219-7677 10 7500817 John Benjamins Publishing Company Marketing Department / Karin Plijnaar, Pieter Lamers onix@benjamins.nl 201707062302 ONIX title feed eng 01 EUR
405007661 03 01 01 JB John Benjamins Publishing Company 01 JB code ATA XVI Eb 15 9789027283245 06 10.1075/ata.xvi 13 2011032360 DG 002 02 01 ATA 02 0890-4111 American Translators Association Scholarly Monograph Series XVI <TitleType>01</TitleType> <TitleText textformat="02">Translation and Localization Project Management</TitleText> <Subtitle textformat="02">The art of the possible</Subtitle> 01 ata.xvi 01 https://benjamins.com 02 https://benjamins.com/catalog/ata.xvi 1 B01 Keiran J. Dunne Dunne, Keiran J. Keiran J. Dunne Kent State University 2 B01 Elena S. Dunne Dunne, Elena S. Elena S. Dunne Kent State University 01 eng 430 vi 424 LAN023000 v.2006 CFP 2 24 JB Subject Scheme TRAN.TRANSL Translation Studies 06 01 Over the past three decades, translation has evolved from a profession practiced largely by individuals to a cottage industry model and finally to a formally recognized industrial sector that is project-based, heavily outsourced and that encompasses a wide range of services in addition to translation. As projects have grown in size, scope and complexity, and as project teams have become increasingly distributed across geographies, time zones, languages and cultures, formalized project management has emerged as both a business requirement and a critical success factor for language service providers. In recognition of these developments, this volume examines the application of project management concepts, tools and techniques to translation and localization projects. The contributors are seasoned practitioners and scholars who offer insights into the central role of project management in the language industry today and discuss best-practice approaches to the adaptation of generic project management knowledge, skills, tools and techniques for translation and localization projects. 05 <i>Translation and Localization Project Management: The art of the possible</i>, edited by Keiran Dunne and Elena Dunne, is a comprehensive and long overdue collection of essays that cover the complex set of different skills required to succeed as a translation and localization project manager. [...] It constitutes the most comprehensive and most updated overview of PM available, and it will be essential reading for students, trainers and scholars working in this under-researched field. Miguel A. Jiménez-Crespo, Rutgers University, in Target Vol. 27:1 (2015) 05 [...] the overarching thrust of this volume is not so much about discussing competing frameworks for project management in the language industry, but about how generic project management frameworks, as represented by the PMBOK, can be used and adapted in the context of translation and localization. [...] I definitely recommend this volume for scholars, practitioners, and students. It is accessible, well-written, and well-edited throughout. I see it as a solid contribution to the literature on applied translation studies. The volume has a solid introduction, a clear organization, and the topics and authors chosen represent some of the more important scholars and practitioners in the industry. Gregory M. Shreve, Kent State University, Multilingua, Vol. 32:3 (2014) 05 The articles, written by respected industry experts, provide valuable information both of the general project management techniques documented in the PMBOK and of localization-specific issues related to project management. This information would be extremely useful to any novel localization project manager. Aram Morera Mesa, University of Limerick, in Machine Translation, Vol. 27 (2013) 04 09 01 https://benjamins.com/covers/475/ata.xvi.png 04 03 01 https://benjamins.com/covers/475_jpg/9789027231925.jpg 04 03 01 https://benjamins.com/covers/475_tif/9789027231925.tif 06 09 01 https://benjamins.com/covers/1200_front/ata.xvi.hb.png 07 09 01 https://benjamins.com/covers/125/ata.xvi.png 25 09 01 https://benjamins.com/covers/1200_back/ata.xvi.hb.png 27 09 01 https://benjamins.com/covers/3d_web/ata.xvi.hb.png 10 01 JB code ata.xvi.01dun 1 14 14 Article 1 <TitleType>01</TitleType> <TitleText textformat="02">Mapping terra incognita</TitleText> <Subtitle textformat="02">Project management in the discipline of translation studies</Subtitle> 1 A01 Keiran J. Dunne Dunne, Keiran J. Keiran J. Dunne Kent State University 2 A01 Elena S. Dunne Dunne, Elena S. Elena S. Dunne Advanced Language Translation Inc. 10 01 JB code ata.xvi.02p1 Section header 2 <TitleType>01</TitleType> <TitleText textformat="02">I. Project management in the context of translation and localization business</TitleText> 10 01 JB code ata.xvi.03gia 17 50 34 Article 3 <TitleType>01</TitleType> <TitleText textformat="02">Strategic views on localization project management</TitleText> <Subtitle textformat="02">The importance of global product management and portfolio management</Subtitle> 1 A01 Salvatore Giammarresi Giammarresi, Salvatore Salvatore Giammarresi 01 This chapter examines the strategic position of localization management in high-tech software and Web companies through the phases of requirements development, requirements management, product development and portfolio management. It begins by examining the three functional units that formulate the strategies and planning required to transform an idea into a successful localized product: International Product Management, Localization Project Management and Portfolio Management. Next, it discusses the product development process and participants. It then addresses the critical importance of requirements and stakeholder identification, and examines in detail the role of the Business Requirements Document (BRD), Market Requirements Document (MRD) and Product Requirements Document (PRD) in the product development process. Finally, the chapter situates localization management in the context of portfolio management and concludes by discussing implications for practitioners, students and educators. 