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ContentsContentsContentsContentsContentsSeptember 2001 STC Board of Directors

Meeting ............................................ 1Letter From the Editor ............................... 1President’s Column .................................. 2Employment Issues Column ...................... 3Casual Dress And Casual Writing ............. 4Managing the Virtual Worker/ Telecommuter ................................... 5Problems Solved Here .............................. 6Tools and Tips Column ............................. 7Memberandums ....................................... 9Tips for Working at Home ....................... 12Employment Roundtables ........................ 15November STC Chapter Meeting ............ 22

September 2001 STC Board of Directors MeetingBy Chris Benz, Region 2 Director-Sponsor

(Continued on page 15)

Letter From the EditorFlexible Work Arrangements

By Chris Downs


What comes to mind when we say“flexible work arrangements”? And whatdoes that mean for technical communica-tors? When I think “flexible,” I think of amutually beneficial and respectfulrelationship between a company and anemployee. Flexibility goes both ways.

Companies can be flexible by providingthe following benefits and opportunities:• Flex time.• Comp time.

• Part-time employment.• Contracting opportunities.• Telecommuting.• Casual dress.• Casual work environment.• Upbeat, employee-oriented culture.• Various management structures.• The freedom to do our jobs well.• Plenty of vacation and sick time (as

well as creative alternatives).• Opportunities for professional

interaction (such as reimbursing forconferences and meetings).

Following the terrorist acts of 11 Septem-ber, the September 2001 STC Board ofDirectors meeting was held by teleconfer-ence—instead of face-to-face in Atlanta,Georgia, as originally planned—onSeptember 21 2001.

As a little background, like all boardmeetings, this one consisted of threepasses:

1. An action pass, during which motionsare brought forth to the board. For eachmotion, the board either approves it (withor without modifications), rejects it, orrequests that the motion be restated andbrought forth at a later date. Also duringthis pass, actions taken by the Executive

Council since the last board meeting areannounced.

2. A discussion pass, during whichvarious topics are brought forth for boardconsideration and discussion. Manydiscussion items result in action items forboard and/or committee members,generally with the expectation that amotion or further information will bebrought forth at an upcoming boardmeeting.

3. An information pass, during whichboard members provide information nototherwise covered in the reports theyprovided to the rest of the board prior tothe meeting. This is also the time forboard members to ask for clarification oninformation presented in other members’reports.

This article reports on the results of theaction pass. During that pass, the boardapproved:

a. The final budget for Fiscal Year 2002.

b. The dues structure effective January 12002.

c. The following new mission statement forthe Society-level Technical Editing SpecialInterest Group (SIG): “The Technical Edit-ing SIG provides opportunities for membersto expand their editing and proofreadingexpertise by serving as a forum for informa-tion exchange, professional support, andinteraction among the SIG, STC, and theediting community at large.”

d. The dissolution of the following chap-ters:

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2002002002002001-20021-20021-20021-20021-2002STC Pittsburgh OfficersSTC Pittsburgh OfficersSTC Pittsburgh OfficersSTC Pittsburgh OfficersSTC Pittsburgh Officers

PresidentMary Ecsedy412-422-0213 (H) [email protected]

Vice President Alan Houser 412-363-0387 [email protected]

SecretaryNancy Carpenter412-820-2221 (W) [email protected]

TreasurerDave Ross412-492-7899 (H)

Region 2 Director-SponsorChris Benz919-226-0060(W) [email protected] (H)

CommitteesCommitteesCommitteesCommitteesCommittees

MembershipNancy Pearson412-552-2022 (W) [email protected]

Member LiaisonChris Keefer412-384-1966 (H) [email protected]

Employment InformationNoelle Conover412-571-0259 (W/H) [email protected] (Fax)

PublicityBill O’Donnell724-941-6346 [email protected]

Meeting CoordinatorDarlene Mullenix412-288-8676 [email protected]

High School Writing CompetitionJennifer Bonelli [email protected]

Publications CompetitionChris Keefer412-384-1966 (H) [email protected]

Consulting & Independent Contracting SIG Alan Houser 412-363-0387 [email protected]

Speakers Bureau/HistorianJanis Ramey412-833-5548 (W/H) [email protected]

Chapter Web Site CoordinatorJoan Bondira412-355-0800 x205 (W) [email protected]

Past PresidentsMarlene Miller412-288-6401 (W) [email protected] Lum412-243-3151 [email protected]

Blue PencilBlue PencilBlue PencilBlue PencilBlue Pencil

Blue Pencil is the official newsletter of the Society for TechnicalCommunication (STC), Pittsburgh chapter. It is publishedmonthly from September through June by the Pittsburghchapter to inform and promote communication within thechapter and the Society. Material contained in this publicationmay be reprinted by other STC chapters, provided credit isgiven. Please send a copy of the reprint to the editor. Readersare invited to submit ads, short articles, news, reviews, andother material of interest to technical communicators by the10th of the month prior to publication to:

Christina Downs, Blue Pencil Managing EditorEmail: [email protected], Phone: 724-532-3669Heather Lum, Assistant EditorEmail: [email protected], Phone: 412-243-3151Nancy Carpenter, Production EditorEmail: [email protected], Phone: 412-820-2221

President’s ColumnBy Mary Ecsedy

Back in the early 90’s, in the early days ofthe Internet, I used to spend a lot of timehanging out in a Usenet newsgroup thatwas loosely devoted to discussingcyberpunk science fiction. The stories ofthis genre, such as “Neuromancer” andthe Sprawl Trilogy by William Gibson, and“Snow Crash” by Neal Stephenson,portray a dark future where government \has become irrelevant, military andeconomic power is wielded by oppressiveglobal corporations, and things aregenerally very intense and scary. Weused to call it “theCyberGothicDystopicFuture (TM)”.

Many of the strutting, leather-cladcyberpunk wanna-bees who hung out onthat newsgroup really admired the“rugged individuals” in these stories.They dreamed of being like those anti-heroes who survived through superiortechnical skills and general outstandingcoolness. My argument with them at thattime was, and still is, that they hadmisread the stories. There are no “ruggedindividuals”, but people relying on thestrength of their personal and profes-sional contacts to survive. I wrote thatrugged individualism is a lousy survivalstrategy. A much better one, I argued, isto integrate yourself into the fabric of thecommunity around you: your family,friends, neighbors, associates.

So what does all this have to do with theSTC? Well, at the moment theCyberGothicDystopicFuture (TM) islooking less and less like fiction with eachpassing day’s headlines. This column isnot the forum for politics, but I think wecan at least all agree that the economyand the geo-political situation are rathergrave. When I was trying to think of atopic for this column, the message thatseemed most relevant to me is that this isthe time to take our networking seriously,as a part of our basic strategy for gettingthrough uncertain times.

