive Ideal screens - context sensitive

should take should take ¾¾ to 1 to 1½½ hours per hours per screenscreen

Dense screens with heavy Dense screens with heavy graphics required can take 2 to 3 graphics required can take 2 to 3 hours per screenhours per screen

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Metrics – CBT or WBTMetrics – CBT or WBT

E-Learning - 217 hours of E-Learning - 217 hours of development time per one hour of development time per one hour of “seat time” a national average“seat time” a national average

- Brian Chapman of Brandon Hall - Brian Chapman of Brandon Hall

CBT or E-Learning - 120 hours of CBT or E-Learning - 120 hours of development time per one hour of development time per one hour of “seat time” for a moderate “end” “seat time” for a moderate “end” product product - Michaels & - Michaels & Associates Associates

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A Third EstimateA Third Estimate

250-400 hours of development 250-400 hours of development time for 1 hour of instructional time for 1 hour of instructional time.time.

““Course Development Course Development Costs”Costs”

Dave Smulders, Volume 1, Number Dave Smulders, Volume 1, Number 1, Spring 2004 Ideal: Design for 1, Spring 2004 Ideal: Design for Learning, Newsletter for the STC Learning, Newsletter for the STC instructional design siginstructional design sig

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Metrics - IBTMetrics - IBT

Live instruction - from 18 to 40 Live instruction - from 18 to 40 hours of development time per hours of development time per one hour of “seat time” one hour of “seat time”

Varies for basic materials Varies for basic materials through very technical content through very technical content (Java Training)(Java Training)

Michaels & AssociatesMichaels & Associates

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Why are the “rules of thumb” Why are the “rules of thumb” so vastly different?so vastly different?

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Controllable VariablesControllable Variables

Tool ComplexityTool Complexity Developer knowledge of toolsDeveloper knowledge of tools Developer paceDeveloper pace Research and orientation, Research and orientation,

development methodologydevelopment methodology Template design, development Template design, development

and approvaland approval Communication tools and Communication tools and

processesprocesses

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Controllable Variables for E-Controllable Variables for E-LearningLearning

InteractivityInteractivity High-end vs. low-endHigh-end vs. low-end Competency testingCompetency testing AICC & SCORM compliance AICC & SCORM compliance

issues; how they are addressed issues; how they are addressed in the toolsin the tools

Use of “talent,” tours, moviesUse of “talent,” tours, movies

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Uncontrollable VariablesUncontrollable Variables

Subject Matter Expert Subject Matter Expert availability and/or cooperationavailability and/or cooperation

Management review and/or Management review and/or approval processapproval process

System availability and/or System availability and/or downtimedowntime

Business processes in a state of Business processes in a state of flux and/or undeterminedflux and/or undetermined

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Influencing the Uncontrollable Influencing the Uncontrollable VariablesVariables

System AvailabilitySystem Availability Add 10% to your estimate if:Add 10% to your estimate if:

Developing system/software is not Developing system/software is not at least 80% completeat least 80% complete

Developing system/software is not Developing system/software is not stablestable

Access to system/software is not Access to system/software is not reliablereliable

System downtime is more than System downtime is more than ½½ hr dailyhr daily

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Best PracticesBest Practices

Revise, Report, Renegotiate when:Revise, Report, Renegotiate when: Subject matter experts are Subject matter experts are

unavailable or uncooperativeunavailable or uncooperative System downtime is more than ½ System downtime is more than ½

hour per dayhour per day Reviewers do not review deliverables Reviewers do not review deliverables

within set timelineswithin set timelines Changes and revisions are outside Changes and revisions are outside

scopescope

2020

Best PracticesBest Practices

Get control of the deadline.Get control of the deadline. Manage your controllable Manage your controllable

variables. variables. Uncontrollable variables: build Uncontrollable variables: build

them in, set expectations or them in, set expectations or charge for it (internal charges can charge for it (internal charges can be an effective method of control).be an effective method of control).

Do notDo not assume more developers assume more developers are a net add. are a net add.

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QuestionsQuestions

2222

Thank You!Thank You!