Delivering the product to the client could consist of submitting it to a mobile application store or giving the client an installer. Whatever the delivery mechanism is, distributing the product itself, is not the last thing to be done. What comes after the team members have demonstrated the product works as intended to the customer? Of course, the client will have various audiences that have an interest that aligns to their specific role within the client's organization. The team members are responsible to produce artifacts that answer each roles questions. We will discuss how to transfer you or your team's knowledge to the client stakeholders, technical staff and its users.
The client stakeholders are usually the top executives of the organization. If the product you are working on is using agile development, you get the items that executives and other top-level employees want to see for free. Most executive pay attention to the bottom line more that the functionality of a product. Now that does not mean the executives do not care about the product, they are just more concerned with the cost associated with the product. Most agile platforms, like Microsoft's Team Foundation Server (TFS), employ a concept of dashboards. These dashboards are highly customizable. Team members must enter information in the TFS system every day about what they are working on. For example, team members must enter how much time it took to complete a user story. The TFS system can crunch all of the entered information and display pretty charts that executives can use to determine the state of a project without getting into the details. These dashboards should “include ROI calculations so the executives will know what they'll get for their investment” (Gilbert, 2012).
Presenting pretty charts to the executives is the least of the work. Presenting your product to the technical workforce is the brunt of the work. Many large environments have a lot of departments that are responsible for different aspects of the product. You may need to develop different documents for each audience. For example, the group that is accountable for approving the architecture of the product may not be the same group that will be acceptance testing the product. Architecture and acceptance testing are completely different animals. You should be prepared to create separate documentation in order to target the technical staff appropriately.
In addition to the technical staff and executives the user need attention to. Remember, the executives and the technical workforce may also be the users, but the use of the product requires a different form of conveying the information. Normally, the information the users need is training on how to use the product. Training can be done in many ways. For example, a full in-class course could be developed, a PowerPoint presentation could be made available to the users or videos can be created. The choice of which way training is conducted usually lies in how much money the client is willing to pay for training. Obviously the most expensive is the in-class course. It would be the most effective though. The users have the opportunity to ask questions to a live person and the training could be tailored to the client specifically. In addition, the in-class training could also be recorded and made available to the users for later viewing. The point here is to have the users get a “basic understanding of the technology so they're not going to be calling the help desk with silly questions they should be able to handle if they took the training” (Stackpole, 2008).
In conclusion, delivering the product itself is not the last thing to do before calling it quits on a product. The client needs to be disseminated the information on the product at various levels. Whether it be executives, technical staff or its users, the team has to remember that the client did not create the product. Each audience needs to be tailored to whether it be dashboards, documentation or on-line training. How would you like it if someone gave you a car without showing you how to drive it first?
References
Gilbert, R. (2012, October 12). ASTD Magazine. Retrieved from Four Presentation Strategies for a C-Level Audience: http://www.astd.org/Publications/Magazines/TD/TD-Archive/2012/10/4-Presentation-Strategies-for-a-C-Level-Audience
Stackpole, B. (2008, March 13). CIO. Retrieved from Five Mistakes IT Groups Make When Training End-Users: http://www.cio.com/article/2436969/training/five-mistakes-it-groups-make-when-training-end-users.html
Dashboard Image - http://blogs.msdn.com/blogfiles/bharry/WindowsLiveWriter/TFS2010ProjectManagement_7A35/image_10.png
Audience Image - http://infospace.ischool.syr.edu/files/2014/09/Large-Audience.jpeg

Delivering the product to the client could consist of submitting it to a mobile application store or giving the client an installer.¹ Whatever the delivery mechanism is, distributing the product itself, is not the last thing to be done.¹ What comes after the team members have demonstrated the product works as intended to the customer?¹ Of course, the client will have various audiences that have an interest that aligns to their specific role within the client's organization.¹ The team members are responsible to produce artifacts that answer each roles questions.¹ We will discuss how to transfer you or your team's knowledge to the client stakeholders, technical staff and its users.
The client stakeholders are usually the top executives of the organization. If the product you are working on is using agile development, you get the items that executives and other top-level employees want to see for free. Most executive pay attention to the bottom line more that the functionality of a product. Now that does not mean the executives do not care about the product, they are just more concerned with the cost associated with the product. Most agile platforms, like Microsoft's Team Foundation Server (TFS), employ a concept of dashboards. These dashboards are highly customizable. Team members must enter information in the TFS system every day about what they are working on. For example, team members must enter how much time it took to complete a user story. The TFS system can crunch all of the entered information and display pretty charts that executives can use to determine the state of a project without getting into the details. These dashboards should “include ROI calculations so the executives will know what they'll get for their investment” (Gilbert, 2012).
Presenting pretty charts to the executives is the least of the work. Presenting your product to the technical workforce is the brunt of the work. Many large environments have a lot of departments that are responsible for different aspects of the product. You may need to develop different documents for each audience. For example, the group that is accountable for approving the architecture of the product may not be the same group that will be acceptance testing the product. Architecture and acceptance testing are completely different animals. You should be prepared to create separate documentation in order to target the technical staff appropriately.
In addition to the technical staff and executives the user need attention to. Remember, the executives and the technical workforce may also be the users, but the use of the product requires a different form of conveying the information. Normally, the information the users need is training on how to use the product. Training can be done in many ways. For example, a full in-class course could be developed, a PowerPoint presentation could be made available to the users or videos can be created. The choice of which way training is conducted usually lies in how much money the client is willing to pay for training. Obviously the most expensive is the in-class course. It would be the most effective though. The users have the opportunity to ask questions to a live person and the training could be tailored to the client specifically. In addition, the in-class training could also be recorded and made available to the users for later viewing. The point here is to have the users get a “basic understanding of the technology so they're not going to be calling the help desk with silly questions they should be able to handle if they took the training” (Stackpole, 2008).
In conclusion, delivering the product itself is not the last thing to do before calling it quits on a product. The client needs to be disseminated the information on the product at various levels. Whether it be executives, technical staff or its users, the team has to remember that the client did not create the product. Each audience needs to be tailored to whether it be dashboards, documentation or on-line training. How would you like it if someone gave you a car without showing you how to drive it first?
References
Gilbert, R. (2012, October 12). ASTD Magazine. Retrieved from Four Presentation Strategies for a C-Level Audience: http://www.astd.org/Publications/Magazines/TD/TD-Archive/2012/10/4-Presentation-Strategies-for-a-C-Level-Audience
Stackpole, B. (2008, March 13). CIO. Retrieved from Five Mistakes IT Groups Make When Training End-Users: http://www.cio.com/article/2436969/training/five-mistakes-it-groups-make-when-training-end-users.html
Dashboard Image - http://blogs.msdn.com/blogfiles/bharry/WindowsLiveWriter/TFS2010ProjectManagement_7A35/image_10.png
Audience Image - http://infospace.ischool.syr.edu/files/2014/09/Large-Audience.jpeg

• ¹Is this part of the essay your introduction? In your introduction, you should capture the reader's interest, provide background information about your topic, and present your thesis sentence. Look in the Writer's Handbook for ways to improve your introduction.