Therefore, I want to encourage all of youto take advantage of the effectivenetworking that is available to youthrough our organization. If you are amember but have not been able to attendmeetings, I hope you can find the time tojoin us this season. If you are not amember of the STC, I want to encourageyou to consider joining, but we alsowelcome non-members to our meetings. Ihave always found the Pittsburghmembers of the STC to be a warm,generous group of people that I know Ican count on in a pinch, for which I’mvery grateful.

So come to the meetings, submit newslet-ter articles, volunteer some of your time— participate. Sure, you can stock up onwater, peanut butter, and Cipro, but ifyou’re really down on your luck, it’s thepeople around you who can help you themost. We can’t do much about theeconomy or geo-politics, but we can lookout for one another.

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Flexibility is the name of the game intoday’s workplace. Employers in almost allindustries are offering “flex time” to retainand lure valuable employees.

Flexible work schedules are not a newconcept. The idea was introduced inGermany in 1967 to alleviate commutingproblems. Hewlett-Packard followed theGermans’ lead and was the first companyto bring “flex time” to the United Statesin 1972.

At first glance, it may seem that the onlyone who stands to gain from “flex time”is the employee. With a well thought-outflexible schedule and responsibleemployees, employers can also benefit.Flexible schedules have been shown toincrease morale, extend loyalty, expandproductivity, enhance recruiting, anddecrease occurrences of unscheduledabsences. It is also a critical tool forretaining experienced and valuedemployees, which saves an employer the


(Continued from page 1)

Employees can be flexible by being willingto:• Work overtime when needed.• Schedule doctor’s appointments and

other personal appointments atappropriate times (other thanemergencies, of course).

• Keep files in order in case someoneelse needs to access them.

• Work under alternative managementstructures (such as flat structure ormatrix structures).

• Be considerate of other peoples’schedules and needs, both on aprofessional and on a personal level.

There are of course many other ways inwhich both companies and employeescan be flexible. These are only a fewobvious examples.

Flexibility involves being responsible anddedicated, respecting others, and trustingyour employees and co-workers. Youshould expect this level or trust, respect,and responsibility from your employer,from your employees, and from your co-workers. And you should provide it inreturn. Flexibility, respect, empowerment:These things breed loyalty.

We all have lives outside of the compa-nies we work for, and we will be muchmore loyal to these companies if we arefree to spend enough time with our

families and if we are free to do our jobswell while at work. Flexibility helpsprovide employees with a sense ofempowerment. When employees feel thattheir employer trusts them to be respon-sible and to succeed in their jobs, theywill be more dedicated to the company,and they will often work harder (even on asubconscious level).

Flexibility seems to be abundant in thetechnical communication field. Maybethat’s because technical people don’talways work normal “8-to-5” hours; theywork when they have an idea or whensomething needs to be figured out; theywork (night or day) when they areintrigued by something.


Employment Issues ColumnFlexibility Pays

By Pam SchmidbauerAquent - Associate Area Manager

time and expense of hiring and trainingreplacements.

In our office, I have found that workingwith your employees on a flexibleschedule can lead to happier employees.Our recruiter, Joani, went on maternityleave and wanted to return to work on apart-time, flexible basis. We were able todo that by modifying her job responsi-bilities. Now she is in the office two daysand works at home one day each week.

Many companies are opting to be a littlemore flexible to have access to evenmore talented people who work fromhome. Many of our clients have loosenedup a bit and are letting people work on atelecommuting basis. Files are emailedback and forth and the work gets done.We’ve had clients request people off-siteso that the work can get done quickersince there won’t be office distractions.

Employees must understand that theirhome office has to be a place where theycan work with very few distractions. Theyhave to establish boundaries for them-selves and be extremely disciplined.

Since Aquent is an international com-pany, work can be done while you aresleeping. Some clients have been knownto go around the world to get, forexample, a PowerPoint presentation doneovernight instead of paying one of theiremployees overtime to stay after hours todo it.

As the workplace and technologycontinue to evolve, more and morepeople will be able to work from home,the beach, or anywhere else you wouldlike to work.

Pam Schmidbauer is Associate AreaManager of Aquent and can be reachedat [email protected] or 412-322-4940.Aquent is the world’s largest talentagency for creative professionals.Headquartered in Boston, Aquentleverages both the Internet and anetwork of 55 offices in 12 countries toprovide independent professionalsaccess to work, training, and the sameinsurance, retirement, and cash-flowmanagement benefits enjoyed by tradi-tional W-2 workers.

http://www.aquent.com



People News

Chapter MembershipChapter MembershipChapter MembershipChapter MembershipChapter Membership:::::209209209209209

TTTTToooootttttal Sal Sal Sal Sal STTTTTC MemberC MemberC MemberC MemberC Membership:ship:ship:ship:ship:

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Society for Technical Communication

Pittsburgh ChapterP.O. Box 133Pittsburgh, PA 15230Contact: Heather LumPhone: [email protected]

National Office901 North Stuart StreetSuite 904Arlington, VA 22203-1822Phone: 703-522-4114Fax: 703-522-2075

Casual Dress And Casual WritingBy Janis Ramey

Editor’s note: This article first appearedin her newsletter, W O R D S ... from JanisRamey, in October 1999. his article firstappeared in her newsletter, W O R D S ...from Janis Ramey, in October 1999.

We’ve been moving toward more casualwriting at the same time that we’ve beenswitching to more casual business attire.Is there a connection between these twotrends? I don’t know. I DO know thatcasualness in writing is something weneed to manage competently.

This means we should use a personalapproach, even in most reports andproposals. Use the pronouns “we” and“you” liberally. If you know the first nameof the reader, insert it in appropriateplaces in the text.It also means contractions are not onlyacceptable but also encouraged. Noticethe contractions in the first paragraph ofthis article. Grammar checkers set forbusiness writing have not caught up —they still suggest that contractions bespelled out. Slang is also OK (as here) ifthe readers understand it.

Casual does not mean careless. Wordsmust still be correctly spelled; subjectsand verbs must agree; and paragraphsmust contain information relating directlyto the topic. The tone must be appropri-ate. In most situations the tone should befriendly and professional rather than curt,arrogant, or childish as can easily happenin careless writing. The reader should feelpleased to have read your writing.

In casual writing, sentences must be shortand direct. Complex sentences or sen-tences with verbs widely separated fromthe subject are fun to construct but achallenge to the short attention spans ofour readers.E-mail has encouraged us to be brief —even to the extent of using sentencesfragments. Most of us have no objectionto sentence fragments or to using short

lists, emoticons, and other techniques formaking the messages brief. Misspellingsand missing words, however, are notacceptable. And even less acceptable isthe tendency to sound rushed, rude, orotherwise insensitive to the reader.

Although we may be more comfortablewearing business casual, it’s considerablyeasier dressing in the morning if we’rewearing a standard business suit. Thatmay be because the suit offers fewerchoices. The same can be said for thedifference between the new businesscasual writing and the old standardbusiness writing. Casual writing is lessformulaic and requires more planning andconsideration of the reader. And thereforemore work for the writer.