10 01 JB code ata.xvi.04cha 51 68 18 Article 4 <TitleType>01</TitleType> <TitleText textformat="02">Selecting enterprise project management software</TitleText> <Subtitle textformat="02">More than just a build-or-buy decision?</Subtitle> 1 A01 Alain Chamsi Chamsi, Alain Alain Chamsi 01 Most Language Service Providers (LSPs) have implemented some form of project management system. As the LSP grows and diversifies, the system will initially accommodate increased demands, but continued growth will eventually strain the system to its breaking point. At this critical juncture and under tremendous pressure, the LSP must decide whether to modify the existing system, build a new system or consider buying an off-the-shelf solution. A better approach to making such an important decision is to proactively review the project management system periodically, as part of the organization&#8217;s ongoing evaluation of its processes and procedures. This chapter provides a methodology and specific tools to facilitate this evaluation and improve the LSP&#8217;s decision-making process. 10 01 JB code ata.xvi.05p2 Section header 5 <TitleType>01</TitleType> <TitleText textformat="02">II. Project management knowledge areas</TitleText> 10 01 JB code ata.xvi.06zou 71 94 24 Article 6 <TitleType>01</TitleType> <TitleText textformat="02">Applying PMI methodology to&#160;translation&#160;and localization projects</TitleText> <Subtitle textformat="02">Project Integration Management</Subtitle> 1 A01 Alexandra Zouncourides-Lull Zouncourides-Lull, Alexandra Alexandra Zouncourides-Lull 01 The Project Management Body of Knowledge (PMBOK&#174; Guide), a comprehensive project management standard published by the Project Management Institute (PMI&#174;), provides a generic project management framework that can be applied to any industry. This chapter focuses on Project Integration Management, one of the nine knowledge areas of the PMBOK&#174; Guide, to provide an overview of the application of PMI project management processes to translation and localization projects. Furthermore, this chapter explains PMI terminology and processes, and provides best-practice guidelines with examples and illustrations. Adhering to project management standards can help translation and localization project managers to build and expand upon their current set of skills and to achieve predictable and repeatable results in their professional practice. 10 01 JB code ata.xvi.07lev 95 118 24 Article 7 <TitleType>01</TitleType> <TitleText textformat="02">Requirements collection</TitleText> <Subtitle textformat="02">The foundation of scope definition and scope management in localization projects</Subtitle> 1 A01 Natalia Levitina Levitina, Natalia Natalia Levitina 01 Managing project scope is essential to ensure that the project includes all the work required, and only the work required, in order to meet the project objectives. Requirements collection and scope definition are the foundations of scope management. Requirements specify the project&#8217;s product or service and shape the project scope, which in turn defines what must be done to fulfill the requirements and complete the project according to the specification. This chapter discusses scope management in localization projects. Drawing on the Project Management Institute&#8217;s A Guide to the Project Management Body of Knowledge (PMBOK&#174; Guide), the chapter examines the five processes that comprise scope management: requirements collection, scope definition, work breakdown structure creation, scope verification and scope control. It then discusses the application of these processes in localization projects, focusing primarily on requirements collection.&#8233; 10 01 JB code ata.xvi.08dun 119 152 34 Article 8 <TitleType>01</TitleType> <TitleText textformat="02">Managing the fourth dimension</TitleText> <Subtitle textformat="02">Time and schedule in translation and localization projects</Subtitle> 1 A01 Keiran J. Dunne Dunne, Keiran J. Keiran J. Dunne 01 In recognition of the importance of time as a project constraint, this chapter discusses time and schedule management in translation and localization projects. It begins by considering the schedule as an explanatory and forecasting model of project execution. The chapter then discusses the standard time management framework provided by The Project Management Body of Knowledge (PMBOK&#174; Guide), examining each of the constituent processes in turn and illustrating their application in a hypothetical translation project. &#8233; 10 01 JB code ata.xvi.09dun 153 188 36 Article 9 <TitleType>01</TitleType> <TitleText textformat="02">From vicious to virtuous cycle</TitleText> <Subtitle