The ATA Chronicle - March/April 2024 - 22

As clients become more aware of the
intricacies of the translation process,
they're more likely to approach that
process more critically, with an
understanding of the investments
necessary to reach translation goals.
issues between desktop
publishing file formats
and CAT tools. I turn to the
subject matter experts in
quality control with questions
regarding the appropriate
stylistic treatment of
textual features, along with
feedback on the translator's
performance, conformance
to style guidelines, and
how instructions could be
improved.
Maintaining open and
constructive dialogue with
all participants helps ensure
that any issues that arise
are caught and resolved
as quickly and smoothly
as possible. Additionally,
this ongoing positive
collaboration among all
stakeholders to overcome
small challenges can have
a big impact on overall
work satisfaction and the
realization of greater overall
efficiencies as a result.
Managing Expectations
As I've learned the hard way,
a deadline of " tomorrow "
may mean September 1st
to me, but by the time a
translator on the other side
of the globe (in China, for
example) reads my email
that same " tomorrow "
deadline will mean
September 2nd to her due
to time zone differences. At
its most basic, managing
expectations is about
proactive, clear, and explicit
communication. Asking
to receive a translation
by tomorrow-Thursday,
September 1st at 9:00 a.m.
central standard time-
communicates my delivery
expectations much more
explicitly than " tomorrow "
does. This communication
style helps ensure timely
deliveries and facilitates
project timeline planning
as well.
Managing expectations is
also about showing respect
for one's partners in the
collaborative translation
process. If a translator emails
me proactively to let me know
they will need additional time
to complete a project due to
unforeseen issues, I manage
the expectations of the other
providers in that process by
letting them know of changes
to the timelines so they
can adjust their schedules
accordingly. The same goes
for scheduling any unexpected
project reviews. If file updates
or revisions are necessary,
for example, I can alert the
translator and request that
they maintain a window
22 The ATA Chronicle | March/April 2024
of availability to respond
to any questions or review
changes to files. Proactively
communicating changing
project parameters with all
providers within a dynamic
environment in which
multiple projects are being
completed simultaneously
helps ensure that resources
are available as adjustments
are made. Most importantly,
this keeps projects on track
for final delivery.
The concept of managing
expectations is also very
important to establish a
project's scope with the
client. For example, the
client may send three files
for translation, but their
initial request email only
references two. Better to ask
up front whether they've
accidentally attached an
extra file than to find out
upon delivery that content
has been translated that the
client didn't want or need.
Conversations with the
client surrounding project
expectations may include
more delicate topics as well.
These could include how
rush turnarounds increase
project costs and decrease
quality, or how failure to
make appropriate project
investments up front is more
likely to result in situations
requiring expensive and
inefficient rework-in which
all losses will likely not be
recoverable. Approaching
these kinds of topics certainly
requires delicacy, and sales
representatives rely on their
translation teams to provide
informative and realistic
feedback to clients on
project parameters.
While difficult, this sort
of consultative approach has
long-term benefits, not only
for specific clients but for
the profession as a whole. As
clients become more aware
of the intricacies of the
translation process, they're
more likely to approach that
process more critically, with
an understanding of the
investments necessary to
reach translation goals. As a
result, they're more likely to
return with their translation
needs to those providers
who have a positive track
record for managing
expectations successfully.
Prioritizing
Project managers
simultaneously follow
multiple projects of various
types that involve varied
processes. On any given day,
a project manager's task list
may include project launches,
queries for the translator
from the quality assurance
team, quotes, questions from
clients on new languages
or services, questions
from management on new
translation technology, and
post-production terminology
management updates. More
experienced project managers
have established systems for
tracking outstanding tasks.
They prioritize tasks based
on the overall objective of
project management-to
keep projects moving through
the production process.
When I arrive at the
office, I may have three
high-priority tasks that all
need immediate attention.
My general strategy will
be to cross those items
off my task list that I can
complete most quickly so
I can concentrate on more
time-consuming items.
For example, not only
does passing a translation
delivery to the quality team
take just a few minutes, but
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The ATA Chronicle - March/April 2024

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