Janis Ramey is a freelance writer andsenior member of STC. She can becontacted at:

[email protected].

www.technical-writing.net.



By Peter C. Heikes

Editor’s note: This paper originallyappeared in the Proceedings for the 48th

Annual STC Conference in Chicago, IL

Managing the Virtual Worker/Telecommuter


AbstractVirtual workers/telecommuters areemployees who perform assigned dutiesat an alternative site (usually home)during some or all of their scheduledwork hours.

With the number of full-time virtualworkers expected to exceed 13.5 millionin the U.S. within the next two years and130 million worldwide by 2003, manag-ers are more often being confronted witha new type of employee. As a result, weneed to make adjustments in how wemanage them, when compared to the on-site employee. We need to learn how toscreen and select viable candidates,develop new guidelines (e.g., stateexpectations clearly, manage by results,communicate often, plan ahead formeetings, and consider special needssuch as administrative support), learnwhat goes into a work agreement, andconsider technology impacts.

DefinitionsTelecommuting is a work agreementbetween an employee and his/hersupervisor that allows an employee toperform assigned duties at an alternativesite (usually home) during some or all ofhis/her scheduled work hours. It is amanagerial/supervisory option and not anemployee benefit or right and mustconform to the company’s policies andprocedures regarding employment.

Telecommuting is the partial or totalsubstitution of telecommunicationstechnology for the trip to and from theprimary workplace along with theassociated changes in policy, organiza-tion, management, and work structure.Simply put, it’s moving the work to theworkers, instead of the workers to work.Computers, cellular phones, fax, andadvanced communications links such asISDN and dial-up access have removed

the physical barriers that once requiredworkers to be in their offices.

There are three different types oftelecommuting:

• Work at Home – this is the mostpopular form of telecommuting. Theemployee designates workspace athome to conduct business functions.

• Satellite Office – These are remoteoffice locations usually placed withina large concentration of employeeresidences, allowing employees at asingle company to share commonoffice space and reduce the time andexpense of the commute to and fromthe main office facility.

• Neighborhood Work Center – Thisprovides work space for employeesof different companies in onelocation. Each company housingemployees at these locations isusually responsible for the adminis-trative and technical requirements ofits employees.

TrendsAbout 8 million people telecommute fulltime in the U.S, with the number expectedto grow to about 13.5 million within thenext two years. Teleworker productivity is22% to 45% higher than that of their in-office counterparts, which is due to fewerinterruptions, less absenteeism becauseof weather or sick children, and no timespent commuting. (The Gallup Organiza-tion)

GartnerGroup predicts that by 2003approximately 130 million employeesworldwide will be involved in remoteaccess as part of their jobs. In the U.S.,roughly 1/3 of all jobs will be impacted byremote access.

Selecting TelecommutersNot everyone in your organization is agood candidate for telecommuting! Thesuccess of telecommuting may beenhanced when telecommuters meet thefollowing criteria:

• Has been an employee for a long time• Is a full-time, permanent employee

• Indicates a desire to telecommute• Has strong organizational skills• Has good time-management skills• Is a self-motivated, independent

worker and can make independentdecisions

• Is a good performer• Shows appropriate responsibility

towards the job and companyproperty

• Can function as a team player• Is dependable and completes work

on time• Has a safe/efficient alternative work

site• Where relevant, has a satisfactory

plan for meeting dependent child orelder care needs.

For an online test to determine acandidate’s aptitude for telecommuting,visit the two websites listed in References(1) and (2).

Manager guidelinesManaging telecommuters is not unlikemanaging employees on site. It requiresmanagement skills such as goal setting,assessing progress, giving regularfeedback, and managing based on results.Some managers prefer dividing objectivesinto smaller parts and reviewing workmore frequently – at least initially – toensure the telecommuter is on track.

When trying out virtual arrangementswith new employees, take is slow. Letthem show they can handle the challengeby scheduling occasional work-at-homedays first.

-State ExpectationsNip potential problems in the bud fromthe start by letting home-based workersknow what you expect from them. Go overthe terms of your virtual agreement –whether, for example, you want them tocarry an office cell phone – and tell themif there are specific ways you want the jobdone and then include it in the agreement(see Agreements for more detail).



Maybe it’s also because communicationitself IS flexible. Writing isn’t set instone; there are many ways to say thesame thing, some clearer than others, butmost clear enough to adequately conveythe meaning (and isn’t that the point?).Technical writers, by virtue of theirexperience with many forms of communi-cation, as well as due to continuedtechnological advances, are also able tocommunicate effectively from anylocation, any distance. We better be ableto — we ARE the communication experts!

While not all of us work in the field ofsoftware documentation, many of us AREinvolved in this specialty. By nature, thesoftware industry is unpredictable andever-changing, so those who play a partmust, out of necessity, remain flexible.Small start-ups are even more unpredict-able, so communicators working in theseenvironments enjoy even more flexibility(and often more uncertainty — the twosometimes go hand-in-hand).

In my career, I’ve had the luxury ofworking for fairly flexible companies, and Ihave tried to be flexible in return. Forexample, my current team has a flatmanagement structure, with each docu-mentation team member reporting directlyto the development department manager,while still working together on variousprojects. This provides a great sense ofempowerment and responsibility. It canalso be difficult at times, and is certainlystressful, but it generally works well,providing team members with a strongsense of ownership and mutual respect.

This same company has remote writersand offers flex time and a casual environ-ment. Since I have a long drive, Itypically work from 6:30 to 3:30, in anattempt to avoid the worst of the traffic.This flex time is very important to me and

makes me more willing to go that extramile to finish a project, to stay a little laterone day, to come in even earlier duringcrunch times, and to take work home withme on the weekends. But I also respectthe schedules of others, who may chooseto work from 10:00 to 7:00 instead, andavoid scheduling meetings too early inthe day.

After working at flexible companies, Idoubt if I could ever successfullytransition to a less flexible company,particularly one with an extremely rigidcorporate culture (at least while remainingsatisfied in my job). Not after seeing (andgreatly appreciating) the other side.

I chose this theme for the Blue Pencilbecause I wanted to advertise flexibility. Ihope both employers and employeesrecognize it as a good thing (for bothsides). The articles in this issue drive thatpoint home and also provide tips on howto make flexible work arrangements (suchas telecommuting) a success.

I also believed that many Blue Pencilreaders would be interested in this topic.From speaking to colleagues and co-workers, I have learned that manyprofessionals in this industry cherishflexibility. I am one of them, and I willalways be looking for ways to be evenmore flexible.

Time is valuable — to both employersand employees. Flexible work arrange-ments help make the best use of time sothat writers do a quality job and remainsatisfied. This benefits everyone.

