The Digital Cowboy 

Technical Writing 

A primary responsibility of any Product Manager is the authoring of technical documents for internal and external distribution. Internal documents typically include product planning and a "road map", defining feature and functionality requirements as design specifications, establishing pricing requirements, and more.

External documents include Product Guides, User Manuals, sales and marketing literature and brochures, price lists, and other sales tools such as slide shows, demo content and more.

Schiffman contributed to the internal documentation process but it would be unprofessional to include examples here.

Some examples of public documents he authored can be accessed below.

A Product Guide is a sales tool, intended to explain the features and functionality of a product and it's options. It differs from a User Guide in that it's not written to explain how to use the product, but rather how the product could be configured and put to use.

Sample Product Guide

When Schiffman joined QuVIS, the installed base was under warranty, qualifying for no-charge support. The customer Support Group and the company had no guidelines or means of charging for out of warranty updates or repairs. Schiffman created "QuCare", which defined the type of support, response times and other responsibilities of the company for non-warrant support.

QuCare Support Plan

During the Early Adopter phase of dcinema, the company received many requests for the loan of equipment for trade shows and exhibitions. These requests were often fulfilled and sometimes questions or issues were raised over the expectations of the borrower or value in return to Schiffman's company. Schiffman created the "Perfect Images" program to clarify and quantify these expectations.

Perfect Images Program

Many sales opportunities were developed and concluded based on a "try it, like it, buy it" demonstration concept. Particularly for mastering systems, products were often provided to customers at no charge for a short period of time while the customer determined if the solution mets their needs. Simply drop-shipping a machine to a customer and hoping they would uncover its merits was not a strategy likely to generate sales. Schiffman defined a project implementation plan specific to each customer which helped reduce customer confusion, misunderstandings and closely supported the customer while they integrated the trial system into their work flow. This approach carried a higher cost of doing business but that cost was recovered in higher closed-sales ratios.

Sample DCinema Implementation Plan

As the dcinema industry grew, and sales increased, there were times when, for what ever reason, the installation location was not prepared when the installation team and player arrived. As part of an integrated system, sometimes the audio system wasn't upgraded or the projector installation incomplete. On occasion  the person in charge wasn't available or expecting the team. Schiffman developed a "Site Survey" document which helped reduce confusion, an "Installation Checklist" to assure each installation was complete, and a "Troubleshooting Guide" to be left with the operators.

Sample Site Survey

Sample Installation Checklist

Sample Troubleshooting Guide