textformat="02">Customer-focused translation quality management using ISO 9001 principles and Agile methodologies</Subtitle> 1 A01 Keiran J. Dunne Dunne, Keiran J. Keiran J. Dunne 01 This chapter discusses the challenges of customer-focused quality management in outsourced translation and localization projects. Current quality management theory, which frames quality in terms of customer satisfaction, suggests that quality cannot be defined, but rather must be modeled based on customer requirements. However, most customers cannot state their quality requirements and no consensus currently exists as to the operational definition of quality as a variable in translation and localization projects. These challenges are exacerbated by traditional project management approaches, in which customer quality assessment is undertaken in the final stages of a project based on preferences (unidentified needs) rather than requirements (identified needs). Agile project management methodologies offer effective strategies for overcoming these problems, but require significant changes in approaches to project management and to client review, as well as a greater degree of client involvement.&#8233; 10 01 JB code ata.xvi.10tsv 189 210 22 Article 10 <TitleType>01</TitleType> <TitleText textformat="02">Effective communication in translation and localization project management</TitleText> 1 A01 Natalia Tsvetkov Tsvetkov, Natalia Natalia Tsvetkov Windows Localization group, Microsoft 2 A01 Veronica Tsvetkov Tsvetkov, Veronica Veronica Tsvetkov Translated 01 Successful communication requires that project managers be aware of and address two major factors: personality (value orientations, mental models, thought patterns, and behaviors of an individual) and culture (attitudes, beliefs and behaviors of a group). Culture is an especially critical factor in translation and localization project management, which by nature involve the collaboration of people from different cultures. We first discuss the identification and classification of personality types using the Myers-Briggs Type Indicator (MBTI), and then examine some of the ways in which personality shapes perceptions of time, conflict resolution and problem solving. Secondly, we explore culture, drawing on Hall&#8217;s notion of contexting and Hofstede&#8217;s theory of cultural dimensions, and discuss the impact of culture on perceptions of time, decision-making and business communication. We conclude by proposing practical strategies for addressing personality and cultural differences in a project communication plan.&#8233; 10 01 JB code ata.xvi.11lam 211 232 22 Article 11 <TitleType>01</TitleType> <TitleText textformat="02">Risk management in localization</TitleText> 1 A01 Mark Lammers Lammers, Mark Mark Lammers 01 Risk management, a set of processes designed to maximize opportunities and minimize threats, is essential to successful project management. This chapter discusses risk management in the context of outsourced localization projects. It begins by proposing a localization Risk Breakdown Structure (RBS) to categorize recurring localization project risks. It then discusses the Project Management Institute&#8217;s (PMI) standardized risk management framework, which involves proactive and systematic risk identification and prioritization, response planning and monitoring. The chapter concludes by examining the application of the PMI risk management framework to localization projects and by proposing responses to common localization risks. 10 01 JB code ata.xvi.12p3 Section header 12 <TitleType>01</TitleType> <TitleText textformat="02">III. Managing human and organizational factors</TitleText> 10 01 JB code ata.xvi.13sik 235 264 30 Article 13 <TitleType>01</TitleType> <TitleText textformat="02">Rethinking the role of the localization project manager</TitleText> 1 A01 Richard Sikes Sikes, Richard Richard Sikes 01 Many corporations do not understand the relationships and dependencies between localization, internationalization, and globalization. This state of affairs presents challenges and opportunities for localization project managers (LPMs). LPMs are well positioned to improve the integration of localization, internationalization, and globalization, enhancing their career prospects in the process, but doing so requires knowledge and skills that fall outside project management per se and that have not traditionally been addressed by translation, project management or business training programs or academic curricula. This chapter addresses this gap by examining knowledge and skills that LPMs need and strategies they can employ to improve the integration of localization, internationalization, and globalization and lead the corporation closer to global maturity.&#8233; 10 01 JB code ata.xvi.14dun 265 288 24 Article 14 <TitleType>01</TitleType> <TitleText textformat="02">Project as a learning environment</TitleText> <Subtitle textformat="02">Scaffolding team learning in translation projects</Subtitle> 1 A01 Elena S. Dunne Dunne, Elena S. Elena S. Dunne 01 The process of learning is fundamental to project success. In translation projects, learning is not confined to aspects of the text being translated (such as the domain, topic and text type) or to pragmatic text-related variables (such as the purpose of the source and target texts and the target audience). It extends to the project itself, encompassing the processes and tools to be used, the expectations held by various stakeholders, as well as the requirements that the project must fulfill. Empirical research shows that project managers can increase the likelihood of project success by managing the learning process for their teams and for themselves. This chapter proposes the use of the pedagogical technique of scaffolding as one way to manage learning in project teams.