Rethinking the role of the localization project manager
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Richard Sikes
Abstract
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.
Abstract
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.
Chapters in this book
- Prelim pages i
- Table of contents v
- Mapping terra incognita 1
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I. Project management in the context of translation and localization business
- Strategic views on localization project management 17
- Selecting enterprise project management software 51
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II. Project management knowledge areas
- Applying PMI methodology to translation and localization projects 71
- Requirements collection 95
- Managing the fourth dimension 119
- From vicious to virtuous cycle 153
- Effective communication in translation and localization project management 189
- Risk management in localization 211
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III. Managing human and organizational factors
- Rethinking the role of the localization project manager 235
- Project as a learning environment 265
- Global virtual teams 289
- Relationship management 319
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IV. Translation and localization project management in action
- Managing the challenges of game localization 349
- Project management for crowdsourced translation 379
- Additional resources 409
- Contributors 413
- Author index 417
- Subject index 421
Chapters in this book
- Prelim pages i
- Table of contents v
- Mapping terra incognita 1
-
I. Project management in the context of translation and localization business
- Strategic views on localization project management 17
- Selecting enterprise project management software 51
-
II. Project management knowledge areas
- Applying PMI methodology to translation and localization projects 71
- Requirements collection 95
- Managing the fourth dimension 119
- From vicious to virtuous cycle 153
- Effective communication in translation and localization project management 189
- Risk management in localization 211
-
III. Managing human and organizational factors
- Rethinking the role of the localization project manager 235
- Project as a learning environment 265
- Global virtual teams 289
- Relationship management 319
-
IV. Translation and localization project management in action
- Managing the challenges of game localization 349
- Project management for crowdsourced translation 379
- Additional resources 409
- Contributors 413
- Author index 417
- Subject index 421
