In a race for efficiency. An automation paradox and a power of a human-touch

Today translation isn’t just a translator working in a regular text document. Translation is a complex process of creating materials in another language while accounting for the features of the market, language and the client’s individual needs. Even if we are now used to translation technologies, the issue of the project manager’s role is still raised occasionally, but this time from another angle. Maybe the project manager simply sends materials back and forth, and fully automating this process could save resources. Coordinating the translation process, while meeting deadlines and budgets and providing quality assurance of the end result is the task of the translation project manager, whether on the part of the translation company or the client.

Natalia Rudinskaya, Janus Worldwide Key Account Director, was asked a series of questions related to automation of the translation process and the role of project manager.

Natalia, why bother working with CAT tools and why incorporate an extra step in interactions between the client and translator?

Extra step? Rather than referring to project managers as an extra step, I’d call them a link. A link that includes a number of management tasks. Underestimating these can lead to time loss and inefficient interaction between parties, and as a result affect the final quality of translation. In fact, the function of translation project managers and their role in the translation process is much different from the common belief that they just send files. The PM’s job includes:

• Assessing source materials and setting standards for the deliverables; deciding which services are required to optimize cost, time frames and translation quality
• Converting unedited source documents with images and formatting into a text document ready for translation
• Analyzing materials in CAT tool and preparing project cost and time frame estimates for ERP
• Negotiating conditions with the client; creating a work schedule
• Selecting a team for each project stage, accounting for budget and profitability
• Dividing files into parts and distributing them to multiple translators as necessary
• Preparing project packages with appropriate translation memories; composing glossaries and project instructions in collaboration with the editor; uploading all materials to TMS
• Setting deadlines and overseeing quality control at each stage; monitoring hand-offs between translators, editors and other team members
• Resolving conflicts and minimizing all kinds of risks and disruptions related to the project
• Gathering materials; coordinating formatting and layout; conducting final QA checks

Are all these operations automated today?

The PM fulfills all of these duties using various CAT tools, TMS and BMS, while staying in touch with dozens of translators, clients and colleagues by telephone, email and messenger. PMs must know how to work with various programs, since there is no time to learn on the job during a project. So saving money by completely automating all project manager functions seems unlikely. However, some tasks can be presented in a sleeker, more modern way using visualizations and client portals, allowing quick conveyance of information on project status, budget spending and other project reporting.

Is the current trend to simplify interaction between the client and the translation company part of a push towards all-pervasive automation or just a desire to save money?

The industry-specific practice of optimizing interaction between the client and linguistic services provider is now a fundamental criterion and indicator of efficiency of a company’s processes.

There is always a desire to save money, resources, and budget, but above all, saving time is relevant in today’s reality, so in this context automation plays a key role. Janus Worldwide uses GTP – Global Technology Platform – to address the challenge.

Is GTP as a platform relevant for managers on the translation company side, or is it also beneficial for client-side managers of translation projects?

This question impels me to give a little more detail about the functionality of the platform.

All right, where do we start?

Firstly, with GTP, a client-side translation project manager can view the statuses of dozens of projects online without having to ask a manager.

Secondly, if questions arise about a project, you can ask them using the built-in messaging interface. That way, you can go back and check what tasks were discussed and what decisions were made.

GTP Project interface

Doesn’t it seem that the manager’s job boils down to a few basic actions?

That’s far from true. There are some generic tasks that could be automated to speed up project administration. In the past, a client requested information from a translation company’s manager about how their budget was spent, and time was spent on the communication between the provider and the client, but now the efficiency is also improved by excluding budget monitoring by-hand, and GTP allows you to indicate the total on the purchase order and quickly check the remaining budget in the Janus Budget section:

GTP Budget interface

In addition to the above, it is important to mention that a key aspect of modern interaction between the client and the provider is transparency of project analytics. Previously, the client requested information and the manager sent reports as xls, where the format of spreadsheets provided a limited visibility into the project and it was difficult to see the main conclusions. But now it’s enough to look at a couple of Janus Dashport charts to take a decision on budget redistribution or tighter control over deadlines:

GTP Dashport interface

But I still have to ask the question: Will machines replace project managers?

The manager’s role is being redefined now. Whereas PMs used to perform the process themselves, they now act as administrators controlling the progress of the project.

The focus of PMs is shifting, but their function will not be excluded from the translation process.