Epicor ERP Software
University Blog
Serving on Multiple Scrum Teams Simultaneously

A few posts back, Dawn wrote about writing technical documentation in a Scrum environment. She provided an excellent overview of what Scrum is and how to navigate it as a writer, so I won’t retread her ground here. Instead, I would like to address an aspect of Scrum development that seems unique to writers: serving on multiple teams at once.

Ideally, the way Scrum works is that everyone on a team is a 100% dedicated resource. While developers and QA analysts might have some other small tasks to do while working in Scrum, their primary focus is the team. However, a technical writer might be split between two or more teams, sometimes as many as four or five. When that happens, keep the following in mind.

1. Let it be Known
Your Scrum master has an expectation that all the people on his team are there to work on his team 90% or more of the time until the close of the last sprint. If you’re on multiple teams, you can’t do that. Let your Scrum master know this at the team kickoff. It’s important he knows this.

2. Pick Your Meetings
Scrum is a meeting-intensive development method. Scrum prioritizes its backlog into “must haves” and “nice to haves.” In a pinch, you can apply the same to meetings. Every team has the following meetings:

    • Daily Standup – 15 minutes in which everyone says what they did yesterday and what they plan to do today.
    • Story pointing – 2-4 hours in which the product owner explains the stories (features) that the team will be addressing, and after a brief discussion the team assesses its work effort. Occurs at the beginning of the sprint, and pops up again when non-assessed stories are considered later in the process.
    • Sprint Planning – 1-2 hours in which the team determines which stories they will address in the coming sprint. Occurs every two weeks at the beginning of a sprint.
    • Retrospective – 30 -60 minutes in which the team goes over what went right and what went wrong and how processes can be shored up to make the team better. Occurs every two weeks at the end of a sprint.
    • Demo – 30-60 minutes in which the team presents the work it completed in the last sprint to stakeholders. There is often an internal demo first, followed by one for customers.

That’s quite a list, but it’s manageable, and a lot of these only happen bi-weekly, so it’s a little hiccup in the work schedule and then back to it. . .  until you double it, or triple it, or more. At that point you will spend all of your time in meetings and none of your time actually writing anything. If you’re going to have any time to work, you may have to skip some meetings. But which ones?

Story pointing meetings are a must. Of all the meetings, this is close to the top of importance. Remember, Scrum uses no specs. Since everyone (except you) is only working on this team’s work and in constant contact with one another, there is little written material for these features. That’s what you’re there for. So, the best way to get a handle on what the features are and what they do is in the story-pointing meetings.

The other essential component as far as meetings go, is the standup. I’ll admit that I work through most of mine; when developers start talking about the particulars of code they’re not having a discussion I need to be a part of. However, by being present at the standups you establish yourself as a member of the team. This is vital for building your relationship with everyone else and putting the idea in everyone’s mind that yes, there is a writer here, and yes, we need to tell him when we change something. And things will change; that’s why it’s called agile.

As for the rest of the meetings, it’s always better to go if you can, but you’ve got documentation to produce, and that takes time too. You have a responsibility to your teams to complete the doc tasks for each story. Sometimes that means you can’t attend every meeting. This is part of the discussion to have with your Scrum master when you explain you’re not an exclusive asset.

3. Focus and Float
Did you know that every time you receive an email it costs you 3 seconds? That’s assuming you don’t open and read it. From the time you see the notification that you have new mail, it takes 3 seconds to reorient your brain back to the task at hand.

The moral of this story is that to be truly effective, you need to focus and shut other things out. No, I’m not telling you to kill your IM channel and close Outlook. But I am suggesting to you that doing one story for one team and then one story for another is slower than taking a chunk of related stories for one team and working on only them for the day, or even the week, and leaving the other teams’ tasks for another time.

Yes, this means that you’ll be going to most your standups and saying: “I have nothing to report today.” That’s fine. Do that.

Understand this might also mean that a sprint may close without your doc tasks complete. How the team handles this logistically depends on the Scrum master. Most of the ones I’ve worked with will pull those stories into the next sprint with a “doc only” tag on it, meaning everything else is done.

Scrum purists might be gnashing their teeth at this, but if you’re willing to give it this little bit of flexibility and break from the ideal of the process (because really, if this were implemented ideally, you wouldn’t be on more than one team), I can promise you this works. While all of my teams regularly carry doc only stories from sprint to sprint, I also always finish ahead of development before the final sprint.