Christina Downs has been a technicalwriter for over six years and is currentlyworking at Ansoft Corporation. Chris isalso the Managing Editor of the BluePencil. She can be reached at:

[email protected]

http:/ /members.aol.com/chrdowns/frameset.html



Problems SolvedHereSeptember Meeting Summary

By Nancy Carpenter


The September STC meeting was aproblem solving session chaired by all ofus. We discussed problems and solu-tions at our individual dinner tables andpooled the results. Here is a summary ofthe findings:

Portfolios• To show work that is proprietary,

extract the non-proprietaryportions.

• Write a summary about eachpiece, stating the challenges andsolutions, and why you broughtthis item to the interview.

• Use a good portfolio such as aleather-bound one.

Converting Documents to PDFManagement does not want to useonline help; they want the documentset converted to PDF. The followingsteps could be taken to help manage-ment make the move to online help:

• With management backing,prepare a prototype help file, andget one set of users to approveand back it. This influencesother management to accept thisformat.

• Any large document set is anavigation problem. Use html ona web page and a list of topics toprovide easy navigation.

• Get a browser that does keywordsearch of pdfs.

• Unless your desktop publishingpackage generates a PDF tableof contents and interactiveindex, you must break thedocument into chapters so thatthe browser can do keywordsearch.



Tools and Tips ColumnUsing Word’s User FormsBy Bob Mohr


Ever wonder how you might go about col-lecting information from users, via a Worddocument, that can later be fed into a data-base? Word’s User Forms, combined withan equal part of VBA (Visual Basic for Ap-plications), makes it possible. First, let memake a distinction between forms in a “pro-tected” document versus user forms.

Typically, you create a document, includeone or more form fields, then protect thedocument and make it available to users.This works fine for many applications butnot one in which you want to collect theuser’s input and save it to a character-de-limited file. That’s a job for a User Form andVBA. A User Form is a macro-controlleduser interface that you develop for any num-ber of applications, including the collectionand manipulation of data and data files.

The appearance of the User Form is up toyou, since you must design it. All of theusual data-entry controls and amenities areavailable:

• input (text) boxes

• list boxes

• combo boxes

• radio buttons

• check boxes

• colors

• graphics

• command buttons

The real power of the User Form lies in theVBA code behind it. Since you have pro-grammatic control over the form, you can“capture” the data and do anything youwant with it. You can also use any numberof User Forms in a single document.

A sample document, available for down-load from my web site, demonstrates twoways in which User Forms can be used:

• Collect input data and store it in a “|”-delimited text file that can later be im-ported to a database.

• Collect input data and store it as a well-formed, hierarchical XML file. (Eachmajor section of the form represents alevel of hierarchy in the XML tag struc-ture.)

This article uses the simpler of the two filesto introduce you to the creation of UserForms and underlying VBA code. I encour-age you to download the file and print thecode components so you can gain a betterunderstanding of how they work. You canalso read through Word’s extensive collec-tion of online help regarding VBA. Onceyou understand how User Forms and VBAwork together, you can create User Formsfor your applications. Figure 1 shows thesample User Form.

Figure 1: Sample User Form



Write it down. Record directions, projectchanges, and updates in writing bysending an email or fax or using Web-based services that allow for sharingcalendars and tracking projects.

-Manage by ResultsFocus on what’s accomplished, notwhether your employee is working fromhis/her patio or at 10 p.m. Set interimdeadlines on projects and stick to them.

Measuring productivity and performanceshould not be different for on-site andoff-site workers. If you have a goodsystem for measuring output, it should beequally effective for an employee workingat home. If you feel the current measure-ment criteria are not sufficient, this is agood opportunity to develop them. Becareful not to over-measure; not everytask can be evaluated in quantitativeterms.

Evaluate individual work as well as groupwork. Telecommuters may sustain or evenincrease individual productivity levels,but their group work may suffer becausethey are not staying in touch with co-workers.

-Communicate OftenWhether your telecommuters take anoccasional day away or work from homefull-time, make sure they’re reachableduring business hours. Phone calls, email,fax, and chat all work well – but they haveto be able to reach you, too.

Include telecommuters in all appropriateoffice meetings, both official and social,to prevent telecommuters from feelingisolated from the office team.

Schedule regular meetings with thetelecommuter to assess needs, givefeedback, discuss problems, and justcatch up. By doing this, you will not feelas if you are losing contact, and thetelecommuter will be less isolated. If youhold regular meetings to set timetablesand assess progress, employees will havedeadlines to keep them on target. When

face-to-face meetings are not possible,utilize other means such as mail and thephone to keep the lines of communicationopen.

Telecommuting should not put extra strainon the workers in the office. Communica-tion is the best solution to this potentialproblem. Always keep co-workersinformed of schedules and projects thatconcern them. This will mean that thetelecommuter’s time spent in the officewill probably consist of many meetingsand face-to-face interactions. In any case,telecommuters should designate a keycontact person in the office who canassist them and keep them informed ofimportant events. These key contactscould be someone they work with on aproject, administrative support people, ortheir managers. They could also assistwith favors such as getting informationfrom a file or sending a fax. Iftelecommuters have to depend on keycontact people for numerous favors, theyare probably not planning well, or thetasks they are doing at home may beunsuitable for remote work.

-Plan Ahead for MeetingsHuman contact still matters. Scheduleperiodic and regular meetings where allteam members can discuss currentprojects and telecommuters can catch upon office gossip. Fly out-of-towners in atleast quarterly so they can developworking friendships with your in-officestaff.

-Administrative SupportIf there is an administrative personsupporting the telecommuter, it isimportant that they know the details ofthe arrangement, such as the days that heor she will be out and how to stay incontact. The administrator should knowhow to handle situations when people callor come by looking for the telecommuter.Have the administrator explain to peoplethat the employee is working off-sitetoday and give them the number wherehe/she can be reached. Whether theadministrative support person is the key

contact or not, the telecommuter shouldcommunicate frequently with them as avital link between the telecommuter andthe office.

AgreementsA formal written and signedTelecommuting Agreement should beused that includes:

• Work location• Work hours (on- and off-site)• Work assignments• Evaluation• Salary and benefits• Overtime• Worker’s compensation• Company-owned equipment• Employee-owned equipment• Inspection• Records• Termination of arrangement, with

proper notice.

For sample agreements, refer to Figure 1and References (4).

TechnologyDepending on the requirements of thework the telecommuter is to perform,computing resources and applicationssuch as those listed will need to beavailable:

• Workstation – consider screen size,speed, disc space, backup capability

• Application software – considerwhich applications are necessary andtheir license agreements

• Printing – consider if printing isrequired (level of quality and type ofoutput required) or can be donewhen on-site

• Communications link – consider whataccess needs are and the volume ofthe data

• Terminal access – consider level ofinteractions with corporate comput-ing resources that will be required,and how it will be accomplished

Managing the Virtual Worker/Telecommuter(Continued from page 5)




• Combined file-transfer and terminalaccess – consider need for a tele-phone line, modem, terminal emulator,file transfer package, and associatedtechnologies (e.g., Switched 56,ISDN, AND, Frame Relay, BroadbandServices, Wireless Service)

• Technical help line – provide a pointof contact for the telecommuter incase of technical problems with anylisted above.