Delivering the product to the client could consist of submitting it to a mobile application store or giving the client an installer. Whatever the delivery mechanism is, distributing the product itself, is not the last thing to be done. What comes after the team members have demonstrated the product works as intended to the customer? Of course, the client will have various audiences that have an interest that aligns to their specific role within the client's organization. The team members are responsible to produce artifacts that answer each roles questions. We will discuss how to transfer you or your team's knowledge to the client stakeholders, technical staff and its users.
¹ The client stakeholders are usually the top executives of the organization. If the product you are working on is using agile development, you get the items that executives and other top-level employees want to see for free. Most executive pay attention to the bottom line more that the functionality of a product. Now that does not mean the executives do not care about the product, they are just more concerned with the cost associated with the product. Most agile platforms, like Microsoft's Team Foundation Server (TFS), employ a concept of dashboards. These dashboards are highly customizable. Team members must enter information in the TFS system every day about what they are working on. For example, team members must enter how much time it took to complete a user story. The TFS system can crunch all of the entered information and display pretty charts that executives can use to determine the state of a project without getting into the details. These dashboards should “include ROI calculations so the executives will know what they'll get for their investment” (Gilbert, 2012).
Presenting pretty charts to the executives is the least of the work. Presenting your product to the technical workforce is the brunt of the work. Many large environments have a lot of departments that are responsible for different aspects of the product. You may need to develop different documents for each audience. For example, the group that is accountable for approving the architecture of the product may not be the same group that will be acceptance testing the product. Architecture and acceptance testing are completely different animals. You should be prepared to create separate documentation in order to target the technical staff appropriately.
In addition to the technical staff and executives the user need attention to. Remember, the executives and the technical workforce may also be the users, but the use of the product requires a different form of conveying the information. Normally, the information the users need is training on how to use the product. Training can be done in many ways. For example, a full in-class course could be developed, a PowerPoint presentation could be made available to the users or videos can be created. The choice of which way training is conducted usually lies in how much money the client is willing to pay for training. Obviously the most expensive is the in-class course. It would be the most effective though. The users have the opportunity to ask questions to a live person and the training could be tailored to the client specifically. In addition, the in-class training could also be recorded and made available to the users for later viewing. The point here is to have the users get a “basic understanding of the technology so they're not going to be calling the help desk with silly questions they should be able to handle if they took the training” (Stackpole, 2008).
In conclusion, delivering the product itself is not the last thing to do before calling it quits on a product. The client needs to be disseminated the information on the product at various levels. Whether it be executives, technical staff or its users, the team has to remember that the client did not create the product. Each audience needs to be tailored to whether it be dashboards, documentation or on-line training. How would you like it if someone gave you a car without showing you how to drive it first?
References
Gilbert, R. (2012, October 12). ASTD Magazine. Retrieved from Four Presentation Strategies for a C-Level Audience: http://www.astd.org/Publications/Magazines/TD/TD-Archive/2012/10/4-Presentation-Strategies-for-a-C-Level-Audience
Stackpole, B. (2008, March 13). CIO. Retrieved from Five Mistakes IT Groups Make When Training End-Users: http://www.cio.com/article/2436969/training/five-mistakes-it-groups-make-when-training-end-users.html
Dashboard Image - http://blogs.msdn.com/blogfiles/bharry/WindowsLiveWriter/TFS2010ProjectManagement_7A35/image_10.png
Audience Image - http://infospace.ischool.syr.edu/files/2014/09/Large-Audience.jpeg

• ¹Is this part of the essay your thesis? The purpose of a thesis is to organize, predict, control, and define your essay. Look in the Writer's Handbook for ways to improve your thesis.

Delivering the product to the client could consist of submitting it to a mobile application store or giving the client an installer. Whatever the delivery mechanism is, distributing the product itself, is not the last thing to be done. What comes after the team members have demonstrated the product works as intended to the customer? Of course, the client will have various audiences that have an interest that aligns to their specific role within the client's organization. The team members are responsible to produce artifacts that answer each roles questions. We will discuss how to transfer you or your team's knowledge to the client stakeholders, technical staff and its users.
The client stakeholders are usually the top executives of the organization.¹ If the product you are working on is using agile development, you get the items that executives and other top-level employees want to see for free. Most executive pay attention to the bottom line more that the functionality of a product. Now that does not mean the executives do not care about the product, they are just more concerned with the cost associated with the product. Most agile platforms, like Microsoft's Team Foundation Server (TFS), employ a concept of dashboards. These dashboards are highly customizable. Team members must enter information in the TFS system every day about what they are working on. For example, team members must enter how much time it took to complete a user story. The TFS system can crunch all of the entered information and display pretty charts that executives can use to determine the state of a project without getting into the details. These dashboards should “include ROI calculations so the executives will know what they'll get for their investment” (Gilbert, 2012).
Presenting pretty charts to the executives is the least of the work.¹ Presenting your product to the technical workforce is the brunt of the work. Many large environments have a lot of departments that are responsible for different aspects of the product. You may need to develop different documents for each audience. For example, the group that is accountable for approving the architecture of the product may not be the same group that will be acceptance testing the product. Architecture and acceptance testing are completely different animals. You should be prepared to create separate documentation in order to target the technical staff appropriately.
In addition to the technical staff and executives the user need attention to.¹ Remember, the executives and the technical workforce may also be the users, but the use of the product requires a different form of conveying the information. Normally, the information the users need is training on how to use the product. Training can be done in many ways. For example, a full in-class course could be developed, a PowerPoint presentation could be made available to the users or videos can be created. The choice of which way training is conducted usually lies in how much money the client is willing to pay for training. Obviously the most expensive is the in-class course. It would be the most effective though. The users have the opportunity to ask questions to a live person and the training could be tailored to the client specifically. In addition, the in-class training could also be recorded and made available to the users for later viewing. The point here is to have the users get a “basic understanding of the technology so they're not going to be calling the help desk with silly questions they should be able to handle if they took the training” (Stackpole, 2008).
In conclusion, delivering the product itself is not the last thing to do before calling it quits on a product.¹ The client needs to be disseminated the information on the product at various levels. Whether it be executives, technical staff or its users, the team has to remember that the client did not create the product. Each audience needs to be tailored to whether it be dashboards, documentation or on-line training. How would you like it if someone gave you a car without showing you how to drive it first?
References
Gilbert, R. (2012, October 12). ASTD Magazine. Retrieved from Four Presentation Strategies for a C-Level Audience: http://www.astd.org/Publications/Magazines/TD/TD-Archive/2012/10/4-Presentation-Strategies-for-a-C-Level-Audience
Stackpole, B. (2008, March 13). CIO. Retrieved from Five Mistakes IT Groups Make When Training End-Users: http://www.cio.com/article/2436969/training/five-mistakes-it-groups-make-when-training-end-users.html
Dashboard Image - http://blogs.msdn.com/blogfiles/bharry/WindowsLiveWriter/TFS2010ProjectManagement_7A35/image_10.png
Audience Image - http://infospace.ischool.syr.edu/files/2014/09/Large-Audience.jpeg