4. Educate Your Scrum Master
When I first started writing for Scrum teams, the Scrum masters would create the same array for each story: a programming task, a QA task, and a doc task. However, not all stories require a doc task. Speak up in the sprint planning meetings and let everyone know what does and doesn’t have to receive documentation so that your workload is accurately reflected in your team’s tracking tool. If you have to miss a sprint planning meeting and you find a story with a doc task that isn’t needed, bring it up with your Scrum master and explain why. Eventually they’ll learn, or at least default to the behavior of asking you first.

Serving on multiple Scrum teams takes some juggling, but it’s certainly manageable. In fact, I’ve come to prefer serving on two at the same time. However, when doing this it’s important to understand that you’re not in the same position as the rest of your teammates, and so you need a different set of rules to be effective.

Posted by Cliff Horowitz, Prophet 21 Content Team Lead, Epicor University

Invitation to Help Shape Epicor University Content

Epicor University is starting customer focus groups on content. Meetings will be held every other month in a conference call/shared desktop format. Proposed topics will include:

  • Tours and functionality demonstrations of newly-released content.
  • Sharing of prototypes of content in development.
  • Discussions of desired features.
  • Strategies for aligning shipping content to your organization’s needs.

We hope that by increasing communication on content and training challenges we all face, we at Epicor University can create better content and improved content vehicles. We strive to deliver content in the way you want to consume it. We would love to find out:

  • How do you train new Epicor users?
  • How does Epicor training fit in with other systems/process training?
  • What are the content areas most consulted in regards to Epicor?
  • If you were to design your organization’s ultimate “user guide” to systems and processing related to Epicor, what would it look like? HTML? Videos? Diagrams? Clickable diagrams? Combinations of all those items?

If these topics sound like areas of discussion you would like to pursue, please send us an email at documentation@epicor.com, and ask to be included in one of our Epicor University Customer Focus Groups (CFGs). We have several groups, so also include which Epicor products you are using so that we may invite you to the appropriate group.

Posted by Charles Lloyd, WW Director Epicor University

Content Writing in an Agile Development Environment
Yes, you can be a content writer in an Agile development environment! In fact, the benefits far outweigh the initial transition pains.
 
Anyone who's been in the software industry for more than five years can attest that development processes come and go. I think the Agile, Scrum process can be the most beneficial to all teams. Over the years, I’ve created content for software through a variety of request tools or processes: waterfall, cascade, specification sheets, service requests, and my favorite documentation-by-discovery. (This is the “oh, look they’ve added something new” process.)
 
Content writers have a larger responsibility than just putting words to paper. The nature of our work allows us to be the first user to come in contact with an interface. We are the voice of consistency across an application. We keep non-words from being published on screen – most of the time. We are the first testers and can discover when something is not happening logically. On a Scrum team, involving us in design meetings saves programming and QA rework later.

This is not to say that we do not need to ‘catch up’ occasionally because the number of features being programmed is large. However, being involved up front gives us an edge when the work is ready. There is no blind-siding and because we have been in on the ground level, we might even get a jump on the overview content.

I have read many forum discussions saying that Agile just doesn’t work for writers. We still end up at the end. I disagree. There are certainly growing pains. You must have buy-in from all team members that you are all working together toward the same goal: to create the best end-product for your users.  You have to realize your worth and ensure that the rest of team understands the value you bring to the process. You must enlist the support of your Scrum master and not be willing to let poor process slide by other team members. Our end content is what support and customers use first to understand new features (or old features for that matter), it’s vital to get the information you need to make that content complete. You have tools, such as Version1, at your disposal. Let those types of tools work for you. If you’re truly stuck on a new feature and you’re waiting for lynch pin type information, move your task to Impeded. Not to make a statement, but because you’re a part of the team, too! This means that you have to be agile, too. Product owners, programmers, and QA are all involved alongside you and there can be changes that happen after you’ve finished documenting something.  Be flexible enough to know that happens and you can update content when needed. It’s all part of being on the team.
 
Recently, a programmer asked our Scrum master if she should finish the documentation notification form (something we implemented recently) before she moved on to the show-stopper issue that arose that morning. The Scrum master immediately replied, “Get Dawn what she needs first.” (Yes, secretly, I nearly did a jig.) The reality is that the team recognized getting me the information was important and needed to be done before moving on. 

