Many of the larger localization vendors employ resource managers to source the appropriate resources for all project activities. It is important for the resource managers to communicate with the project managers to identify the number of resources and skill sets required.

As part of resource management, project managers should evaluate training needs at the start of the project. This is particularly important when translators or other team members are new to the product or technology. In many cases,customers are willing

to train localizers in their products before the project starts, as both parties will benefit from this: Translators who have a good understanding of the product will produce higher quality translations, and will feel more motivated to work on the project.

Here is a typical profile of a software localizer required for a financial software application, working from English into German:

• Native speaker of German with translation degree

• Experience using translation memory tools

• Experience translating financial software

• Experience with user interface localization tasks

• Available from week 32 to week 40

Here is a typical profile of a software localization engineer required for a software application developed in Java, working from English into Japanese:

• Experience compiling software using the Java Development Kit

• Knowledge of Java internationalization and localization issues

• Experience using layout managers

• Experience dealing with multi-byte languages, preferably Japanese

• Available from week 42 to week 45

Most localization vendors maintain databases with the data on internal staff and freelance staff skill sets that can be searched for suitability for any given localization project. Several language portals were launched in the late 1990s to assist translation agencies and publishers in locating translators. Examples of such portals are www.aquarius.net and www.proz.com.

During resource planning and team setup, it is important to consider contingency or backup options. For each key project team member assigned to the project, ensure that there is a backup resource, should this person be unavailable for any reason during

the project.

3. RESOURCE MONITORING

Resourcing does not stop when the project manager has set up a project team and project work has started. Project managers should continually monitor the performance of each resource and take action when resources are jeopardizing quality or project

delivery schedules. This is not always easy, especially where project managers are working with geographically distributed human resources.

During the project, project managers should build in quality assurance steps between each of the activities to check that all resources are performing as expected. Where a translation is completed by one translator and then passed for editing to another

translator, add a spot check step to assess whether the translation is acceptable. 

If team members repeatedly perform below standard, project managers should take corrective action by replacing the underperformers, Likewise, if team members are under too much pressure, project managers should also react, by changing the

schedules or adding resources.

In some cases, it may also be necessary to employ additional external resources, for example, consultants with expertise in a certain field or discipline. Translators should never be expected to have in-depth knowledge on all subjects. The best translations are produced by having a combination of strong linguistic skills and strong subject-matter expertise.

Project managers are also expected to share knowledge among team members. This applies specifically to multilingual projects, where establishing direct contact between translators in the different target languages will positively impact the final quality and

productivity. 

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