As some translation projects at K International involve producing copy for multiple regions and countries simultaneously, robust project management techniques are used to ensure that we deliver the projects on time and to budget.

While we use the very latest computer technology to help us to leverage our resources, making us more efficient, the management tools that we have adapted for use within the translation industry have their roots in classic project management.

On a day-to-day basis we manage hundreds of resources all over the world to deliver translation and localised versions of products seamlessly to our clients. This is an overview of the system that we have to enable us to do this.

Management Process

Some items on this list will happen within your own organisations it is still important to involve your localisation company in these steps as they will have an impact on the deliverables of the project.

Project Concept. All projects will begin with an idea that will be expanded into a set of details that becomes the project concept. It is good practice to record this concept as a document to present it to key stakeholders within your business, aiding buy-in to a particular project at any early stage. This will form the beginnings of a Project Scope.

Project Scope. The project scope will be defined initially by the goals and objectives of the project. This document will simplify the project into a series of tasks, making it more manageable. This is called the Work Breakdown Structure (WBS). K International develop our own WBS to serve as a baseline document for our projects.

When to do tasks. After breaking the project down into its component parts we can begin to determine which tasks are done in which order. This is known professionally by a number of names such as, Network Analysis, Critical Path Analysis (CPA) and Program Evaluation Review Technique (PERT). All of these (in broad terms) are the same thing, a technique to determine the order that the tasks are to be completed in to deliver the project as efficiently as possible. In complex projects this process can take several iterations until all parties agree.

Who does what. Resources are now assigned to the project. Translators are hand picked that suit the context and feel of the copy in question. We have developed our own internal system that lists all of the translators experience, qualification and feedback instantly to the project manager. The project manager can compare side-by-side every aspect of the translator including availability.

Form the team. Internally (at K International) our project manager will assemble the team that will deliver your project. This will consist of engineers, artworkers, translators, testers and QA (dependant on your project's specification). Although there are many people working on your project, a single point of contact will always be maintained.

Keep everything on track. Communication is the key to good project management. To help us to keep everything on track we use Gantt charts for every major project. The image below is taken from on an ongoing campaign for Chrysler to produce global versions of their marketing material. These are often used by our contacts within the companies to report to their superiors.

Delivery. When all items are ready the project is delivered. All files are released we do not charge extra for the release of native file formats (most of our competitors do).

Feedback. Feedback will help us to improve and to serve our clients better. The project is not complete until we have received constructive feedback from our client to help us to continually improve.

Using this process K International has been able to provide some of the world's largest companies to sell or support their products/services in foreign markets.

Talk to K International about your multi-language project on 01908 572600, email info@k-international.com or use our contact us page.