For a comprehensive list (and discussion)of technology issues to consider asmanagers of a telecommuter, and forcontact points of various technologyproviders, visit the website in References(4).

References(1) www.att.com/telework/getstart/

gs_perscr.html

Managing the Virtual Worker/Telecommuter(Continued from page 8)

“Telework for Employees, theTelework Personal Screener”

(2) www.langhoff.com/test.html“The right stuff… Test YourAptitude for Telecommuting”

(3) www.businessweek.com/smallbiz/content/apr2000/ma3674054.htm“Remote Control”

(4) www.svi.org/PROJECTS/TCOMMUTE/TCGUIDE/HTMLVERS/“Smart Valley Telecommuting Guide”

Peter C. HeikesTraining ManagerElectronic Data Systems2900 Lone Oak Pkwy, Suite 120Eagan, MN 55121651-405-4756

Peter has telecommuted himself for over3 years as both a trainer and training

(A sample telecommuter agreement isshown on page 10)

manager, and over the past 10 years hasmanaged editors, writers, and trainerswho were telecommuting for threedifferent companies – Unisys, Volt, andEDS.

Peter has worked in the tech commindustry for over 20 years as an editor,writer, trainer, and manager (of writersand trainers). After serving the chapterfor three years as its Treasurer, he iscurrently the Twin Cities STC 1st VicePresident and the Management SIGmanager. He has also served as apublications competition judge, and hasmade presentations at the chapter’smonthly meetings and conferences.

MemberandumsCompiled by Chris Keefer

Alan Houser has a new XML book out onthe market. It’s called “XML WeekendCrash Course” and contains 30 teach-yourself lessons and a CD-ROM contain-ing support tools and demo or trialversions of several XML tools. Alan co-authored the book with Kay Ethier ofBright Path Solutions in ResearchTriangle Park, NC. The book is nowavailable through major booksellers’websites.

If you’ve checked the chapter’s calendarof events, you may have seen that ChuckLanigan will be presenting two upcomingseminars for the University ofPittsburgh’s Katz Center for ExecutiveEducation. In “Effective Writing &Organizational Communication,” Chuckcovers specific techniques and conceptsfor developing a successful overallapproach to communicating messageswithin an organization. In “Knowledge

Management & Effective Decision-Making,” he offers technologies andconcepts that will help executives andorganizations in developing a successfuloverall approach to knowledge manage-ment.

Marlene Miller will be presenting a paperat the STC Region 4 conference in AnnArbor, Michigan on November 3, 2001.It’s an updated version of a paperoriginally co-authored by Marlene andJanis Ramey that discusses the need toedit high tech documents. Janis pre-sented the original paper at last year’sIPCC/SIGDOC joint conference at MIT inCambridge, Massachusetts. The paper isposted on Janis Ramey’s website: http://www.technical-writing.net/articles/RameyArticles.html

You never know what might happen whenyou write an article for the Blue Pencil!For Janis Ramey, her “How to BuildBetter Surveys” article in the September2001 issue led directly to an invitation topresent a talk on the same subject to theCarnegie Science Center staff on Septem-ber 26.

Memberandums are published periodi-cally as information is made availableabout our chapter members’ professionalaccomplishments. If you have someinformation you’d like to see in aMemberandums, please email it to ChrisKeefer at [email protected].



Managing the Virtual Worker/TelecommuterFigure 1. SAMPLE TELECOMMUTER AGREEMENT



{NOTE: Replace words in [brackets] with appropriate wording. This is meant to be only a sample; contact your Legaldepartment before developing such an agreement to be used real-time.}

This Alternative Work Arrangement Agreement (“Agreement”) between [company name] (“Company”) and[employee name] (“Employee”) establishes the terms and conditions of an alternative work arrangement.

This Agreement is effective from [date] through [date]. [Company] and Employee will review the arrangement on aquarterly basis. In addition, a change in the Employee’s responsibilities, assignment, customer, or leadership may prompt areevaluation of this agreement. It is understood and agreed this arrangement may be terminated at any time by either[Company] or Employee if it is determined the arrangement is unacceptable.

Under this Agreement, [Company] permits Employee to work at home on a full-time basis. Employee’s work hourswill be flexed between [time] to [time] each workday. Employee’s workdays will be [day] to [day]. Employee’s benefits will becommensurate with those of a full-time employee.

Employee understands his/her presence may be required in the office or at other designated locations for trainingclasses, mandatory organization meetings, performance reviews, off-site team meetings, and on any other such occasion asdetermined by [Company] management. [Company] will provide as much advance notice as practicable if Employee isrequired to be in the office or at another designated location on a scheduled workday. Employee may, at [Company’s].discretion, be asked to participate either in person or by teleconference in other scheduled meetings or events as deemednecessary by [Company].

[Company] will supply to Employee a [insert equipment/materials]. Employee understands [Company] is notresponsible for reimbursing Employee for Employee’s purchase of any other equipment or materials for work at home;however, [Company] will reimburse Employee for miscellaneous office supplies when appropriate purchasing policy isfollowed. Employee understands he/she is allowed to copy non-restricted [Company] material only for legitimate businessneeds. Employee agrees not to reproduce in any way restricted [Company] materials for any reason. Employee furtherunderstands he/she must return any [Company] equipment in his/her possession within fifteen (15) days if the alternativework arrangement is discontinued at any time for any reason.

Employee will adhere to [Company] holiday schedule. Employee will receive a holiday if it falls on the Employee’sscheduled workday. Employee agrees to make every effort to schedule all personal business for non-scheduled workdays.

Employee agrees to inform his/her direct leader whenever Employee is unable to perform his/her duties for anyreason including, but not limited to, personal and/or family illness.

Employee agrees to abide by [Company] policies, procedures, practices, and guidelines at all times.

Employee acknowledges [Company’s]. right to audit any [Company]-owned equipment or materials used at anytime for any reason. In addition, [Company] retains the right to request the return of equipment and/or materials withoutnotice at any time for any reason.



Managing the Virtual Worker/TelecommuterFigure 1. SAMPLE TELECOMMUTER AGREEMENT


Employee agrees to furnish and maintain a designated work space in Employee’s home. In addition, Employeeagrees to work in a safe manner, employ appropriate security measures, and protect company assets, information, tradesecrets, and information systems at all times. Employee agrees to immediately notify his/her direct leader of any safety orhealth hazard caused by any [Company]-owned equipment or materials and to immediately stop using such equipment ormaterials. Employee will also notify his/her direct leader of any other safety or health hazard encountered in the course orscope of his/her employment with [Company]. Employee further agrees to cover [Company] assets by insurance with fullreplacement coverage. Employee shall be responsible for any insurance deductible associated with a claim for loss ordamage to [Company] assets. Loss or damage to any [Company] asset shall be reported as soon as practicable toEmployee’s direct leader. Similarly, any accident or injury which occurs during the course or scope of work for [Company]must be reported by Employee to Employee’s direct leader as soon as practicable.