• ¹Criterion has identified three or more main ideas in your essay. Do these ideas support the thesis statement of your essay? Do you use examples, explanations, and details to support and extend your main ideas? Does everything connect back to your thesis statement? Look in the Writer's Handbook for ways to develop main ideas.

Delivering the product to the client could consist of submitting it to a mobile application store or giving the client an installer. Whatever the delivery mechanism is, distributing the product itself, is not the last thing to be done. What comes after the team members have demonstrated the product works as intended to the customer? Of course, the client will have various audiences that have an interest that aligns to their specific role within the client's organization. The team members are responsible to produce artifacts that answer each roles questions. We will discuss how to transfer you or your team's knowledge to the client stakeholders, technical staff and its users.
The client stakeholders are usually the top executives of the organization. If the product you are working on is using agile development, you get the items that executives and other top-level employees want to see for free.¹ Most executive pay attention to the bottom line more that the functionality of a product.¹ Now that does not mean the executives do not care about the product, they are just more concerned with the cost associated with the product.¹ Most agile platforms, like Microsoft's Team Foundation Server (TFS), employ a concept of dashboards.¹ These dashboards are highly customizable.¹ Team members must enter information in the TFS system every day about what they are working on.¹ For example, team members must enter how much time it took to complete a user story.¹ The TFS system can crunch all of the entered information and display pretty charts that executives can use to determine the state of a project without getting into the details.¹ These dashboards should “include ROI calculations so the executives will know what they'll get for their investment” (Gilbert, 2012).
¹ Presenting pretty charts to the executives is the least of the work. Presenting your product to the technical workforce is the brunt of the work.¹ Many large environments have a lot of departments that are responsible for different aspects of the product.¹ You may need to develop different documents for each audience.¹ For example, the group that is accountable for approving the architecture of the product may not be the same group that will be acceptance testing the product.¹ Architecture and acceptance testing are completely different animals.¹ You should be prepared to create separate documentation in order to target the technical staff appropriately.
¹ In addition to the technical staff and executives the user need attention to. Remember, the executives and the technical workforce may also be the users, but the use of the product requires a different form of conveying the information.¹ Normally, the information the users need is training on how to use the product.¹ Training can be done in many ways.¹ For example, a full in-class course could be developed, a PowerPoint presentation could be made available to the users or videos can be created.¹ The choice of which way training is conducted usually lies in how much money the client is willing to pay for training.¹ Obviously the most expensive is the in-class course.¹ It would be the most effective though.¹ The users have the opportunity to ask questions to a live person and the training could be tailored to the client specifically.¹ In addition, the in-class training could also be recorded and made available to the users for later viewing.¹ The point here is to have the users get a “basic understanding of the technology so they're not going to be calling the help desk with silly questions they should be able to handle if they took the training” (Stackpole, 2008).
¹ In conclusion, delivering the product itself is not the last thing to do before calling it quits on a product. The client needs to be disseminated the information on the product at various levels.¹ Whether it be executives, technical staff or its users, the team has to remember that the client did not create the product.¹ Each audience needs to be tailored to whether it be dashboards, documentation or on-line training.¹ How would you like it if someone gave you a car without showing you how to drive it first?
¹ References
Gilbert, R. (2012, October 12). ASTD Magazine. Retrieved from Four Presentation Strategies for a C-Level Audience: http://www.astd.org/Publications/Magazines/TD/TD-Archive/2012/10/4-Presentation-Strategies-for-a-C-Level-Audience
Stackpole, B. (2008, March 13). CIO. Retrieved from Five Mistakes IT Groups Make When Training End-Users: http://www.cio.com/article/2436969/training/five-mistakes-it-groups-make-when-training-end-users.html
Dashboard Image - http://blogs.msdn.com/blogfiles/bharry/WindowsLiveWriter/TFS2010ProjectManagement_7A35/image_10.png
Audience Image - http://infospace.ischool.syr.edu/files/2014/09/Large-Audience.jpeg

• ¹Criterion has identified three or more supporting ideas in this paragraph. Do these ideas support the topic sentence of your paragraph? Use examples, explanations, and details to support and extend your main ideas. Look in the Writer's Handbook for ways to develop supporting ideas.

