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
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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
01
Translation and Localization Project Management
The art of the possible
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
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https://benjamins.com/covers/1200_front/ata.xvi.hb.png
07
09
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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
01
Mapping terra incognita
Project management in the discipline of translation studies
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
01
I. Project management in the context of translation and localization business
10
01
JB code
ata.xvi.03gia
17
50
34
Article
3
01
Strategic views on localization project management
The importance of global product management and portfolio management
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
01
Selecting enterprise project management software
More than just a build-or-buy decision?
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’s ongoing evaluation of its processes and procedures. This chapter provides a methodology and specific tools to facilitate this evaluation and improve the LSP’s decision-making process.
10
01
JB code
ata.xvi.05p2
Section header
5
01
II. Project management knowledge areas
10
01
JB code
ata.xvi.06zou
71
94
24
Article
6
01
Applying PMI methodology to translation and localization projects
Project Integration Management
1
A01
Alexandra Zouncourides-Lull
Zouncourides-Lull, Alexandra
Alexandra
Zouncourides-Lull
01
The Project Management Body of Knowledge (PMBOK® Guide), a comprehensive project management standard published by the Project Management Institute (PMI®), 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® 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
01
Requirements collection
The foundation of scope definition and scope management in localization projects
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’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’s A Guide to the Project Management Body of Knowledge (PMBOK® 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.

10
01
JB code
ata.xvi.08dun
119
152
34
Article
8
01
Managing the fourth dimension
Time and schedule in translation and localization projects
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® Guide), examining each of the constituent processes in turn and illustrating their application in a hypothetical translation project. 

10
01
JB code
ata.xvi.09dun
153
188
36
Article
9
01
From vicious to virtuous cycle
Customer-focused translation quality management using ISO 9001 principles and Agile methodologies
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.

10
01
JB code
ata.xvi.10tsv
189
210
22
Article
10
01
Effective communication in translation and localization project management
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’s notion of contexting and Hofstede’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.

10
01
JB code
ata.xvi.11lam
211
232
22
Article
11
01
Risk management in localization
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’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
01
III. Managing human and organizational factors
10
01
JB code
ata.xvi.13sik
235
264
30
Article
13
01
Rethinking the role of the localization project manager
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.

10
01
JB code
ata.xvi.14dun
265
288
24
Article
14
01
Project as a learning environment
Scaffolding team learning in translation projects
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.

10
01
JB code
ata.xvi.15sto
289
318
30
Article
15
01
Global virtual teams
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.

10
01
JB code
ata.xvi.16com
319
346
28
Article
16
01
Relationship management
A strategy for fostering localization success
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.

10
01
JB code
ata.xvi.17p4
Section header
17
01
IV. Translation and localization project management in action
10
01
JB code
ata.xvi.18zho
349
378
30
Article
18
01
Managing the challenges of game localization
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 (“simship”) 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.

10
01
JB code
ata.xvi.19dep
379
408
30
Article
19
01
Project management for crowdsourced translation
How user-translated content projects work in real life
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 “crowdsourcing” 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.

10
01
JB code
ata.xvi.20res
409
412
4
Miscellaneous
20
01
Additional resources
10
01
JB code
ata.xvi.21con
413
416
4
Miscellaneous
21
01
Contributors
10
01
JB code
ata.xvi.22ai
417
420
4
Miscellaneous
22
01
Author index
10
01
JB code
ata.xvi.23si
421
424
4
Miscellaneous
23
01
Subject index
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
01
Translation and Localization Project Management
The art of the possible
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
01
Mapping terra incognita
Project management in the discipline of translation studies
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
01
I. Project management in the context of translation and localization business
10
01
JB code
ata.xvi.03gia
17
50
34
Article
3
01
Strategic views on localization project management
The importance of global product management and portfolio management
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
01
Selecting enterprise project management software
More than just a build-or-buy decision?
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’s ongoing evaluation of its processes and procedures. This chapter provides a methodology and specific tools to facilitate this evaluation and improve the LSP’s decision-making process.
10
01
JB code
ata.xvi.05p2
Section header
5
01
II. Project management knowledge areas
10
01
JB code
ata.xvi.06zou
71
94
24
Article
6
01
Applying PMI methodology to translation and localization projects
Project Integration Management
1
A01
Alexandra Zouncourides-Lull
Zouncourides-Lull, Alexandra
Alexandra
Zouncourides-Lull
01
The Project Management Body of Knowledge (PMBOK® Guide), a comprehensive project management standard published by the Project Management Institute (PMI®), 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® 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
01
Requirements collection
The foundation of scope definition and scope management in localization projects
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’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’s A Guide to the Project Management Body of Knowledge (PMBOK® 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.

10
01
JB code
ata.xvi.08dun
119
152
34
Article
8
01
Managing the fourth dimension
Time and schedule in translation and localization projects
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® Guide), examining each of the constituent processes in turn and illustrating their application in a hypothetical translation project. 

10
01
JB code
ata.xvi.09dun
153
188
36
Article
9
01
From vicious to virtuous cycle
Customer-focused translation quality management using ISO 9001 principles and Agile methodologies
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.

10
01
JB code
ata.xvi.10tsv
189
210
22
Article
10
01
Effective communication in translation and localization project management
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’s notion of contexting and Hofstede’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.

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ata.xvi.11lam
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Article
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Risk management in localization
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’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.
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III. Managing human and organizational factors
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Rethinking the role of the localization project manager
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.

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ata.xvi.14dun
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Article
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Project as a learning environment
Scaffolding team learning in translation projects
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.

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Global virtual teams
1
A01
Willem Stoeller
Stoeller, Willem
Willem
Stoeller
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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.

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ata.xvi.16com
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Relationship management
A strategy for fostering localization success
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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.

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IV. Translation and localization project management in action
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Managing the challenges of game localization
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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 (“simship”) 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.

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ata.xvi.19dep
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408
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Project management for crowdsourced translation
How user-translated content projects work in real life
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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 “crowdsourcing” 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.

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Miscellaneous
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Additional resources
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Miscellaneous
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Contributors
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Miscellaneous
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Author index
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Miscellaneous
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Subject index
02
JBENJAMINS
John Benjamins Publishing Company
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John Benjamins Publishing Company
Amsterdam/Philadelphia
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20111018
2011
John Benjamins
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John Benjamins Publishing Company
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https://benjamins.com
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bebc
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John Benjamins North America
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https://benjamins.com
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