Employee agrees to devote to the business and affairs of [Company] during his/her scheduled business hours allof his/her working time, attention and ability to carry out the duties of his/her position, to the exclusion of any otheremployment, gainful occupation, or personal and/or family matters. Employee further agrees to notify his/her directleader of any other employment or gainful occupation.

This Agreement is contingent on Employee’s continued employment with [insert organization name]. In the eventEmployee transfers to an organization outside the [insert organization name] organization, Employee must makearrangements for future alternative work arrangements with the manager of the organization to which he/she is transferred.

This Agreement is further contingent upon Employee’s continued satisfactory performance. In the eventEmployee’s performance is deemed unsatisfactory in any manner, [Company] may, at its sole discretion, discontinue thealternative work arrangement.

Both parties agree that this arrangement may be terminated at any time for any reason by either Employee or[Company]. Employee further agrees that [Company] has the sole discretion to discontinue or alter the alternative workarrangement at any time for any reason.

Notwithstanding the foregoing, Employee understands that nothing in this Agreement constitutes a contract thatmodifies or in any way alters Employee’s status as an employee-at-will, meaning Employee’s employment with [Company]can be terminated by either Employee or [Company] for any reason or no reason at all at any time.

[COMPANY] EMPLOYEEBY:

_____________________________________

[[Company] Manager] Date [Employee Name] Date



Tips for Working at HomeBy Deborah S. Ray

Editor’s note: Reprinted with permission.This article was originally published onthe “Official TECHWR-L” website:http://www.raycomm.com/techwhirl/

Question: I finally got my boss to let mework at home a day or two per week, but Ijust can’t seem to get any work done athome! I end up grazing in the fridge allday long, checking email over and overagain, surfing the Web, or nervouslypacing around. What can I do to workmore effectively at home?

Some ideas that have helped us:• Ensure your home office

workspace is suitable for doingyour job. Is your desk bigenough? Is your office separatefrom other rooms, activities, ordistractions? Is your equipmentsuitably situated? You mightbegin by examining yourworkspace at the office, deter-mining why and how it’s

effective, and trying to createthose characteristics in yourhome workspace.

• Ensure you have the resourcesneeded to do your job. Do youhave the software you need tocomplete your tasks? Do youhave the resources to print outthat 350-page draft? Do youhave enough phone lines to, say,let you research online while onthe phone with a colleague?

• Bring home work that you wantto do, if possible, especially asyou’re establishing your work-at-home routine. Similarly, bringhome work that could be betterdone in a quiet at-home workenvironment, such as reading,researching, or line editing.

• Schedule your work-at-homedays and times consistently fromweek to week, if possible, so thatworking at home becomes part ofa routine.

• Plan your work hours before-hand so that you’re less temptedto procrastinate. As you’reestablishing a work-at-homeroutine, you might plan errandsor activities to do after theregular work day so that you’reless tempted to procrastinateduring the day and catch upduring a night shift.

• Prepare the day’s agenda beforeyou sit down at the computereach day. Make a list of thingsyou want to get done, and checkoff tasks as you complete them.For example, we write ouragendas on two white boards onthe wall.

• Leave the computer if you’re notbeing productive (but don’thead to the fridge *grin*). Ifyou’re not getting office workdone, do housework, laundry,filing, or whatever and startagain fresh.

• Find a non-writing activity thathelps you get back in a flow. Forexample, I go upstairs and play thepiano; Eric goes to the garage anddoes manly things with hiscollection of power tools.

• Make sure you don’t have to walkpast the fridge to get to thecoffeepot, sodas, or other drinks.

• Keep snacky foods and easy-to-munch on meals in an outsidefridge or freezer, if possible.

• Take short exercise breaksthroughout the day (or if you’renot being productive at thecomputer). We toss a Nerf ballback and forth here in the office,go out for walks, use exerciseequipment, and even play basket-ball in the driveway.

• Have background noise going atall times (if it helps!). We keep CNNon low or play CDs throughout theday.

• Take time to eat meals away fromthe computer. And, if possible, alsosnack away from the computer soyou don’t get in the habit of doingso.

• Leave work at the end of the day.

If you have suggestions or ideas to add tothese tips, please [email protected].




Tools and Tips ColumnUsing Word’s User Forms


The sample application consists of just two major pieces:

• A User Form with the appropriate interface controls.

• A code module that functions as the overall, controlling macro.

The first step is to create the form and interface controls:

1. Press Alt+F11.

This puts you into the VBA editor.

2. Select Insert > User Form from the main menu bar.

Word displays the Toolbox and gives you a blank form that you can modify. You can stretch the form using the re-sizing handles toaccommodate any arrangement of controls. See Figure 2.

Figure 2: Blank Form and Toolbox

Every control has two options: Properties and View Code. Right-clicking a control displays a shortcut menu from which you canchoose either option. Use the Properties option to alter the appearance of the control.

3. Use the View Code option to change how the control works.



Using Graphics in Microsoft WordDocument specifications require thatthe graphics be imported by refer-ence and have callouts. Thesegraphics must be edited and resizedfor the document.

• PaintShop Pro provides easy re-sizing to the exact inch sizerequired. When you import thegraphic, it is in the proper size.

• Contact Bob Mohr, STCPittsburgh member. Bob haswritten an e-book on MicrosoftWord techniques. His emailaddress [email protected]. Hisweb site is www.writemohr.com.

• Use PowerPoint to draw a boxfor the callout and type theentry. Copy and paste thedrawing a into PaintShop Prodrawing.

Finding Work• Work your network.• Contact job contractors.

Last Minute Changes• Use consistent naming conven-

tions and lexicon so that you cando a search and replace for namechanges.

• Keep a log of changes.

Documenting for Users With WidelyDifferent Reading Levels

• A good index is very important.• Put the active verb in bold-faced

type.• Provide telephone support for

initial uses of the document.• Print only what the particular

user needs.

Usability Testing• Video-tape the test session, but

ask the subject first.• Sit in another room to take

notes; your presence can botherthe subject.

Redesigning an Installation GuideThe goal was to make an installationguide more usable by decreasing the size(and possibly extracting content into aseparate location).

The following suggestions were made:• Remove some content and put it on

the web instead.• Rather than simply putting the files

on the web, also include the HTMLon the CD (so users are not requiredto access the web at that time).

• Include just the main points in printand put the more in-depth informa-tion somewhere else.

• Use separate sheets for the specialsituations (since they change moreoften, it will be less expensive from aprinting standpoint). (An alternativeis simply to include updates onprinted sheets, or on the web — i.e.,


Problems Solved Hereinclude the special situations in print,but don’t update the entire guide forevery change in them — use the webfor that.)

• Find out from someone who knowswhat the customers want.

