© 2008 Moravia IT a.s. LRC XIII Localisation4All Process Automation at LSPs – It Ain’t Just...
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Transcript of © 2008 Moravia IT a.s. LRC XIII Localisation4All Process Automation at LSPs – It Ain’t Just...
© 2008 Moravia IT a.s.
LRC XIIILocalisation4All
Process Automation at LSPs – It Ain’t Just About the Tools
David Filip, [email protected]
Brno, June 2008
Agenda
1. Definitions2. Internal PMO3. Unleash the innovation potential 4. Knowledge management and
retention 5. New services and internal process
improvements6. Takeaways & Discussion
1. Definitions
• Ever heard a strange TLA?• Such as CAB, PMO, etc.
• Glossary..• PMI & PMBOK
• Project Management Institute• Project Management Body of Knowledge
• ITIL• IT Infrastructure Library
• LM• Localization Maturity
2. Internal PMO
Why do we need them (in our commoditized industry)?
Issue One: Disregarding the difference between project and operation• PMO tells them apart
Issue Two: Prioritization of external to internal• PMO identifies internal efforts worth the
resourcesIssue Three: Lack of acceptance procedures
• PMO is the guardian
3. Unleash the innovation potential
CAB in different contexts• In an ITIL based organization• In an ITIL oriented organization• In a former ITIL organization, now degraded
Involving employees pays off in more than one sense
PMO should enforce innovative settings if needed
4. Knowledge managementand retention
Pilot projects and Test Translations as the school of worst practices
The core idea of Knowledge Management:
•Commit any mistake only once (the first time)!•Documentation of processes is a must•Hand Over only sound and documented processes
5. New services and internal process improvements
Poor process cannot be saved by technologyE.g. Advanced leveraging only amplifies the quality of the underlying terminology and consistency management solution
Radical changes are not well received• Training needs• Lower standard in the transition period
Change process should be well conceived, modular and gradual
6. Takeaways & Discussion
The GILT is (and will be) growingand as such cannot mature
LSPs as continually improving organisms•must pay attention to their internal change projects•must apply proven methodologies•must be process driven
7. References
• A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Third Edition, Project Management Institute 2004. ISBN 1-930699-45-X.
• DePalma, Donald, Beninatto, Renato, and Sargent, Benjamin. Localization Maturity Model 1.0: Applying a Capability Maturity Model to Technology, Product, and Website Globalization. Common Sense Advisory, 2006.
• Danielsen, Joergen. Maturity Levels for Localization Suppliers. GALA Newsletter Q4 2006. Accessible from:
• http://www.gala-global.org/GALAxy-article-maturity_levels_for_localization_suppliers-5959.html
7. References
• ITIL® V3 Glossary v3.1.24, 11 May 2007. Accessible from:• http://www.get-best-practice.co.uk/glossaries.aspx• Rational Unified Process: Best Practices for Software
Development Teams, Rational Software White Paper, 1998. Accessible from:
• http://www.augustana.ab.ca/~mohrj/courses/2000.winter/csc220/papers/rup_best_practices/rup_bestpractices.html#3