|[Two puzzle pieces*]|
One of the most vital links in the LSP as well as other business processes is the relationship between the service provider, often a translator, and the project manager. When smooth, it leads to optimal efficiency but, when flawed, can create production delays and poor products. One cause of tension is the fact that translator and PM have only partial knowledge of the difficulties faced by the other party. Yet, in practice, they share the similar expectations of their colleague. Some 18 years of experience working with PMs and long-term relations with many of them have led to believe that the keys for a successful partnership are mutual respect for timeliness, insistence on meticulousness and faith in the good intentions of the other party.
Of course, attention to detail by both parties is vital for product quality. Clearly, good translators strive very hard to produce accurate translations, investing sufficient time in QA. As part of this process, attentive translators make a policy to read and reread the instructions to avoid wasted work and post-delivery revision. Effective PMs make sure that the translators have all the tools required to succeed, including access to originals and the required format. Attentive PMs also provide vital information related to the translation, such as the intended audience and spelling of the name in the target information. In fruitful PM-service provider relations, each side is pulling its weight.
|[Jackdaw cleaning jackday]|
Timely, meticulous and good faith cooperation between service provider and project manager in all fields provide a solid basis for an effective and long-term collaboration. Of course, other factors influence the relationship, including rate structures and corporate culture. Still, if these basic expectations are met, it will be the best of times.
* Picture captions allow the blind access the Internet.
All picture via Pixabay.