I do not want to imply that my job is any more important than anyone else’s. We are equal. We’re a team. My job is as important as another’s.  You can write content in an Agile environment…and you can contribute in many, important ways.  Take ownership of that value and make it work for the good of the entire product.
 
Posted by Dawn Miller, Sr. Content Writer, Epicor
 
*Image source: http://ciosp3.us/
Top Tips: Planning Successful ERP User Education
Over the past decade we have seen how ERP education has gone from being a purely technical exercise to being recognized as a key component in the overall success of a software implementation. Despite efforts however, we still see how insufficient end user education is often quoted as a top reason why software fails to deliver on its expectations.
 
In order to make sure that your organization doesn’t fall into the same trap, here are five top tips for how to plan successful ERP education.
  1. Invest in education. Organizations need to make a solid investment in ERP education for their staff.  With a well-planned budget and initiatives, education can help improve user adoption rates, knowledge retention, and software use.  Along with these benefits, investing in education reduces users’ errors and rework, user frustration, and on-going support and help desk requests. Companies should leverage their vendor’s education deliverables as they know the applications and can save time and allow resources to focus on their roles within the company.
  2. Develop education programs. There is no single solution. Even with the hype of technology-based education such as support for learning on tablets, video casts, podcasts, and more, there is still a strong requirement for formal education. It is important to balance the use of new technologies with solid content rather than simply adding technology to the experience. For example, define the learning objectives and integrate formal learning of instructor-led training with informal learning such as a podcast and a job aid. Remember to train all users – from management, project team members and leads, to shop floor personnel – don’t forget any audiences.  Also, remember that learning is continuous and does not end with the implementation and “go live”.  New employees, organizational changes (processes and people) and system upgrades continue.
  3. Remember that infrastructure is key. Without a solid infrastructure to support education, there will be limited effectiveness in the development and deployment of the learning. This includes the library/repository of content, the development/authoring tools, the learning management system (LMS), the collaboration and social platforms, and of course, the project management that brings everything together.
  4. Single sourcing authoring. Effective content and learning requires the advantage of achieving single sourcing of content. The vast majority of companies today jump into content development without developing a single source content development plan. The ability to author in a single tool and store source in a single format (usually xml) pays dividends in translation costs, in flexibility in meeting demands for new output types, in the ability to use a central repository for your global workforce, and in the reuse of content between deliverables. Companies achieve far greater results with single sourcing – from quality to consistency in deliverables.
  5. Culture of change. Organizations must embrace collaboration, ensure that people know their roles, and assign people with the right skills for their role across the company. The goal is to embrace the change needed to increase performance results across your organization. The performance results are achieved within companies that implement and support effective education strategies.
To succeed, education must be more than a ‘check the box’ effort. Education needs to be effective and to be effective it needs to inform and align users on the why, what and how the software is going to impact them, processes and operations; utilize a blended learning approach; support formal and informal learning; and be continuous, ever changing to meet the on-going user and organization needs.
 
Posted by Louise Keppel, Vice President, Epicor University
Insights 2014 Education Preview from Epicor University

Each year Epicor employees look forward to the Insights conference for many reasons – most importantly, the opportunity to educate our customers. For those with Epicor University, we look forward to the preparation of education sessions.  The team dedicates their time to content development in preparation to deliver the best education sessions possible for our customers. And, this year we are proud to share the following key points regarding this Insights conference:

  • Two full days devoted to pre-conference Extended Education Sessions developed by the Epicor worldwide education team, product management, development, support, and services - with over 1,100 enrollees – record attendance.
  • Over 120 unique conference education session labs with experienced presenters and lab assistants.
  • New this year – “Self-Paced Learning Center” providing another education option for our customers.  Please stop by and visit the Self-Paced Learning Center in the Solutions Pavilion to review Epicor ERP Embedded Education Courses or the Prophet 21 and Eclipse Learning Management System (LMS) with many online courses. 
  • All lab books printed and again this year eBook format.
  • Customer luncheon education roundtables for each product line – dedicated to listening to customer feedback on education and documentation.
  • Dedicated Epicor University booth and demo area for education deliverables in the Solutions Pavilion.