Delivering the product to the client could consist of submitting it to a mobile application store or giving the client an installer. Whatever the delivery mechanism is, distributing the product itself, is not the last thing to be done. What comes after the team members have demonstrated the product works as intended to the customer? Of course, the client will have various audiences that have an interest that aligns to their specific role within the client's organization. The team members are responsible to produce artifacts that answer each roles questions. We will discuss how to transfer you or your team's knowledge to the client stakeholders, technical staff and its users.
The client stakeholders are usually the top executives of the organization. If the product you are working on is using agile development, you get the items that executives and other top-level employees want to see for free. Most executive pay attention to the bottom line more that the functionality of a product. Now that does not mean the executives do not care about the product, they are just more concerned with the cost associated with the product. Most agile platforms, like Microsoft's Team Foundation Server (TFS), employ a concept of dashboards. These dashboards are highly customizable. Team members must enter information in the TFS system every day about what they are working on. For example, team members must enter how much time it took to complete a user story. The TFS system can crunch all of the entered information and display pretty charts that executives can use to determine the state of a project without getting into the details. These dashboards should “include ROI calculations so the executives will know what they'll get for their investment” (Gilbert, 2012).
Presenting pretty charts to the executives is the least of the work. Presenting your product to the technical workforce is the brunt of the work. Many large environments have a lot of departments that are responsible for different aspects of the product. You may need to develop different documents for each audience. For example, the group that is accountable for approving the architecture of the product may not be the same group that will be acceptance testing the product. Architecture and acceptance testing are completely different animals. You should be prepared to create separate documentation in order to target the technical staff appropriately.
In addition to the technical staff and executives the user need attention to. Remember, the executives and the technical workforce may also be the users, but the use of the product requires a different form of conveying the information. Normally, the information the users need is training on how to use the product. Training can be done in many ways. For example, a full in-class course could be developed, a PowerPoint presentation could be made available to the users or videos can be created. The choice of which way training is conducted usually lies in how much money the client is willing to pay for training. Obviously the most expensive is the in-class course. It would be the most effective though. The users have the opportunity to ask questions to a live person and the training could be tailored to the client specifically. In addition, the in-class training could also be recorded and made available to the users for later viewing. The point here is to have the users get a “basic understanding of the technology so they're not going to be calling the help desk with silly questions they should be able to handle if they took the training” (Stackpole, 2008).
In conclusion, delivering the product itself is not the last thing to do before calling it quits on a product. The client needs to be disseminated the information on the product at various levels. Whether it be executives, technical staff or its users, the team has to remember that the client did not create the product. Each audience needs to be tailored to whether it be dashboards, documentation or on-line training. How would you like it if someone gave you a car without showing you how to drive it first?
References
Gilbert, R. (2012, October 12).¹ ASTD Magazine.¹ Retrieved from Four Presentation Strategies for a C-Level Audience: http://www.astd.org/Publications/Magazines/TD/TD-Archive/2012/10/4-Presentation-Strategies-for-a-C-Level-Audience
Stackpole, B. (2008, March 13).¹ CIO.¹ Retrieved from Five Mistakes IT Groups Make When Training End-Users: http://www.cio.com/article/2436969/training/five-mistakes-it-groups-make-when-training-end-users.html
¹ Dashboard Image - http://blogs.msdn.com/blogfiles/bharry/WindowsLiveWriter/TFS2010ProjectManagement_7A35/image_10.png
Audience Image - http://infospace.ischool.syr.edu/files/2014/09/Large-Audience.jpeg

• ¹Is this part of the essay your conclusion? A conclusion reminds the reader about your thesis, stresses the importance of the ideas you have developed, and leaves the reader with thought-provoking ideas. The Writer's Handbook can provide ideas for improving your conclusion.

Delivering the product to the client could consist of submitting it to a mobile application store or giving the client an installer. Whatever the delivery mechanism is, distributing the product itself, is not the last thing to be done. What comes after the team members have demonstrated the product works as intended to the customer? Of course¹, the client will have various audiences that have an interest that aligns to their specific role within the client's organization. The team members are responsible to produce artifacts that answer each roles questions. We will discuss how to transfer you or your team's knowledge to the client stakeholders, technical staff and its users.
The client stakeholders are usually the top executives of the organization. If¹ the product you are working on is using agile development, you get the items that executives and other top-level employees want to see for free. Most executive pay attention to the bottom line more that the functionality of a product. Now that does not mean the executives do not care about the product, they are just more concerned with the cost associated with the product. Most agile platforms, like Microsoft's Team Foundation Server (TFS), employ a concept of dashboards. These dashboards are highly customizable. Team members must enter information in the TFS system every day about what they are working on. For example¹, team members must enter how much time it took to complete a user story. The TFS system can crunch all of the entered information and display pretty charts that executives can use to determine the state of a project without getting into the details. These dashboards should “include ROI calculations so¹ the executives will know what they'll get for their investment” (Gilbert, 2012).
Presenting pretty charts to the executives is the least of the work. Presenting your product to the technical workforce is the brunt of the work. Many large environments have a lot of departments that are responsible for different aspects of the product. You may need to develop different documents for each audience. For example¹, the group that is accountable for approving the architecture of the product may not be the same group that will be acceptance testing the product. Architecture and acceptance testing are completely different animals. You should be prepared to create separate documentation in order to target the technical staff appropriately.
In addition to¹ the technical staff and executives the user need attention to. Remember, the executives and the technical workforce may also be the users, but the use of the product requires a different form of conveying the information. Normally¹, the information the users need is training on how to use the product. Training can be done in many ways. For example¹, a full in-class course could be developed, a PowerPoint presentation could be made available to the users or¹ videos can be created. The choice of which way training is conducted usually lies in how much money the client is willing to pay for training. Obviously¹ the most expensive is the in-class course. It would be the most effective though. The users have the opportunity to ask questions to a live person and the training could be tailored to the client specifically. In addition¹, the in-class training could also be recorded and made available to the users for later viewing. The point here is to have the users get a “basic understanding of the technology so¹ they're not going to be calling the help desk with silly questions they should be able to handle if they took the training” (Stackpole, 2008).
In conclusion¹, delivering the product itself is not the last thing to do before calling it quits on a product. The client needs to be disseminated the information on the product at various levels. Whether it be executives, technical staff or its users, the team has to remember that the client did not create the product. Each audience needs to be tailored to whether it be dashboards, documentation or on-line training. How would you like it if someone gave you a car without showing you how to drive it first?
References
Gilbert, R. (2012, October 12). ASTD Magazine. Retrieved from Four Presentation Strategies for a C-Level Audience: http://www.astd.org/Publications/Magazines/TD/TD-Archive/2012/10/4-Presentation-Strategies-for-a-C-Level-Audience
Stackpole, B. (2008, March 13). CIO. Retrieved from Five Mistakes IT Groups Make When Training End-Users: http://www.cio.com/article/2436969/training/five-mistakes-it-groups-make-when-training-end-users.html
Dashboard Image - http://blogs.msdn.com/blogfiles/bharry/WindowsLiveWriter/TFS2010ProjectManagement_7A35/image_10.png
Audience Image - http://infospace.ischool.syr.edu/files/2014/09/Large-Audience.jpeg

• ¹These are the transition words and phrases you have used in your essay. Check the Writer's Handbook to see if you have used each word or phrase correctly.