&#8233; 10 01 JB code ata.xvi.15sto 289 318 30 Article 15 <TitleType>01</TitleType> <TitleText textformat="02">Global virtual teams</TitleText> 1 A01 Willem Stoeller Stoeller, Willem Willem Stoeller 01 Global virtual teams are project teams whose members do not work together at the same physical location, but who collaborate across geographic, national, temporal, cultural and/or linguistic boundaries. Over the past decade, most organizations have begun using global virtual teams; they are particularly prevalent in the translation industry. Due to the distance, language and time differences that typically separate their members, global virtual teams raise a number of unique challenges for translation and localization project managers. These challenges are compounded by cultural differences that impact communication, decision-making, mutual trust and common vision. The first part of this chapter describes strategies to best deal with the above challenges. Additionally, since communications technologies are important enablers of virtual teams, the second part discusses the applicability of those technologies in the context of the translation industry.&#8233; 10 01 JB code ata.xvi.16com 319 346 28 Article 16 <TitleType>01</TitleType> <TitleText textformat="02">Relationship management</TitleText> <Subtitle textformat="02">A strategy for fostering localization success</Subtitle> 1 A01 Karen Combe Combe, Karen Karen Combe 01 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.&#8233; 10 01 JB code ata.xvi.17p4 Section header 17 <TitleType>01</TitleType> <TitleText textformat="02">IV. Translation and localization project management in action</TitleText> 10 01 JB code ata.xvi.18zho 349 378 30 Article 18 <TitleType>01</TitleType> <TitleText textformat="02">Managing the challenges of game localization</TitleText> 1 A01 Ping Zhou Zhou, Ping Ping Zhou 01 This chapter describes the unique challenges posed by game localization projects. It begins by examining the various activities that comprise a typical multi-platform game localization project. It then situates the localization function in a game publishing corporation and discusses the composition of game localization teams, as well as the respective roles and responsibilities of the team members in a typical game localization project. Next, it examines the relationship between the development and localization functions and discusses the two main approaches to game localization today, namely post-release and simultaneous shipment (&#8220;simship&#8221;) projects. Finally, it explores four project management processes that are especially critical to the successful management of game localization projects: communications management, scope management, risk management and change management.&#8233; 10 01 JB code ata.xvi.19dep 379 408 30 Article 19 <TitleType>01</TitleType> <TitleText textformat="02">Project management for crowdsourced translation</TitleText> <Subtitle textformat="02">How user-translated content projects work in real life</Subtitle> 1 A01 Donald A. DePalma DePalma, Donald A. Donald A. DePalma Common Sense Advisory, Inc. 2 A01 Nataly Kelly Kelly, Nataly Nataly Kelly Common Sense Advisory, Inc. 01 The community or &#8220;crowdsourcing&#8221; project model presents opportunities for organizations to translate content that might otherwise not be financially feasible to offer in other languages. In this chapter, the authors find that relying on the voluntary labor of the community raises a variety of traditional and new project management issues. They describe the challenges faced and solutions chosen by four commercial pioneers of community translation: Facebook, Microsoft, Plaxo and Sun Microsystems. Each of these companies recognized the existence of a community willing to volunteer time and expertise in return for some benefit other than direct compensation. Then, the companies actively invested in developing the community, refining processes, incorporating technology, and managing the work.&#8233; 10 01 JB code ata.xvi.20res 409 412 4 Miscellaneous 20 <TitleType>01</TitleType> <TitleText textformat="02">Additional resources</TitleText> 10 01 JB code ata.xvi.21con 413 416 4 Miscellaneous 21 <TitleType>01</TitleType> <TitleText textformat="02">Contributors</TitleText> 10 01 JB code ata.xvi.22ai 417 420 4 Miscellaneous 22 <TitleType>01</TitleType> <TitleText textformat="02">Author index</TitleText> 10 01 JB code ata.xvi.23si 421 424 4 Miscellaneous 23 <TitleType>01</TitleType> <TitleText textformat="02">Subject index</TitleText> 02 JBENJAMINS John Benjamins Publishing Company 01 John Benjamins Publishing Company Amsterdam/Philadelphia NL 04 20111018 2011 John Benjamins 02 WORLD 13 15 9789027231925 01 JB 3 John Benjamins e-Platform 03 jbe-platform.com 09 WORLD 21 01 00 95.00 EUR R 01 00 80.00 GBP Z 01 gen 00 143.00 USD S 488007042 03 01 01 JB John Benjamins Publishing Company 01 JB code ATA