So, unplug from distractions and engage your mind. See you in Vegas!
 
Posted by Louise Keppel, Vice President Epicor University

Training New Employees on Your ERP System

Getting new employees productive as soon as possible is always the number one goal in any organization. Having a documented training plan for new employees for your ERP system is key to your (and your new employee’s) success. Here are some suggestions to consider:

Leverage Your Vendor's Education Deliverables – Whether it’s embedded education, classroom training, or virtual training, find out what your vendor has to offer and use it! They know the software and the roles you have within your organization. Save time and leverage the resources they can provide to you.

Refresh training annually - People lose knowledge over time, so if you rely on power users to train new employees, make sure they get refresher training at least annually. Again, use the embedded education, virtual and classroom training, as well as the annual Insights User Conference. You should also plan on training people with each upgrade to ensure you receive the benefit of new functionality. The Feature Summary and Delta courses are great tools to use for this.

Don’t neglect the shop floor personnel - Many times people hesitate to train shop floor personnel because the transactions are simple and they don’t want to adversely affect manufacturing efficiency and throughput. This is a huge mistake because errors in shop floor transactions affect inventory accuracy, delivery dates and costs. Time spent training up front will avert much greater time losses in the future while you track down and correct errors.

Train on company time - Some companies try to save money by requiring employees to complete training on their own time either after work or during lunches and breaks. This is a sure fire recipe for disaster because employees will resist training and resent the incursion on personal time.

Use training teams - Always try to train people in small groups or teams made up of people from various areas of the company. Aside from the team building aspect of this tactic, it also helps users understand how their actions affect other parts of the business.

Use these techniques when you plan your ERP training and you will have a faster and smoother implementation and your employees will be grateful you invested time in them and their future with your company.

Many of these ideas were taken from an Exact MAX article. For additional information, visit their website here.

Posted by Staci Cummings, Senior Content Manager, Epicor University

Audience, Purpose, and Perspective

In the technical writing world, before we start to write anything, we are trained to ask ourselves two questions about the expected content: Who is the audience? and What is the purpose? The answers to these questions determine the structure of our sentences, beginning with our first written word and ending with our last.

In an example of writing installation guides, the answers to the questions are often the same: the audience is the customer and the purpose is to provide instructions on how to install the product. Beginning technical writers might take those answers as fact and hustle to start documenting the process beginning with step 1.

However, at Epicor University, we take those stock answers not as the definitive replies but as a good starting point for diving in deeper to get to the real answers. And to do that, we need to ask one more question: What is the audience’s perspective?

It’s true that usually the audience is the customer. But we need to know more than that; we need to understand the customer’s point of view. Each customer reads an installation guide from a specific point of view and certain expectations are attached to each view. In order for a technical writer to meet – and exceed – those expectations, the writer must consider as many perspectives as possible.

For example, is this a new customer installing our product for the first time? If yes, then in addition to precisely written steps, we must also include conceptual information to assist in making pre-installation decisions. Some of these decisions are determined only the first time the product is installed and the answers set the stage for the whole implementation, so it is important that we provide all the information necessary for customers to make the right decisions.

On the other hand, is this an existing customer who has installed our product so many times that he could do it with his eyes closed? If yes, then don’t add any new important, yet subtle, steps in the Getting Started section. Most likely this experienced customer is going to start reading the install guide where it says “Install the Product” even if that section starts on page 33 of an 80 page document. Knowing the perspective helps a technical writer remember that it is not up to the customer to find subtle additions; it is the technical writer’s responsibility to make sure the information goes where the customer will find it.

Sure, in a perfect world, a reader of an installation guide would start at the title page, and then flip to the disclaimer page to review the latest legal statement, and then spend a few minutes perusing the Table of Contents. After becoming acquainted with the structure of the guide, the reader would begin on section 1, step 1, which is usually the Getting Started or Pre-Installation section.

Recently I’ve had the opportunity to discuss the Epicor documentation with some of our customers; real customers working in the real world. I’ve also been reminded that our customers do not live in the perfect world that is described above. Some of their honest comments made me cringe while others made me blush. With either reaction, I’ve never doubted that Epicor customers are busy, highly intelligent, and professional people. Installing or upgrading their software is just one of many tasks they will undertake in a normal day. Many will tackle the install guide like they do any of their other tasks, which is to get their job done as efficiently and effectively as possible.

