Relationship management
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Karen Combe
Abstract
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.
Abstract
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.
Kapitel in diesem Buch
- 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
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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
Kapitel in diesem Buch
- 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
