When publishing blog or Road Test report, do you know your audience ?

I'm not sure I agree with your boss's evaluation. I would be interested (don't need to respond) in how much coaching your team was provided for the presentation. Over beers, I can count quite a few requests to do something with no framework and then be criticized for not doing it a specific way. "Here I need you to write this letter." "WTF is this letter? That is not what I asked for. You should have done it like this." Sorry I will jump down from the soap box.

I rarely see RoadTest authors put sundry tribulations in RoadTest. I suspect you might get called out for it by other members. Anyone that gets the chance to do a RoadTest will discover they require considerable effort. Well, a good review requires effort. Spending hours editing videos or creating content like drawings or graphs is normal time spent on reviews.

In my RoadTests, I typically speak to a non-sundry tribulation if it is related to the product or support of the product. Documentation or lack of it is a normal beef of mine. I do enjoy reading about what the author had to do to accomplish their goal. "Here is how I bent light to make this happen."

I recall being asked to make a presentation to senior management for project funding. I was acting in the position for a short time and typically rookies don't present to the company executive. I remember sitting on the back steps of my porch practicing the presentation on the dog and asking him what he thought. I hadn't done such a presentation before and didn't know the audience or what to expect. I recalled being warned by an associate, that a specific person would ask a question to stump me. It happened all the time and It was just a power move to show how much they know.

Before I started the presentation I handed each executive three candies and told them they could eat one when they asked a question. I told them I was new at this and was concerned someone would ask a question I would be unable to answer. I started into my presentation as they chuckled.

The project was not funded. I was told later the project would never have been funded. I struggled with creating the presentation because of that very reason. "I wouldn't fund the project, why would I ask the executive to do it."  I never got a clear answer on why all that effort was put into the project, knowing it would not pass muster.

I stayed in the position for six months and struggled for most of them. In the end, I left the bright lights of the highrise office to return to the dim fluorescents of the equipment room.

I'm not sure I agree with your boss's evaluation. I would be interested (don't need to respond) in how much coaching your team was provided for the presentation. Over beers, I can count quite a few requests to do something with no framework and then be criticized for not doing it a specific way. "Here I need you to write this letter." "WTF is this letter? That is not what I asked for. You should have done it like this." Sorry I will jump down from the soap box.

I rarely see RoadTest authors put sundry tribulations in RoadTest. I suspect you might get called out for it by other members. Anyone that gets the chance to do a RoadTest will discover they require considerable effort. Well, a good review requires effort. Spending hours editing videos or creating content like drawings or graphs is normal time spent on reviews.

In my RoadTests, I typically speak to a non-sundry tribulation if it is related to the product or support of the product. Documentation or lack of it is a normal beef of mine. I do enjoy reading about what the author had to do to accomplish their goal. "Here is how I bent light to make this happen."

I recall being asked to make a presentation to senior management for project funding. I was acting in the position for a short time and typically rookies don't present to the company executive. I remember sitting on the back steps of my porch practicing the presentation on the dog and asking him what he thought. I hadn't done such a presentation before and didn't know the audience or what to expect. I recalled being warned by an associate, that a specific person would ask a question to stump me. It happened all the time and It was just a power move to show how much they know.

Before I started the presentation I handed each executive three candies and told them they could eat one when they asked a question. I told them I was new at this and was concerned someone would ask a question I would be unable to answer. I started into my presentation as they chuckled.

The project was not funded. I was told later the project would never have been funded. I struggled with creating the presentation because of that very reason. "I wouldn't fund the project, why would I ask the executive to do it."  I never got a clear answer on why all that effort was put into the project, knowing it would not pass muster.

I stayed in the position for six months and struggled for most of them. In the end, I left the bright lights of the highrise office to return to the dim fluorescents of the equipment room.