In Epicor University, we strive to keep the audience, purpose, and most importantly, the audience’s perspective in our heads with every word we write. It helps us to write the most succinct steps, the type of steps that leave no gray area, include no vague phrases, and leave no questions unanswered.

For me personally, I’m going to remember that the Getting Started section is not a prologue to a great novel; it’s not everyone’s starting point and even in a novel, some people skip over the prologue. So for the next Epicor installation guide that I write, if I need to tell you the answer to Life, the Universe and Everything, I’ll make sure to put it in a place where all customers – new, experienced, or any level in between – will find it. Also, don’t panic, I’ll make sure that the extraordinary consequences and how they are inextricably intertwined start on page 42.

Posted by Linda Robinson, Sr. Manager, Release Content, Epicor University

Communicating with Your Customers – Getting the Feedback You Need
Every documentation team gets stuck in a rut, working heads down, trying to meet deadlines and at the same time produce the best quality content. This workflow doesn’t just apply to groups creating application help, but can relate to marketing writing groups or even your own internal departments creating company-specific documentation.

So what are you missing when your head is down and your nose is to the grindstone? Stop to check with your end consumers that what you are producing is what they are expecting and need. Here at Epicor, we have several different ways to make sure we are soliciting feedback from our consumers.
  1. Epicor provides an easy means of communication. Within our application help and embedded education courses, we provide a link to send content feedback directly to us (documentation@epicor.com). This comes straight to the management team to address, and if valid, to schedule updates. We also have email links on our Epicor extranet, EPICweb. Customers, partners, and employees use this site to contact us regarding not only the documentation available, but also education courses and classes.
  2. Epicor University booth at annual Insights user conference. This might not pertain to all of you out there, but we always make sure we have a booth at our user conference and spend countless hours chatting with our customers and gathering their suggestions and feedback. We’ve created many lasting relationships during these events.
  3. Customer lunches during Insights user conference. Months before the conference begins we solicit the Epicor User Group presidents to poll their membership for those who may be interested in a more private atmosphere to discuss our current offerings, discuss strategic initiatives, and again, build relationships. Anytime you can get some one on one time with your consumers – take advantage of it!
  4. Documentation Feedback Committees. This is something we just started here at Epicor this past year, and it came from an idea offered at one of the customer lunches at Insights. We’ve been meeting for the past five months with members of the Epicor ERP User Group. There are two of us from the Epicor University team that meet with the five members. Each month, we as a committee choose a type of documentation to review. We send a sample out about two weeks before the meeting so the users can have plenty of time to review any unfamiliar content. The meetings are scheduled around the same time of the month for one hour. During the actual meeting, we all join an online conference and review the material, and the Epicor team takes notes on the feedback, answers questions, and provides answers about why the content looks the way it does. This has been an invaluable resource for Epicor ERP, and we are in the process of launching the same program with our Prophet 21 customers.
My message this month is simple -- keep your consumers in sight– find a way to work with them and make it easy for them to help you help them.

Posted by Staci Cummings, Senior Content Manager, Epicor University
Tips and Tricks for Managing Remote Employees


In this month’s article I’d like to provide some tips and tricks I’ve learned and use to manage remote employees. This topic is near and dear to me, as I am a manager of 14 employees – all of whom are geographically far from me. I have team members located across the globe – across the US and into Mexico, Russia, and Slovakia. Needless to say, there are definitely special considerations for managing such a large, international group. Here are a few things I recommend:


Build solid relationships.
While it’s easy to connect with people when you are located in the same office by strolling by their cubicle, seeing them in the lunchroom or even a quick chat by the water cooler, you are required to make an effort in remote situations. It’s important to connect with employees individually so they know you are committed to their professional development and are interested in their successful contribution to the company. Ultimately, it would be great to touch base with each employee on a daily basis, but let’s face it, meetings, and your own projects sometimes don’t make that possible, but make it a goal . . .every day. When you do check in with them, ask pointed questions, like, “What type of roadblocks do you see coming up?”, and “How can I help you overcome these obstacles?” Just asking “How are things going?” will not unearth the problems your employees are trying to solve, and you can’t fix what you don’t know about.