XVI Hb 15 9789027231925 13 2011032360 BB 01 ATA 02 0890-4111 American Translators Association Scholarly Monograph Series XVI <TitleType>01</TitleType> <TitleText textformat="02">Translation and Localization Project Management</TitleText> <Subtitle textformat="02">The art of the possible</Subtitle> 01 ata.xvi 01 https://benjamins.com 02 https://benjamins.com/catalog/ata.xvi 1 B01 Keiran J. Dunne Dunne, Keiran J. Keiran J. Dunne Kent State University 2 B01 Elena S. Dunne Dunne, Elena S. Elena S. Dunne Kent State University 01 eng 430 vi 424 LAN023000 v.2006 CFP 2 24 JB Subject Scheme TRAN.TRANSL Translation Studies 06 01 Over the past three decades, translation has evolved from a profession practiced largely by individuals to a cottage industry model and finally to a formally recognized industrial sector that is project-based, heavily outsourced and that encompasses a wide range of services in addition to translation. As projects have grown in size, scope and complexity, and as project teams have become increasingly distributed across geographies, time zones, languages and cultures, formalized project management has emerged as both a business requirement and a critical success factor for language service providers. In recognition of these developments, this volume examines the application of project management concepts, tools and techniques to translation and localization projects. The contributors are seasoned practitioners and scholars who offer insights into the central role of project management in the language industry today and discuss best-practice approaches to the adaptation of generic project management knowledge, skills, tools and techniques for translation and localization projects. 05 <i>Translation and Localization Project Management: The art of the possible</i>, edited by Keiran Dunne and Elena Dunne, is a comprehensive and long overdue collection of essays that cover the complex set of different skills required to succeed as a translation and localization project manager. [...] It constitutes the most comprehensive and most updated overview of PM available, and it will be essential reading for students, trainers and scholars working in this under-researched field. Miguel A. Jiménez-Crespo, Rutgers University, in Target Vol. 27:1 (2015) 05 [...] the overarching thrust of this volume is not so much about discussing competing frameworks for project management in the language industry, but about how generic project management frameworks, as represented by the PMBOK, can be used and adapted in the context of translation and localization. [...] I definitely recommend this volume for scholars, practitioners, and students. It is accessible, well-written, and well-edited throughout. I see it as a solid contribution to the literature on applied translation studies. The volume has a solid introduction, a clear organization, and the topics and authors chosen represent some of the more important scholars and practitioners in the industry. Gregory M. Shreve, Kent State University, Multilingua, Vol. 32:3 (2014) 05 The articles, written by respected industry experts, provide valuable information both of the general project management techniques documented in the PMBOK and of localization-specific issues related to project management. This information would be extremely useful to any novel localization project manager. Aram Morera Mesa, University of Limerick, in Machine Translation, Vol. 27 (2013) 04 09 01 https://benjamins.com/covers/475/ata.xvi.png 04 03 01 https://benjamins.com/covers/475_jpg/9789027231925.jpg 04 03 01 https://benjamins.com/covers/475_tif/9789027231925.tif 06 09 01 https://benjamins.com/covers/1200_front/ata.xvi.hb.png 07 09 01 https://benjamins.com/covers/125/ata.xvi.png 25 09 01 https://benjamins.com/covers/1200_back/ata.xvi.hb.png 27 09 01 https://benjamins.com/covers/3d_web/ata.xvi.hb.png 10 01 JB code ata.xvi.01dun 1 14 14 Article 1 <TitleType>01</TitleType> <TitleText textformat="02">Mapping terra incognita</TitleText> <Subtitle textformat="02">Project management in the discipline of translation studies</Subtitle> 1 A01 Keiran J. Dunne Dunne, Keiran J. Keiran J. Dunne Kent State University 2 A01 Elena S. Dunne Dunne, Elena S. Elena S. Dunne Advanced Language Translation Inc. 10 01 JB code ata.xvi.02p1 Section header 2 <TitleType>01</TitleType> <TitleText textformat="02">I. Project management in the context of translation and localization business</TitleText> 10 01 JB code ata.xvi.03gia 17 50 34 Article 3 <TitleType>01</TitleType> <TitleText textformat="02">Strategic views on localization project management</TitleText> <Subtitle textformat="02">The importance of global product management and portfolio management</Subtitle> 1 A01 Salvatore Giammarresi Giammarresi, Salvatore Salvatore Giammarresi 01 This chapter examines the strategic position of localization management in high-tech software and Web companies through the phases of requirements development, requirements management, product development and portfolio management. It begins by examining the three functional units that formulate the strategies and planning required to transform an idea into a successful localized product: International Product Management, Localization Project Management and Portfolio Management. Next, it discusses the product development process and participants. It then addresses the critical importance of requirements and stakeholder identification, and examines in detail the role of the Business Requirements Document (BRD), Market Requirements Document (MRD) and Product Requirements Document (PRD) in the product development process. Finally, the chapter situates localization management in the context of portfolio management and concludes by discussing implications for practitioners, students and educators. 