Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Quality is in the Eye of the Beholder, by Eva Klaudinyova


Published on

Eva Klaudinyova, Localization Manager in the Globalization Program at VMware, explains the processes used in her company to control the quality of its translated materials and to measure the service level of the company's external vendors.

Published in: Business
  • Be the first to comment

  • Be the first to like this

Quality is in the Eye of the Beholder, by Eva Klaudinyova

  1. 1. Quality is in the Eye of the Beholder Eva Klaudinyova VMware, Inc.
  2. 2. VMware at a Glance <ul><li>VMware (NYSE: VMW), delivers solutions for business infrastructure virtualization that enable IT organizations to energize businesses of all sizes: </li></ul><ul><li>to reduce capital and operating expenses </li></ul><ul><li>improve agility </li></ul><ul><li>ensure business continuity </li></ul><ul><li>strengthen security and go green </li></ul><ul><li>Fast facts </li></ul><ul><li>2009 revenues of $2 billion </li></ul><ul><li>170,000 customers </li></ul><ul><li>25,000 partners </li></ul><ul><li>VMware is headquartered in Silicon Valley with offices throughout the world and can be found online at . </li></ul>
  3. 3. History of Quality Management at VMware <ul><li>History </li></ul><ul><li>Aug 2007 : Globalization Team created at VMware Localization PMs hired in-country for APAC (Japan and China) </li></ul><ul><li>Nov 2007 : Localization Manager hired , with a charter to build a best-practices localization process including quality and terminology management </li></ul><ul><li>Jan 2008 : Globalization Technology Manager hired , with a charter to implement a GCMS (SDL TMS), terminology management tool (Multiterm), document management portal (SharePoint) </li></ul><ul><li>2007-2008 : Localization PMs hired in-country for EMEA (Central, Eastern and Southern Europe) </li></ul><ul><li>Q2 2008: Document management portal launched (SharePoint) </li></ul><ul><li>Q2 2008 : Budget allocated for a massive glossary consolidation initiative Globalization Handbook created , documenting all internal processes in Glob. Team </li></ul><ul><li>Q1 2009 : Glossaries consolidated and updated in 11 languages, in 2 terminology tools </li></ul><ul><li>Q2 2009: First roll-out of TMS to major vendors </li></ul><ul><li>Q2-3 2008 : Full-time and contractor ling. reviewers hired for then Tier 1 languages (DE, FR, RU, JP, CN), with the main responsibility over the quality and terminology in their respective languages Q2 2009: Localization PM hired for LATAM (Brazil) </li></ul><ul><li>Q2-3 2009 : Contractor ling. reviewers hired for Tier 2-3 languages (ES, IT, ES-LA, PT-BR, KR) </li></ul><ul><li>Q3 2009: Review budgets separated from main localization budget for better budget control for review resources Small part of “departmental” budget allocated to quality management initiatives (scrutinized every quarter) Second roll-out of TMS to remaining vendors and/or languages </li></ul><ul><li>Q1 2010: Terminology update (new corporate messaging) </li></ul>
  4. 4. Quality Criteria at VMware <ul><li>Linguistic and Translation Quality </li></ul><ul><ul><li>Native feel - translation “reads” as if written by a native </li></ul></ul><ul><ul><li>Technically correct with native style, following industry terminology, VMware approved terminology and style guides </li></ul></ul><ul><ul><li>Correct spin on marketing translations even if highly technical </li></ul></ul><ul><li>Localization Processes </li></ul><ul><ul><li>Adherence to localization best practices </li></ul></ul><ul><ul><li>Strong internal process with flexibility to adapt to specific VMware requirements </li></ul></ul><ul><ul><li>Documented and transparent processes that are uniformly followed </li></ul></ul><ul><ul><li>Quality management : </li></ul></ul><ul><ul><ul><li>Issue tracking and resolution </li></ul></ul></ul><ul><ul><ul><li>QA rounds, checklists and file checks </li></ul></ul></ul><ul><ul><ul><li>Internal and external feedback loops </li></ul></ul></ul><ul><li>Quality of Service </li></ul><ul><ul><li>Excellent communication and teamwork , vendors and reviewers are “extended arms” of Glob. Team </li></ul></ul><ul><ul><li>Ability to scale , to handle small, quick-turnaround emergency projects, as well as big volumes </li></ul></ul><ul><ul><li>Excellent and detailed project management , responsiveness and timely deliveries </li></ul></ul><ul><li>4. Technical Expertise </li></ul><ul><ul><li>Content management system: SDL TMS (L10N), Typo 3 (Web) </li></ul></ul><ul><ul><li>Extensive experience with Trados and publishing tools (InDesign, Illustrator) </li></ul></ul><ul><ul><li>Multimedia experience (vendors) – Captivate, Flash, audio and video </li></ul></ul><ul><ul><li>Document management - SharePoint </li></ul></ul>
  5. 5. Quality Management Maturity Area Current status Further development 1. Linguistic and Translation Quality <ul><li>Style guides </li></ul><ul><li>Glossaries (Multiterm and Termweb) </li></ul><ul><li>Translation memories in TMS </li></ul><ul><li>Internal ling. reviewers </li></ul><ul><li>Business review for critical projects </li></ul><ul><li>Internal and external review feedback loop (email) </li></ul><ul><li>Regular updates of glossaries and style guides </li></ul><ul><li>Consistent updates of project TMs into TMS </li></ul><ul><li>Aligning all vendors in the tools and with internal processes </li></ul><ul><li>Streamlined feedback loop </li></ul><ul><li>Quality assessment tool , use of statistical data </li></ul><ul><li>Regular quality assessment of vendors as well as reviewers </li></ul>2. Localization Processes <ul><li>Appointed “ process watchdog ” </li></ul><ul><li>Processes documented and shared internally and externally </li></ul><ul><li>Internal processes streamlined along the available tools </li></ul><ul><li>Better enforcement of best practices </li></ul><ul><li>Improved documenting of all process changes </li></ul><ul><li>Improvement of internal processes for certain areas (overall program management, campaigns) </li></ul><ul><li>Streamlined information flow, closing communication loops </li></ul>
  6. 6. Quality Management Maturity 2 Area Current status Further development 3. Quality of Service <ul><li>Measured informally </li></ul><ul><li>Annual business review meetings </li></ul><ul><li>Weekly project calls with vendors, PMs and reviewers (mostly execution) </li></ul><ul><li>Ad-hoc vendor calls to resolve ongoing issues </li></ul><ul><li>Streamlined measurement of quality of service on a regular basis </li></ul><ul><li>(Bi-)annual improvement plans per vendor </li></ul><ul><li>Annual quality surveys </li></ul>4. Technical Expertise <ul><li>4 major vendors in TMS </li></ul><ul><li>3 new transcreation vendors not in TMS, little to no reuse of TMs </li></ul><ul><li>All vendors in Termweb and Multiterm </li></ul><ul><li>Good use of SharePoint portals and FTP </li></ul><ul><li>Tool to manage overall localization business process (PPM tool) </li></ul><ul><li>Better document management strategy </li></ul><ul><li>Controlled authoring </li></ul><ul><li>Add transcreation vendors to TMS </li></ul><ul><li>Connect TMS to Termweb </li></ul><ul><li>Connect TMS to CMS (Interwoven to come in Q3) </li></ul>
  7. 7. It’s quality, stupid! <ul><li>Literal translation: </li></ul><ul><li>VMware vSphere architecture consists of the following parts: </li></ul><ul><li>A lowly hypervisor, either VMware ESX or VMware ESXi, which is laid upon every bodily servant, planned for the evaluation of virtual machines. </li></ul><ul><li>A case (fall) of management servant called VMware vCenter server, which enables centralized management of multiple values. </li></ul>
  8. 8. THANK YOU! Eva Klaudinyova [email_address]