Communicate! Communicate! Communicate! In today’s electronic world there’s a wide range of options here. If you implement video conferencing you can capture tone and body language, which makes it a lot easier to really see how your employees are doing. Instant messaging allows for the real-time exchange of dialog. This is my go- to means of communication with my team. Not only can I check in with people, I can multi-task and work on emails as they are writing their responses. Phone and voicemail, which by today’s standards are “old school” are more personal and at least allow you to hear your employee’s tone of voice, which can help you evaluate their happiness and confidence with their current task load.

Reinforce positive results. Find ways to positively reinforce your remote workers so they repeat performance. As suggested by Mark Murphy from Leadership IQ – dedicate a portion of your team meetings to employee recognition. You can also ask other managers to give your employees recognition, and peers to recognize each other. We have a program in place that allows for this, and it is a great, easy way to motivate people.

Keep your employees accountable. I use a project management system that details all upcoming projects, due date, and estimated hours to complete. This sets the expectations for the employees, and allows me to monitor their work as the project progresses, making status update meetings run smoothly and quickly. When projects are taking longer than we thought we can discuss why: Was it bigger than we thought? Is the employee struggling with getting the job done? Is there a performance issue?

These are just a few things to get you going when you are in the position of managing remote employees. As I mentioned, Mark Murphy from Leadership IQ has some great suggestions. Read more on what he has to say here: https://www.leadershipiq.com/tips-for-managing-remote-employees/.

Posted by Staci Cummings, Senior Content Manager, Epicor University

Why Continue Learning?
As summer comes to a close, I am busily preparing my daughters for the new school year.  And like most kids that are entering middle-school, they resist the end of summer and say how lucky I am that I no longer attend school. Like most of you reading this blog, I am not part of a formal education program. However, this shouldn’t mean we stop developing skills or widening our knowledge. A recent article from GetSmarter, an online education company, summed up in five main reasons why we need to continue learning. 
 
 
Opens new career doors - Lifelong learning will broaden your horizons and give you new opportunities. This is most easily witnessed in your career. Consider your career path – where do you want to be in five years’ time? What skills will you need to get there? Make an effort now to start learning those skills so that when opportunities for promotion arise, you will have an edge on other candidates. Not only will you already have some of the new skills you would need to perform the job, but your boss will be impressed by your demonstrated willingness to step out of your comfort zone and take on new challenges.
 
Keeps your brain healthy - Studies have shown that keeping your mind active is an excellent way to keep it healthy. Mental challenges may help to prevent Alzheimer’s disease and generally slow age-related memory loss. Learning a new skill and putting it into practice will develop your intellectual capacity and thereby help protect your future self from loss of mental aptitude.
 
Become more self-sufficient - Learning new skills means not having to ask or hire someone else to do something for you. From basic car maintenance to being able to compose an eloquent business letter, there are many skills that you could easily outsource, but that you could just as easily learn to do yourself. Save yourself a bit of money over the long term and learn to do one of those things that you’re currently paying someone else to do!
 
Widens your social circle - Joining a class or a group to learn new skills or discuss new ideas will put you in a position to meet new people with similar interests. Learning is a fantastic way to broaden your social horizons. And not only will you make new friends in the actual classes, but you’ll also improve your confidence and become a more interesting person, meaning that you’ll be more interesting to people you come across in all areas of your life.
 
Personal fulfillment - The best reason for continuing your education is simply that it is fun. An attitude of never being able to learn enough is the adult version of that sense of wonder at the world that young children have. Learning keeps you young. It gives you the opportunity to express your creativity and to avoid the complacency about life that some of us develop as we leave childhood behind and become “grown-ups”. And if you think you don’t have any creativity, then all the more reason to challenge yourself to find it within yourself by signing up for art classes, dance lessons or a photography course. 
 
Posted by Becky Bunkers, Sr. Manager, Epicor University
1 - 10Next

 



University RSS Feed




Network with Epicor customers, employees, industry experts, and more.
Facebook Facebook
Connect with your peers and discuss best practices.
Twitter Twitter
Tweet, re-tweet, and stay up-to-date on the latest happenings with Epicor.
LinkedIn LinkedIn
Connect with your peers and discuss best practices.


© Epicor Software Corporation Home |  Investors |  Partners |  Privacy
Terms of Use |  Privacy Policy Industries |  Solutions |  Products |  Company |  Customers |  Services |  Careers