10 01 JB code ata.xvi.04cha 51 68 18 Article 4 <TitleType>01</TitleType> <TitleText textformat="02">Selecting enterprise project management software</TitleText> <Subtitle textformat="02">More than just a build-or-buy decision?</Subtitle> 1 A01 Alain Chamsi Chamsi, Alain Alain Chamsi 01 Most Language Service Providers (LSPs) have implemented some form of project management system. As the LSP grows and diversifies, the system will initially accommodate increased demands, but continued growth will eventually strain the system to its breaking point. At this critical juncture and under tremendous pressure, the LSP must decide whether to modify the existing system, build a new system or consider buying an off-the-shelf solution. A better approach to making such an important decision is to proactively review the project management system periodically, as part of the organization&#8217;s ongoing evaluation of its processes and procedures. This chapter provides a methodology and specific tools to facilitate this evaluation and improve the LSP&#8217;s decision-making process. 10 01 JB code ata.xvi.05p2 Section header 5 <TitleType>01</TitleType> <TitleText textformat="02">II. Project management knowledge areas</TitleText> 10 01 JB code ata.xvi.06zou 71 94 24 Article 6 <TitleType>01</TitleType> <TitleText textformat="02">Applying PMI methodology to&#160;translation&#160;and localization projects</TitleText> <Subtitle textformat="02">Project Integration Management</Subtitle> 1 A01 Alexandra Zouncourides-Lull Zouncourides-Lull, Alexandra Alexandra Zouncourides-Lull 01 The Project Management Body of Knowledge (PMBOK&#174; Guide), a comprehensive project management standard published by the Project Management Institute (PMI&#174;), provides a generic project management framework that can be applied to any industry. This chapter focuses on Project Integration Management, one of the nine knowledge areas of the PMBOK&#174; Guide, to provide an overview of the application of PMI project management processes to translation and localization projects. Furthermore, this chapter explains PMI terminology and processes, and provides best-practice guidelines with examples and illustrations. Adhering to project management standards can help translation and localization project managers to build and expand upon their current set of skills and to achieve predictable and repeatable results in their professional practice. 10 01 JB code ata.xvi.07lev 95 118 24 Article 7 <TitleType>01</TitleType> <TitleText textformat="02">Requirements collection</TitleText> <Subtitle textformat="02">The foundation of scope definition and scope management in localization projects</Subtitle> 1 A01 Natalia Levitina Levitina, Natalia Natalia Levitina 01 Managing project scope is essential to ensure that the project includes all the work required, and only the work required, in order to meet the project objectives. Requirements collection and scope definition are the foundations of scope management. Requirements specify the project&#8217;s product or service and shape the project scope, which in turn defines what must be done to fulfill the requirements and complete the project according to the specification. This chapter discusses scope management in localization projects. Drawing on the Project Management Institute&#8217;s A Guide to the Project Management Body of Knowledge (PMBOK&#174; Guide), the chapter examines the five processes that comprise scope management: requirements collection, scope definition, work breakdown structure creation, scope verification and scope control. It then discusses the application of these processes in localization projects, focusing primarily on requirements collection.&#8233; 10 01 JB code ata.xvi.08dun 119 152 34 Article 8 <TitleType>01</TitleType> <TitleText textformat="02">Managing the fourth dimension</TitleText> <Subtitle textformat="02">Time and schedule in translation and localization projects</Subtitle> 1 A01 Keiran J. Dunne Dunne, Keiran J. Keiran J. Dunne 01 In recognition of the importance of time as a project constraint, this chapter discusses time and schedule management in translation and localization projects. It begins by considering the schedule as an explanatory and forecasting model of project execution. The chapter then discusses the standard time management framework provided by The Project Management Body of Knowledge (PMBOK&#174; Guide), examining each of the constituent processes in turn and illustrating their application in a hypothetical translation project. &#8233; 10 01 JB code ata.xvi.09dun 153 188 36 Article 9 <TitleType>01</TitleType> <TitleText textformat="02">From vicious to virtuous cycle</TitleText> <Subtitle textformat="02">Customer-focused translation quality management using ISO 9001 principles and Agile methodologies</Subtitle> 1 A01 Keiran J. Dunne Dunne, Keiran J. Keiran J. Dunne 01 This chapter discusses the challenges of customer-focused quality management in