• Print two separate guides, a“beginner’s” or “basic” guide, andthen an “in-depth” guide. (But therewould be shipping issues, withensuring everything is in the box.) An alternative suggestion was to dosomething similar, but keep it all in asingle guide — just with clearlymarked distinct sections that almostact as different guides.

• Include some of the information inother documentation (such as inGetting Started guides, for example),rather than in the installation guide.

Other topics discussed were how to starton a project that is totally unfamiliar, howto handle people who do not understandwhat a writer does, and how much time ittakes to do our work.

TechCommTechnical Writing

Experienced Technical WriterExperienced Researcher

• Research Proposals

• Grant Proposals

• Contract Proposals

• Research Reports

• Articles

• Monographs

• Training Materials

Telephone: 412-343-2508

Telefax: 412-531-4796

[email protected]



o Fitchburg State student

o Eagle (Denton, Texas) student

o Saskatchewan

e. The following merit grants:

o US$3,000 to the Northern New Englandchapter for a scholarship program at theUniversity of Massachusetts. This schol-arship will be in honor of Millie McGuire,founder of the chapter.

o US$2,000 to the Atlanta chapter to cre-ate a new résumé database.

o US$1,235 to the Central Ohio chapter tosupport its new High School Learning Pro-gram.

f. The following loans:

o US$3,000 to the Southeastern Michiganchapter for the Region 4 conference.

o US$3,000 to the Canada West Coastchapter to host the Region 7 Conference inVancouver, British Columbia, Canada, inNovember 2002, subject to formal approvalof the conference budget.

g. A financial recovery/special need grantof US$715 to the Netherlands chapter tocover past-due costs incurred for the March2001 membership meeting and to ensure thefuture of the chapter.

h. An increase of the stipend for the Indus-try Fellowship for Faculty and for the Teach-ing Fellowship for Practicing Professionalsto US$4,000 each.

i. Julie Bommarito as the Program Managerfor the 2004 STC Annual Conference to beheld in Baltimore, Maryland.

j. Rhonda Stanton for a Journal Editor Fel-lowship.

The Executive Council approved the fol-lowing since the May 2001 board meeting:

a. Pacesetter Awards for the Orlando chap-ter and the Mercer University student chap-

ter. (This was a pro forma vote to acknowl-edge awards granted at the STC AnnualConference in Chicago in May 2001.)

b. Formation of the University of Wiscon-sin-Stout student chapter with a US$150start-up grant.

c. Formation of the Single Sourcing SIGwith a proposed first-year budget ofUS$1,400.

If you would like to learn more aboutdecisions made during this or any otherboard meeting, or if you would like to


Report on the September 2001 STC Board of DirectorsMeeting


have a motion or discussion item broughtforward, please contact your Director-Sponsor. For items you want addressed atthe January 2002 meeting, please alertyour Director-Sponsor by early December.

Note: For Chris Benz’s previous Direc-tor-Sponsor articles, please visit

h t tp: / /www.stcregion.org/region2/chair.shtml

You can reach Chris at 919.479.4891 or

[email protected]

Employment RoundtablesOctober Meeting Summary

By Nancy Carpenter

Thanks to the efforts of Noelle Conover,the guest speakers, and other chaptervolunteers, our annual employmentmeeting was another success. Themeeting was well attended, and everyoneleft with practical employment informationand stronger network connections.

RecruiterPam Schmidbauer is a recruiter withAquent, Inc., a contracting agency. Shetalked about what services her companycan offer to technical writers. Sheunderstands what writers do, and was thefirst in her company to work to placewriters, proofreaders, and sometimesindexers in contract positions. Universi-ties are requesting contract writers toassist with teaching materials, since thereis a big influx into retraining. Pam alsosaid that online portfolios are very usefulfor writers looking for work.

Certification ProgramBob Reitman is Director of the Institutefor Technical Communications, Depart-ment of Outreach and CooperativeExtension, Pennsylvania State University,

and former head of documentation forMinitab, Inc. Bob shared some of hisstrategies for hiring writers and alsotalked about the new certification programin technical writing that will begin inMarch 2002 at three Penn State campuses.The program offers courses in technicalwriting, technical editing, informationdesign, usability analysis, and projectmanagement. For more information,contact Bob Reitman [email protected].

Software TestingSuzy Fontrier teaches database systemsat Penn State and works part-time doingbehavioral interviews for DDI. She hashad many roles over the years —programmer, project leader, softwaredesigner, documenter, trainer, tester,requirements analysis, system administra-tor, and self-acknowledged peon. Suzydiscussed all aspects of working in thetechnical field, but focused on howwriters can enter the field of qualityassurance. She advised that writers getinto the design meetings and get uppermanagement to support their involve-ment.



Employment Roundtables(Continued from page 14)

PortfoliosNancy Ott and Marlene Miller are well-known long-time members of our chapter,with years of experience in the technicalwriting field. They discussed four typesof portfolios that they have used in jobinterviews: a full portfolio that is used for“show and tell,” a smaller portfolio thatcan be left behind, an email, and anonline/CD portfolio.

They suggested that if you rewrote adocument, discuss the before and after.Highlight the improvements. Discusshow you became involved, problems youencountered, and your solutions. If youuse proprietary items, get permission ornegotiate for permission to use part oreliminate the confidential material. If youstill cannot use the item, create a sampleprocedure in the format of the work thatyou did.

You can put the online version of yourportfolio onto a CD or set it up on a webpage. Some considerations for onlineportfolios are: can the audience see it? Ifyou need a computer, is there oneavailable? If you bring a laptop, will thebatteries last for the whole presentation,or is there power available? If you use aCD, be sure it has been virus-scanned,and make the CD auto-running so that theviewer does not have to struggle tolaunch it.

Marketing for the ConsultantNoelle Conover has been self-employedfor close to ten years. She shared some ofthe proven marketing techniques thathave kept her employed. Online searchescan be profitable. STC national andPittsburgh often post opportunities. Talkto your past clients and ask for referrals.Send cards to past clients, but not forChristmas; pick a time that is unusual likeThanksgiving.

Hiring, from the Manager’s ViewpointJean Siegel is consulting for a small start-up venture. In the recent past, shemanaged a 5-person technical writingdepartment in the software industry. Theymaintained a strong internship programand good hiring program. Jean discussedwhat hiring is like from the manager’sviewpoint, what she looked for in writers,what kinds of skills are needed, and howinternships worked. She decided whatknowledge and skills were needed for ajob, and put them in the job description.After reading resumes, she arrangedtelephone interviews with the bestcandidates and asked questions on howthey started a new project, how theyinteracted to get information, etc. When acandidate was interesting, she requesteda sample. And she always checkedreferences. Jean advised that you callyour references before you send outresumes to tell them that you are lookingand subtly remind them of the work youdid for them.