Delivering the product to the client could consist of submitting it to a mobile application store or giving the client an installer. Whatever the delivery mechanism is, distributing the product itself, is not the last thing to be done. What comes after the team members have demonstrated the product works as intended to the customer? Of course, the client will have various audiences that have an interest that aligns to their specific role within the client's organization. The team members are responsible to produce artifacts that answer each roles questions. We will discuss how to transfer you or your team's knowledge to the client stakeholders, technical staff and its users.
The client stakeholders are usually the top executives of the organization. If the product you are working on is using agile development, you get the items that executives and other top-level employees want to see for free. Most executive pay attention to the bottom line more that the functionality of a product. Now that does not mean the executives do not care about the product, they are just more concerned with the cost associated with the product. Most agile platforms, like Microsoft's Team Foundation Server (TFS), employ a concept of dashboards. These dashboards are highly customizable. Team members must enter information in the TFS system every day about what they are working on. For example, team members must enter how much time it took to complete a user story. The TFS system can crunch all of the entered information and display pretty charts that executives can use to determine the state of a project without getting into the details. These dashboards should “include ROI calculations so the executives will know what they'll get for their investment” (Gilbert, 2012).
Presenting pretty charts to the executives is the least of the work. Presenting your product to the technical workforce is the brunt of the work. Many large environments have a lot of departments that are responsible for different aspects of the product. You may need to develop different documents for each audience. For example, the group that is accountable for approving the architecture of the product may not be the same group that will be acceptance testing the product. Architecture and acceptance testing are completely different animals. You should be prepared to create separate documentation in order to target the technical staff appropriately.
In addition to the technical staff and executives the user need attention to. Remember, the executives and the technical workforce may also be the users, but the use of the product requires a different form of conveying the information. Normally, the information the users need is training on how to use the product. Training can be done in many ways. For example, a full in-class course could be developed, a PowerPoint presentation could be made available to the users or videos can be created. The choice of which way training is conducted usually lies in how much money the client is willing to pay for training. Obviously the most expensive is the in-class course. It would be the most effective though. The users have the opportunity to ask questions to a live person and the training could be tailored to the client specifically. In addition, the in-class training could also be recorded and made available to the users for later viewing. The point here is to have the users get a “basic understanding of the technology so they're not going to be calling the help desk with silly questions they should be able to handle if they took the training” (Stackpole, 2008).
In conclusion, delivering the product itself is not the last thing to do before calling it quits on a product. The client needs to be disseminated the information on the product at various levels. Whether it be executives, technical staff or its users, the team has to remember that the client did not create the product. Each audience needs to be tailored to whether it be dashboards, documentation or on-line training. How would you like it if someone gave you a car without showing you how to drive it first?
References
Gilbert, R. (2012, October 12). ASTD Magazine. Retrieved from Four Presentation Strategies for a C-Level Audience: http://www.astd.org/Publications/Magazines/TD/TD-Archive/2012/10/4-Presentation-Strategies-for-a-C-Level-Audience
Stackpole, B. (2008, March 13). CIO. Retrieved from Five Mistakes IT Groups Make When Training End-Users: http://www.cio.com/article/2436969/training/five-mistakes-it-groups-make-when-training-end-users.html
Dashboard Image - http://blogs.msdn.com/blogfiles/bharry/WindowsLiveWriter/TFS2010ProjectManagement_7A35/image_10.png
¹ Audience Image - http://infospace.ischool.syr.edu/files/2014/09/Large-Audience.jpeg

• ¹Is this material a title, class name, section number, opening, closing, signature, or name? This material does not seem to be part of your essay.

Delivering the product to the client could consist of submitting it to a mobile application store or giving the client an installer. Whatever the delivery mechanism is, distributing the product itself, is not the last thing to be done. What comes after the team members have demonstrated the product works as intended to the customer? Of course, the client will have various audiences that have an interest that aligns to their specific role within the client's organization. The team members are responsible to produce artifacts that answer each roles questions. We will discuss how to transfer you or your team's knowledge to the client stakeholders, technical staff and its users.
The client stakeholders are usually the top executives of the organization. If the product you are working on is using agile development, you get the items that executives and other top-level employees want to see for free. Most executive pay attention to the bottom line more that the functionality of a product. Now that does not mean the executives do not care about the product, they are just more concerned with the cost associated with the product. Most agile platforms, like Microsoft's Team Foundation Server (TFS), employ a concept of dashboards. These dashboards are highly customizable. Team members must enter information in the TFS system every day about what they are working on. For example, team members must enter how much time it took to complete a user story. The TFS system can crunch all of the entered information and display pretty charts that executives can use to determine the state of a project without getting into the details. These dashboards should “include ROI calculations so the executives will know what they'll get for their investment” (Gilbert, 2012).
Presenting pretty charts to the executives is the least of the work. Presenting your product to the technical workforce is the brunt of the work. Many large environments have a lot of departments that are responsible for different aspects of the product. You may need to develop different documents for each audience. For example, the group that is accountable for approving the architecture of the product may not be the same group that will be acceptance testing the product. Architecture and acceptance testing are completely different animals. You should be prepared to create separate documentation in order to target the technical staff appropriately.
In addition to the technical staff and executives the user need attention to. Remember, the executives and the technical workforce may also be the users, but the use of the product requires a different form of conveying the information. Normally, the information the users need is training on how to use the product. Training can be done in many ways. For example, a full in-class course could be developed, a PowerPoint presentation could be made available to the users or videos can be created. The choice of which way training is conducted usually lies in how much money the client is willing to pay for training. Obviously the most expensive is the in-class course. It would be the most effective though. The users have the opportunity to ask questions to a live person and the training could be tailored to the client specifically. In addition, the in-class training could also be recorded and made available to the users for later viewing. The point here is to have the users get a “basic understanding of the technology so they're not going to be calling the help desk with silly questions they should be able to handle if they took the training” (Stackpole, 2008).
In conclusion, delivering the product itself is not the last thing to do before calling it quits on a product. The client needs to be disseminated the information on the product at various levels. Whether it be executives, technical staff or its users, the team has to remember that the client did not create the product. Each audience needs to be tailored to whether it be dashboards, documentation or on-line training. How would you like it if someone gave you a car without showing you how to drive it first?
References
Gilbert, R. (2012, October 12). ASTD Magazine.¹ Retrieved from Four Presentation Strategies for a C-Level Audience: http://www.astd.org/Publications/Magazines/TD/TD-Archive/2012/10/4-Presentation-Strategies-for-a-C-Level-Audience
Stackpole, B. (2008, March 13). CIO.¹ Retrieved from Five Mistakes IT Groups Make When Training End-Users: http://www.cio.com/article/2436969/training/five-mistakes-it-groups-make-when-training-end-users.html
Dashboard Image - http://blogs.msdn.com/blogfiles/bharry/WindowsLiveWriter/TFS2010ProjectManagement_7A35/image_10.png
¹ Audience Image - http://infospace.ischool.syr.edu/files/2014/09/Large-Audience.jpeg