outsourced translation and localization projects. Current quality management theory, which frames quality in terms of customer satisfaction, suggests that quality cannot be defined, but rather must be modeled based on customer requirements. However, most customers cannot state their quality requirements and no consensus currently exists as to the operational definition of quality as a variable in translation and localization projects. These challenges are exacerbated by traditional project management approaches, in which customer quality assessment is undertaken in the final stages of a project based on preferences (unidentified needs) rather than requirements (identified needs). Agile project management methodologies offer effective strategies for overcoming these problems, but require significant changes in approaches to project management and to client review, as well as a greater degree of client involvement.&#8233; 10 01 JB code ata.xvi.10tsv 189 210 22 Article 10 <TitleType>01</TitleType> <TitleText textformat="02">Effective communication in translation and localization project management</TitleText> 1 A01 Natalia Tsvetkov Tsvetkov, Natalia Natalia Tsvetkov Windows Localization group, Microsoft 2 A01 Veronica Tsvetkov Tsvetkov, Veronica Veronica Tsvetkov Translated 01 Successful communication requires that project managers be aware of and address two major factors: personality (value orientations, mental models, thought patterns, and behaviors of an individual) and culture (attitudes, beliefs and behaviors of a group). Culture is an especially critical factor in translation and localization project management, which by nature involve the collaboration of people from different cultures. We first discuss the identification and classification of personality types using the Myers-Briggs Type Indicator (MBTI), and then examine some of the ways in which personality shapes perceptions of time, conflict resolution and problem solving. Secondly, we explore culture, drawing on Hall&#8217;s notion of contexting and Hofstede&#8217;s theory of cultural dimensions, and discuss the impact of culture on perceptions of time, decision-making and business communication. We conclude by proposing practical strategies for addressing personality and cultural differences in a project communication plan.&#8233; 10 01 JB code ata.xvi.11lam 211 232 22 Article 11 <TitleType>01</TitleType> <TitleText textformat="02">Risk management in localization</TitleText> 1 A01 Mark Lammers Lammers, Mark Mark Lammers 01 Risk management, a set of processes designed to maximize opportunities and minimize threats, is essential to successful project management. This chapter discusses risk management in the context of outsourced localization projects. It begins by proposing a localization Risk Breakdown Structure (RBS) to categorize recurring localization project risks. It then discusses the Project Management Institute&#8217;s (PMI) standardized risk management framework, which involves proactive and systematic risk identification and prioritization, response planning and monitoring. The chapter concludes by examining the application of the PMI risk management framework to localization projects and by proposing responses to common localization risks. 10 01 JB code ata.xvi.12p3 Section header 12 <TitleType>01</TitleType> <TitleText textformat="02">III. Managing human and organizational factors</TitleText> 10 01 JB code ata.xvi.13sik 235 264 30 Article 13 <TitleType>01</TitleType> <TitleText textformat="02">Rethinking the role of the localization project manager</TitleText> 1 A01 Richard Sikes Sikes, Richard Richard Sikes 01 Many corporations do not understand the relationships and dependencies between localization, internationalization, and globalization. This state of affairs presents challenges and opportunities for localization project managers (LPMs). LPMs are well positioned to improve the integration of localization, internationalization, and globalization, enhancing their career prospects in the process, but doing so requires knowledge and skills that fall outside project management per se and that have not traditionally been addressed by translation, project management or business training programs or academic curricula. This chapter addresses this gap by examining knowledge and skills that LPMs need and strategies they can employ to improve the integration of localization, internationalization, and globalization and lead the corporation closer to global maturity.&#8233; 10 01 JB code ata.xvi.14dun 265 288 24 Article 14 <TitleType>01</TitleType> <TitleText textformat="02">Project as a learning environment</TitleText> <Subtitle textformat="02">Scaffolding team learning in translation projects</Subtitle> 1 A01 Elena S. Dunne Dunne, Elena S. Elena S. Dunne 01 The process of learning is fundamental to project success. In translation projects, learning is not confined to aspects of the text being translated (such as the domain, topic and text type) or to pragmatic text-related variables (such as the purpose of the source and target texts and the target audience). It extends to the project itself, encompassing the processes and tools to be used, the expectations held by various stakeholders, as well as the requirements that the project must fulfill. Empirical research shows that project managers can increase the likelihood of project success by managing the learning process for their teams and for themselves. This chapter proposes the use of the pedagogical technique of scaffolding as one way to manage learning in project teams.