Resume EvaluationMary Ecsedy is president of our chapterof STC and president of Circuit Riders,Inc., which offers software design anddocumentation services. She is experi-enced both in independent consultingand in working as a member of a writingdepartment. She reviewed resumes at themeeting and provided advice on ways toclearly present your skills.

You should submit a cover letter withyour resume. The cover letter and resumeshould be tailored to the job. Mostimportant of all: NO TYPOS!

Most resumes should be about 2 pageslong. If you are newly graduated, includecourses, but relate it to technical writing.For instance, you researched and wrotepapers for course X. Mary advised thatan objective and summary at the top ofthe resume is very useful. Make themsuccinct, and minimize the marketing talk.

If you claim knowledge of specific tools ina Skills Summary, be sure to relate them tospecific tasks in the Experience section.Use keywords related to the fields so thatyou will get a hit during a search.

If you use an online resume, use links tothe sections to minimize the scrolling.You can send a PDF or other format if youknow what the employer can read. Keep aresume in text file format so that you canpaste it into a monster.com job searchengine.

Keep a record of the resumes you send,ads you responded to, results, impres-sions.






Figure 3: Accessing Control Options

The form also has properties and code behind it.

4. Right-click anywhere on the form to access its options.

The code for the form (shown below) tells Word which form to load into memory and display. It also initializes the controlscontaining data:

Public Sub UserForm_Click() ‘entry point to the form

Load UserForm1 ‘loads the form into memory

userform_initialize ‘initialize the text, list, & combo boxes

frmuserform1.Show ‘displays the form

End Sub

Once the form has been created, the next step is to create a Module that contains the VBA code to open the form and prepare adata file.

5. Select Insert > Module from the main menu bar.

This creates a new module and gives you a blank space in which you write your code. (You can change the module name byclicking in the Name field of the Properties window and entering a new name.)

The code in this sample application also includes prompts asking the user whether to create a new file or use an existing file (towhich the data would be appended). In the case of a new file, the user is prompted to enter a filename. In the case of an existingfile, a standard (Windows) File Open dialog box is called so the user can navigate to an existing file and select it.






The following Module code produces Figures 4 through 6, depending on the user’s responses:

Dim filename As String ‘filename is made “global” to all functions

Public Sub Sample_form()

Dim filecreate As String

filecreate = MsgBox(“Do you want to create a new file?”, vbYesNo + vbQuestion + vbDefaultButton1,“Create File”)

If filecreate = 6 Then ‘6 is equivalent to Yes

enter_filename

Else

select_existing_file ‘call standard file open dialog box

End If

Open filename For Append As #1‘open file for writing

UserForm1.Show ‘call and display the form

End Sub

Public Sub enter_filename() ‘prompt for new file name

filename = “”

Do While filename = “”

filename = InputBox(“Enter a file name”, “New File”) Loop

End Sub

Public Sub select_existing_file() ‘call standard file open dialog box

Dim buttonval As String

With Dialogs(wdDialogFileOpen)

buttonval = .Display

filename = .Name

End With

End Sub

Figure 4: First prompt the user sees






If Yes was chosen, Figure 5 is displayed:

Figure 5: Prompt for new filename

If No was chosen, Figure 6 is displayed

Figure 6: The standard Windows File Open dialog box

Once the status of the files has been established, the macro displays the form for data entry. Each time the user completes a screen full ofdata, the Save Data button (see Fig. 1) is clicked. The code behind the Save Data button does several things:

• Writes the current data to the file.

• Clears the form and redisplays it.

• Reinitializes all variables.

The code behind the Save Data button also formats the data being output by placing the delimiter character (“|”, a.k.a. a pipe character)between each data field. The code can also do things like make sure the state data is always saved in upper case letters by converting itbefore writing it to the file.



Here’s the code for the Save Data button:

Private Sub CommandButton1_Click() ‘This is the Save Data button

‘Write data to the file when the button is activated

Print #1, TextBox1.Value; “|”; ‘separate fields with “|” character

Print #1, TextBox2.Value; “|”;




Print #1, UCase(TextBox6.Value); “|”; ‘convert state data to upper case


If OptionButton1 = True Then

Print #1, “Y”; “|”; ‘print Y if true, N if false

Else

Print #1, “N”; “|”;

End If

Print #1, ComboBox1.Value; “|”;

Print #1, ListBox1.Value; “|”;

If CheckBox1 = True Then ‘print Y if true, N if false

Print #1, “Y”; “|”;

Else

Print #1, “N”; “|”;

End If


Print #1, “Y”; “|”;

Else

Print #1, “N”; “|”;

End If


Print #1, “Y”

Else

Print #1, “N”

End If






initialize_boxes ‘empty the text boxes, reset buttons

TextBox1.SetFocus ‘return to first name field

End Sub

6. When all data entry is complete, click the Close button.

The code behind this button is simple: It closes the output file and ends the macro.

The end result is a pipe-delimited text file that can be imported into any software/application capable of importing delimited characterfiles. Here’s an example of what the file might look like:

Bugs|Bunny|100 Star Drive||Hollywood|CA|90220|Y|Other|Consultant|Y|Y|Y

Daffy|Duck|Apt#32|Pond Ave.|Miami|FL|12345|N|Other|1099 Contractor|N|Y|N

John|Doe|1134 Strawn Ave||Arnold|PA|15068|Y|Pittsburgh|Part-time|Y|N|Y





PPPPP.O.O.O.O.O. Box 133. Box 133. Box 133. Box 133. Box 133PPPPPittsburgh, Pittsburgh, Pittsburgh, Pittsburgh, Pittsburgh, PA 15230A 15230A 15230A 15230A 15230

NOVEMBER, 2001

November STC Chapter MeetingEducational Opportunities for Technical Communicators

FLEXIBLE WORK ARRANGEMENTS

WHEN: Tuesday, November 272001, 6:30-8:30P pm.

WHERE: Pittsburgh TechnologyCouncil Training Room

COST: There is no charge forthis meeting. Light refreshmentswill be provided..

RSVP: Please reply by 3 pm onFriday, November 23, to DarleneMullenix, Meeting Coordinator,by calling her at (412) 288-8676or by emailing her at

[email protected].

Whether you are a newcomer or potentialnewcomer to the technical communicationfield, or you are a current technicalcommunicator and would like to enhanceyour academic credentials, this month’smeeting is for you.

The November monthly chapter meetingwill feature speakers from Penn State,Carnegie Mellon, and Point Park College,who will discuss their institutions’educational programs in technicalcommunication.

The month’s chapter meeting is at a newvenue for the Pittsburgh STC. TheTechnology Council is located in the

Voicestream Building, 2000 TechnologyDrive, in the Pittsburgh TechnologyCenter. The Technology Center is ariverfront office park on Second Avenuein the Hazelwood section of Pittsburgh,just off the Bates Street Exit of theParkway West. See the calendar on theSTC Pittsburgh web site for a link to MapQuest directions.

Parking is free in the Technology Center’slighted parking lot. The lot and buildingare patrolled by Technology Centersecurity.