• ¹This sentence may be a fragment. Proofread the sentence to be sure that it has at least one independent clause with a complete subject and predicate.

Delivering the product to the client could consist of submitting it to a mobile application store or giving the client an installer. Whatever the delivery mechanism is, distributing the product itself, is not the last thing to be done. What comes after the team members have demonstrated the product works as intended to the customer? Of course, the client will have various audiences that have an interest that aligns to their specific role within the client's organization. The team members are responsible to produce artifacts that answer each roles¹ questions. We will discuss how to transfer you or your team's knowledge to the client stakeholders, technical staff and its users.
The client stakeholders are usually the top executives of the organization. If the product you are working on is using agile development, you get the items that executives and other top-level employees want to see for free. Most executive pay attention to the bottom line more that the functionality of a product. Now that does not mean the executives do not care about the product, they are just more concerned with the cost associated with the product. Most agile platforms, like Microsoft's Team Foundation Server (TFS), employ a concept of dashboards. These dashboards are highly customizable. Team members must enter information in the TFS system every day about what they are working on. For example, team members must enter how much time it took to complete a user story. The TFS system can crunch all of the entered information and display pretty charts that executives can use to determine the state of a project without getting into the details. These dashboards should “include ROI calculations so the executives will know what they'll get for their investment” (Gilbert, 2012).
Presenting pretty charts to the executives is the least of the work. Presenting your product to the technical workforce is the brunt of the work. Many large environments have a lot of departments that are responsible for different aspects of the product. You may need to develop different documents for each audience. For example, the group that is accountable for approving the architecture of the product may not be the same group that will be acceptance testing the product. Architecture and acceptance testing are completely different animals. You should be prepared to create separate documentation in order to target the technical staff appropriately.
In addition to the technical staff and executives the user need attention to. Remember, the executives and the technical workforce may also be the users, but the use of the product requires a different form of conveying the information. Normally, the information the users need is training on how to use the product. Training can be done in many ways. For example, a full in-class course could be developed, a PowerPoint presentation could be made available to the users or videos can be created. The choice of which way training is conducted usually lies in how much money the client is willing to pay for training. Obviously the most expensive is the in-class course. It would be the most effective though. The users have the opportunity to ask questions to a live person and the training could be tailored to the client specifically. In addition, the in-class training could also be recorded and made available to the users for later viewing. The point here is to have the users get a “basic understanding of the technology so they're not going to be calling the help desk with silly questions they should be able to handle if they took the training” (Stackpole, 2008).
In conclusion, delivering the product itself is not the last thing to do before calling it quits on a product. The client needs to be disseminated the information on the product at various levels. Whether it be executives, technical staff or its users, the team has to remember that the client did not create the product. Each audience needs to be tailored to whether it be dashboards, documentation or on-line training. How would you like it if someone gave you a car without showing you how to drive it first?
References
Gilbert, R. (2012, October 12). ASTD Magazine. Retrieved from Four Presentation Strategies for a C-Level Audience: http://www.astd.org/Publications/Magazines/TD/TD-Archive/2012/10/4-Presentation-Strategies-for-a-C-Level-Audience
Stackpole, B. (2008, March 13). CIO. Retrieved from Five Mistakes IT Groups Make When Training End-Users: http://www.cio.com/article/2436969/training/five-mistakes-it-groups-make-when-training-end-users.html
Dashboard Image - http://blogs.msdn.com/blogfiles/bharry/WindowsLiveWriter/TFS2010ProjectManagement_7A35/image_10.png
Audience Image - http://infospace.ischool.syr.edu/files/2014/09/Large-Audience.jpeg

• ¹You may need to use an apostrophe to show possession.