&#8233; 10 01 JB code ata.xvi.15sto 289 318 30 Article 15 <TitleType>01</TitleType> <TitleText textformat="02">Global virtual teams</TitleText> 1 A01 Willem Stoeller Stoeller, Willem Willem Stoeller 01 Global virtual teams are project teams whose members do not work together at the same physical location, but who collaborate across geographic, national, temporal, cultural and/or linguistic boundaries. Over the past decade, most organizations have begun using global virtual teams; they are particularly prevalent in the translation industry. Due to the distance, language and time differences that typically separate their members, global virtual teams raise a number of unique challenges for translation and localization project managers. These challenges are compounded by cultural differences that impact communication, decision-making, mutual trust and common vision. The first part of this chapter describes strategies to best deal with the above challenges. Additionally, since communications technologies are important enablers of virtual teams, the second part discusses the applicability of those technologies in the context of the translation industry.&#8233; 10 01 JB code ata.xvi.16com 319 346 28 Article 16 <TitleType>01</TitleType> <TitleText textformat="02">Relationship management</TitleText> <Subtitle textformat="02">A strategy for fostering localization success</Subtitle> 1 A01 Karen Combe Combe, Karen Karen Combe 01 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.&#8233; 10 01 JB code ata.xvi.17p4 Section header 17 <TitleType>01</TitleType> <TitleText textformat="02">IV. Translation and localization project management in action</TitleText> 10 01 JB code ata.xvi.18zho 349 378 30 Article 18 <TitleType>01</TitleType> <TitleText textformat="02">Managing the challenges of game localization</TitleText> 1 A01 Ping Zhou Zhou, Ping Ping Zhou 01 This chapter describes the unique challenges posed by game localization projects. It begins by examining the various activities that comprise a typical multi-platform game localization project. It then situates the localization function in a game publishing corporation and discusses the composition of game localization teams, as well as the respective roles and responsibilities of the team members in a typical game localization project. Next, it examines the relationship between the development and localization functions and discusses the two main approaches to game localization today, namely post-release and simultaneous shipment (&#8220;simship&#8221;) projects. Finally, it explores four project management processes that are especially critical to the successful management of game localization projects: communications management, scope management, risk management and change management.&#8233; 10 01 JB code ata.xvi.19dep 379 408 30 Article 19 <TitleType>01</TitleType> <TitleText textformat="02">Project management for crowdsourced translation</TitleText> <Subtitle textformat="02">How user-translated content projects work in real life</Subtitle> 1 A01 Donald A. DePalma DePalma, Donald A. Donald A. DePalma Common Sense Advisory, Inc. 2 A01 Nataly Kelly Kelly, Nataly Nataly Kelly Common Sense Advisory, Inc. 01 The community or &#8220;crowdsourcing&#8221; project model presents opportunities for organizations to translate content that might otherwise not be financially feasible to offer in other languages. In this chapter, the authors find that relying on the voluntary labor of the community raises a variety of traditional and new project management issues. They describe the challenges faced and solutions chosen by four commercial pioneers of community translation: Facebook, Microsoft, Plaxo and Sun Microsystems. Each of these companies recognized the existence of a community willing to volunteer time and expertise in return for some benefit other than direct compensation. Then, the companies actively invested in developing the community, refining processes, incorporating technology, and managing the work.&#8233; 10 01 JB code ata.xvi.20res 409 412 4 Miscellaneous 20 <TitleType>01</TitleType> <TitleText textformat="02">Additional resources</TitleText> 10 01 JB code ata.xvi.21con 413 416 4 Miscellaneous 21 <TitleType>01</TitleType> <TitleText textformat="02">Contributors</TitleText> 10 01 JB code ata.xvi.22ai 417 420 4 Miscellaneous 22 <TitleType>01</TitleType> <TitleText textformat="02">Author index</TitleText> 10 01 JB code ata.xvi.23si 421 424 4 Miscellaneous 23 <TitleType>01</TitleType> <TitleText textformat="02">Subject index</TitleText> 02 JBENJAMINS John Benjamins Publishing Company 01 John Benjamins Publishing Company Amsterdam/Philadelphia NL 04 20111018 2011 John Benjamins 02 WORLD 08 950 gr 01 JB 1 John Benjamins Publishing Company +31 20 6304747 +31 20 6739773 bookorder@benjamins.nl 01 https://benjamins.com 01 WORLD US CA MX 21 7 14 01 02 JB 1 00 95.00 EUR R 02 02 JB 1 00 100.70 EUR R 01 JB 10 bebc +44 1202 712 934 +44 1202 712 913 sales@bebc.co.uk 03 GB 21 14 02 02 JB 1 00 80.00 GBP Z 01 JB 2 John Benjamins North America +1 800 562-5666 +1 703 661-1501 benjamins@presswarehouse.com 01 https://benjamins.com 01 US CA MX 21 14 01 gen 02 JB 1 00 143.00 USD