Article published in:Translation and Localization Project Management: The art of the possible
Edited by Keiran J. Dunne and Elena S. Dunne
[American Translators Association Scholarly Monograph Series XVI] 2011
► pp. 319–346
A strategy for fostering localization success
Localization success depends largely on activities which precede localization, performed by groups outside the localization function that may be unaware of their role as stakeholders in the localization process or may even refuse to acknowledge that role. Consequently, localization project managers must manage relationships with stakeholders in other functional units (and even in other organizations) to obtain what they require to ensure successful project outcomes. Thus, this chapter examines the management of outsourced localization projects through the lens of relationship management. It contrasts the variables that shape localization project management in client organizations versus vendor organizations, proposes relationship management strategies for addressing these variables, and concludes by examining a number of tools that can be used to facilitate relationship management in outsourced localization project management.
Published online: 18 October 2011