Delivering the product to the client could consist of submitting it to a mobile application store or giving the client an installer. Whatever the delivery mechanism is, distributing the product itself, is not the last thing to be done. What comes after the team members have demonstrated the product works as intended to the customer? Of course, the client will have various audiences that have an interest that aligns to their specific role within the client's organization. The team members are responsible to produce artifacts that answer each roles questions. We will discuss how to transfer you or your team's knowledge to the client stakeholders, technical staff and its users.
The client stakeholders are usually the top executives of the organization. If the product you are working on is using agile development, you get the items that executives and other top-level employees want to see for free. Most executive pay attention to the bottom line more that the functionality of a product. Now that does not mean the executives do not care about the product, they are just more concerned with the cost associated with the product. Most agile platforms, like Microsoft's Team Foundation Server (TFS), employ a concept of dashboards. These dashboards are highly customizable. Team members must enter information in the TFS system every day about what they are working on. For example, team members must enter how much time it took to complete a user story. The TFS system can crunch all of the entered information and display pretty charts that executives can use to determine the state of a project without getting into the details. These dashboards should “include ROI calculations so the executives will know what they'll get for their investment” (Gilbert, 2012).
Presenting pretty charts to the executives is the least of the work. Presenting your product to the technical workforce is the brunt of the work. Many large environments have a lot of departments that are responsible for different aspects of the product. You may need to develop different documents for each audience. For example, the group that is accountable for approving the architecture of the product may not be the same group that will be acceptance testing the product. Architecture and acceptance testing are completely different animals. You should be prepared to create separate documentation in order to target the technical staff appropriately.
In addition to the technical staff and executives the user need attention to. Remember, the executives and the technical workforce may also be the users, but the use of the product requires a different form of conveying the information. Normally, the information the users need is training on how to use the product. Training can be done in many ways. For example, a full in-class course could be developed, a PowerPoint presentation could be made available to the users or videos can be created. The choice of which way training is conducted usually lies in how much money the client is willing to pay for training. Obviously the most expensive is the in-class course. It would be the most effective though. The users have the opportunity to ask questions to a live person and the¹ training could be tailored to the client specifically. In addition, the in-class training could also be recorded and made available to the users for later viewing. The point here is to have the users get a “basic understanding of the technology so they're not going to be calling the help desk with silly questions they should be able to handle if they took the training” (Stackpole, 2008).
In conclusion, delivering the product itself is not the last thing to do before calling it quits on a product. The client needs to be disseminated the information on the product at various levels. Whether it be executives, technical staff or its users, the team has to remember that the client did not create the product. Each audience needs to be tailored to whether it be dashboards, documentation or on-line training. How would you like it if someone gave you a car without showing you how to drive it first?
References
Gilbert, R. (2012, October 12). ASTD Magazine. Retrieved from Four Presentation Strategies for a C-Level Audience: http://www.astd.org/Publications/Magazines/TD/TD-Archive/2012/10/4-Presentation-Strategies-for-a-C-Level-Audience
Stackpole, B. (2008, March 13). CIO. Retrieved from Five Mistakes IT Groups Make When Training End-Users: http://www.cio.com/article/2436969/training/five-mistakes-it-groups-make-when-training-end-users.html
Dashboard Image - http://blogs.msdn.com/blogfiles/bharry/WindowsLiveWriter/TFS2010ProjectManagement_7A35/image_10.png
Audience Image - http://infospace.ischool.syr.edu/files/2014/09/Large-Audience.jpeg

• ¹You may need to remove this article.

Delivering the product to the client could consist of submitting it to a mobile application store or giving the client an installer¹. Whatever the delivery mechanism is, distributing the product itself, is not the last thing to be done. What comes after the team members have demonstrated the product works as intended to the customer? Of course, the client will have various audiences that have an interest that aligns to their specific role within the client's organization. The team members are responsible to produce artifacts that answer each roles questions. We will discuss how to transfer you or your team's knowledge to the client stakeholders, technical staff and its users.
The client stakeholders are usually the top executives of the organization. If the product you are working on is using agile development, you get the items that executives and other top-level employees want to see for free. Most executive pay attention to the bottom line more that the functionality of a product. Now that does not mean the executives do not care about the product, they are just more concerned with the cost associated with the product. Most agile platforms, like Microsoft's Team Foundation Server (TFS¹), employ a concept of dashboards. These dashboards are highly customizable¹. Team members must enter information in the TFS¹ system every day about what they are working on. For example, team members must enter how much time it took to complete a user story. The TFS¹ system can crunch all of the entered information and display pretty charts that executives can use to determine the state of a project without getting into the details. These dashboards should “include ROI calculations so the executives will know what they'll get for their investment” (Gilbert, 2012).
Presenting pretty charts to the executives is the least of the work. Presenting your product to the technical workforce is the brunt of the work. Many large environments have a lot of departments that are responsible for different aspects of the product. You may need to develop different documents for each audience. For example, the group that is accountable for approving the architecture of the product may not be the same group that will be acceptance testing the product. Architecture and acceptance testing are completely different animals. You should be prepared to create separate documentation in order to target the technical staff appropriately.
In addition to the technical staff and executives the user need attention to. Remember, the executives and the technical workforce may also be the users, but the use of the product requires a different form of conveying the information. Normally, the information the users need is training on how to use the product. Training can be done in many ways. For example, a full in-class course could be developed, a PowerPoint presentation could be made available to the users or videos can be created. The choice of which way training is conducted usually lies in how much money the client is willing to pay for training. Obviously the most expensive is the in-class course. It would be the most effective though. The users have the opportunity to ask questions to a live person and the training could be tailored to the client specifically. In addition, the in-class training could also be recorded and made available to the users for later viewing. The point here is to have the users get a “basic understanding of the technology so they're not going to be calling the help desk with silly questions they should be able to handle if they took the training” (Stackpole, 2008).
In conclusion, delivering the product itself is not the last thing to do before calling it quits on a product. The client needs to be disseminated the information on the product at various levels. Whether it be executives, technical staff or its users, the team has to remember that the client did not create the product. Each audience needs to be tailored to whether it be dashboards, documentation or on-line training. How would you like it if someone gave you a car without showing you how to drive it first?
References
Gilbert, R. (2012, October 12). ASTD¹ Magazine. Retrieved from Four Presentation Strategies for a C-Level Audience: http://www.astd¹.org¹/Publications/Magazines/TD¹/TD¹-Archive/2012/10/4-Presentation-Strategies-for-a-C-Level-Audience
Stackpole, B. (2008, March 13). CIO. Retrieved from Five Mistakes IT Groups Make When Training End-Users: http://www.cio.com/article/2436969/training/five-mistakes-it-groups-make-when-training-end-users.html
Dashboard Image - http://blogs.msdn.com/blogfiles/bharry/WindowsLiveWriter/TFS2010ProjectManagement_7A35/image_10.png
Audience Image - http://infospace.ischool.syr.edu/files/2014/09/Large-Audience.jpeg

• ¹This word is misspelled. Use a dictionary or spellchecker when you proofread your work.

Delivering the product to the client could consist of submitting it to a mobile application store or giving the client an installer. Whatever the delivery mechanism is, distributing the product itself, is not the last thing to be done. What comes after the team members have demonstrated the product works as intended to the customer? Of course, the client will have various audiences that have an interest that aligns to their specific role within the client's organization. The team members are responsible to produce artifacts that answer each roles questions. We will discuss how to transfer you or your team's knowledge to the client stakeholders, technical staff and its users.
The client stakeholders are usually the top executives of the organization. If the product you are working on is using agile development, you get the items that executives and other top-level employees want to see for free. Most executive pay attention to the bottom line more that the functionality of a product. Now that does not mean the executives do not care about the product, they are just more concerned with the cost associated with the product. Most agile platforms, like Microsoft's Team Foundation Server (TFS), employ a concept of dashboards. These dashboards are highly customizable. Team members must enter information in the TFS system every day about what they are working on. For example, team members must enter how much time it took to complete a user story. The TFS system can crunch all of the entered information and display pretty charts that executives can use to determine the state of a project without getting into the details. These dashboards should “include ROI calculations so the executives will know what they'll get for their investment” (Gilbert, 2012).
Presenting pretty charts to the executives is the least of the work. Presenting your product to the technical workforce is the brunt of the work. Many large environments have a lot of departments that are responsible for different aspects of the product. You may need to develop different documents for each audience. For example, the group that is accountable for approving the architecture of the product may not be the same group that will be acceptance testing the product. Architecture and acceptance testing are completely different animals. You should be prepared to create separate documentation in order to target the technical staff appropriately.
In addition to the technical staff and executives the user need attention to. Remember, the executives and the technical workforce may also be the users, but the use of the product requires a different form of conveying the information. Normally, the information the users need is training on how to use the product. Training can be done in many ways. For example, a full in-class course could be developed, a PowerPoint presentation could be made available to the users or videos can be created. The choice of which way training is conducted usually lies in how much money the client is willing to pay for training. Obviously the most expensive is the in-class course. It would be the most effective though. The users have the opportunity to ask questions to a live person and the training could be tailored to the client specifically. In addition, the in-class training could also be recorded and made available to the users for later viewing. The point here is to have the users get a “basic understanding of the technology so they're not going to be calling the help desk with silly questions they should be able to handle if they took the training” (Stackpole, 2008).
In conclusion, delivering the product itself is not the last thing to do before calling it quits on a product. The client needs to be disseminated the information on the product at various levels. Whether it be executives, technical staff or its users, the team has to remember that the client did not create the product. Each audience needs to be tailored to whether it be dashboards, documentation or on-line training. How would you like it if someone gave you a car without showing you how to drive it first?
References
Gilbert, R. (2012, October 12). ASTD Magazine. Retrieved from Four Presentation Strategies for a C-Level Audience: http://www.astd.org/Publications/Magazines/TD/TD-Archive/2012/10/4-Presentation-Strategies-for-a-C-Level-Audience
Stackpole, B. (2008, March 13). CIO. Retrieved from Five Mistakes IT Groups Make When Training End-Users: http://www.cio.com/article/2436969/training/five-mistakes-it-groups-make-when-training-end-users.html
¹ Dashboard Image - http://blogs.msdn.com/blogfiles/bharry/WindowsLiveWriter/TFS2010ProjectManagement_7A35/image_10.png
Audience Image - http://infospace.ischool.syr.edu/files/2014/09/Large-Audience.jpeg

• ¹You are missing a punctuation mark at the end of this sentence.

Delivering the product to the client could consist of submitting it to a mobile application store or giving the client an installer. Whatever the delivery mechanism is, distributing the product itself, is not the last thing to be done. What comes after the team members have demonstrated the product works as intended to the customer? Of course, the client will have various audiences that have an interest that aligns to their specific role within the client's organization. The team members are responsible to produce artifacts that answer each roles questions. We will discuss how to transfer you or your team's knowledge to the client stakeholders, technical staff and its users.
The client stakeholders are usually the top executives of the organization. If the product you are working on is using agile development, you get the items that executives and other top-level employees want to see for free. Most executive pay attention to the bottom line more that the functionality of a product. Now that does not mean the executives do not care about the product, they are just more concerned with the cost associated with the product. Most agile platforms, like Microsoft's Team Foundation Server (TFS), employ a concept of dashboards. These dashboards are highly customizable.¹ Team members must enter information in the TFS system every day about what they are working on. For example, team members must enter how much time it took to complete a user story. The TFS system can crunch all of the entered information and display pretty charts that executives can use to determine the state of a project without getting into the details. These dashboards should “include ROI calculations so the executives will know what they'll get for their investment” (Gilbert, 2012).
Presenting pretty charts to the executives is the least of the work. Presenting your product to the technical workforce is the brunt of the work. Many large environments have a lot of departments that are responsible for different aspects of the product. You may need to develop different documents for each audience. For example, the group that is accountable for approving the architecture of the product may not be the same group that will be acceptance testing the product. Architecture and acceptance testing are completely different animals. You should be prepared to create separate documentation in order to target the technical staff appropriately.
In addition to the technical staff and executives the user need attention to. Remember, the executives and the technical workforce may also be the users, but the use of the product requires a different form of conveying the information. Normally, the information the users need is training on how to use the product. Training can be done in many ways.¹ For example, a full in-class course could be developed, a PowerPoint presentation could be made available to the users or videos can be created. The choice of which way training is conducted usually lies in how much money the client is willing to pay for training. Obviously the most expensive is the in-class course. It would be the most effective though.¹ The users have the opportunity to ask questions to a live person and the training could be tailored to the client specifically. In addition, the in-class training could also be recorded and made available to the users for later viewing. The point here is to have the users get a “basic understanding of the technology so they're not going to be calling the help desk with silly questions they should be able to handle if they took the training” (Stackpole, 2008).
In conclusion, delivering the product itself is not the last thing to do before calling it quits on a product. The client needs to be disseminated the information on the product at various levels. Whether it be executives, technical staff or its users, the team has to remember that the client did not create the product. Each audience needs to be tailored to whether it be dashboards, documentation or on-line training. How would you like it if someone gave you a car without showing you how to drive it first?
References
Gilbert, R. (2012, October 12).¹ ASTD Magazine.¹ Retrieved from Four Presentation Strategies for a C-Level Audience: http://www.astd.org/Publications/Magazines/TD/TD-Archive/2012/10/4-Presentation-Strategies-for-a-C-Level-Audience
Stackpole, B. (2008, March 13). CIO.¹ Retrieved from Five Mistakes IT Groups Make When Training End-Users: http://www.cio.com/article/2436969/training/five-mistakes-it-groups-make-when-training-end-users.html
Dashboard Image - http://blogs.msdn.com/blogfiles/bharry/WindowsLiveWriter/TFS2010ProjectManagement_7A35/image_10.png
Audience Image - http://infospace.ischool.syr.edu/files/2014/09/Large-Audience.jpeg

• ¹You have many short sentences in this essay. You can often improve your sentence structure by combining sentences.