Traditional Chinese translation PMBOK7 in 9 weeks! – PR news blog

The PMBOK® Guide, a guide to the body of knowledge in project management, also known as “The Project Management Bible,” is four years away from the sixth edition. The PMI (Project Management Institute) launched its seventh edition in July 2021. About 100 PMPs here in Taiwan are collaborating to translate into the traditional Chinese version of PMBOK® which has been completed in place and will launch in October!

In response to changes in project management practices, the content structure of the Seventh Edition of the PMBOK has been completely overhauled.

International Data Corporation (IDC) released “IDC Future Scope: Worldwide Global Digital Transformation Forecast 2021 Predictions,” which revealed the prediction that “by 2023, 60% of leaders in G2000 organizations will have changed their process management focus towards results, establishing more agility, innovative and empathetic business models. PMI will also achieve “self-defeating innovation” in 2021 in response to practical needs. The seventh edition has undergone content and structural revisions. The differences are as follows:

1. Add to System Thinking to enhance the holistic view of PM, capture dynamic project changes, and have solution context to reduce uncertainty.

2. The delivery of value takes priority over the result. The 12 newly added principles allow PM to plan and execute the project following the guiding principles and adapt it according to the project requirements and environmental changes.

3. The ten knowledge areas have been transformed into eight project performance areas. In addition, the processes and inputs, tools and technologies and outputs (ITTO) corresponding to the ten original knowledge areas have become independent and have added more theoretical and integrated tools in a chapter (models, methods and artefacts) which is suitable for readers. to learn and adapt to use.

4. New add the digital and dynamic online interactive platform PMIStandard + for project management knowledge. The PMIStandard + platform keeps the ITTO of the sixth edition. Project management practitioners can find suitable practical methods and tools depending on industry category, project characteristics and other selection conditions. New project management knowledge content will continue to be added in the future so that the knowledge body system continues to improve and be up to date.

Almost perfect volunteer team and translation quality of PMBOK in traditional Chinese version.

The traditional Chinese version of PMBOK is not only translation work, but also a special project to help Taiwan PMP grow together, show wisdom, temper the text, and bring epic masterpieces of high quality to Chinese project management circle and translation industry.

The traditional Chinese version of PMBOK was translated by an agile team of 100 volunteers with PMP licenses. Edward Dai, deputy general manager of the technical R&D group of iPASS Corporation and member of the PMP reviewer for Traditional Chinese Version, said, “A person may be able to translate the same high quality Traditional Chinese version of PMBOK V7 into 100 days. but 100 independent people can complete the PMBOK together in 100 days, which means that the traditional Chinese version of V7 has gone far beyond the question of “translating”. It is that 100 independent individuals have the same belief and the same mission who are willing to follow the same set of rules for the same goal regardless of the group and each one, caring for each other, complementing each other, tolerance and respect and selfless sharing. “

“An almost perfect self-organizing team can be called an agile team model.” PMI-TW President William Chen praised this team of translation volunteers for being able to weather the team storm in less than three months and complete it faster than the Sixth Edition. The high-quality translation of the “Project Management Bible” became his best graduation work (Note: President William Chen will resign as President of PMI-TW in December 2021.)

The 4 steps to building an efficient and agile translation team: recruitment and selection, joint training, parallel review and good use of the platform.

How can a virtual team of 100 people that more than 80% of members have not met before, in less than a month, the team can get through the team formation period and the storm period quickly, get on the right track and get into style quickly, and come to a perfect ending in less than three months? With 8 years of experience, Mr. Roger Chou, the Product Owner who led and planned a team of translation volunteers for 8 masterpieces of foreign biblical works. He obtained a doctorate from the Department of Business Management of Sun Yat-sen University in September of this year, and he achieved this goal within a minimum limit of the 3-year doctoral program through the project management methodology . Mr. Roger Chou answered for us:

The first step to success is finding the right person to get in the car to ensure basic quality.

A good start is half done. 100 volunteers for the seventh edition are recruited on the Internet, social project management communities and give priority to half of the quota reserved for volunteer translators of the sixth edition in 2017 (note: the sixth edition is already a 100% virtual team ). In addition, the number of volunteer TOEIC 800 translators has doubled from around 30 to 60 since the sixth edition. There are 20 members with more than TOEIC 900 or with translation work experience from the integration team responsible for intergroup editing and proofreading to ensure a certain quality of translation.

The second step to success is to start a book club to quickly improve your brainstorming and your team’s understanding.

Volunteers have varying years of PMP admission, translation experience, and professional skills. Ahead of the translation launch, Dr Roger Chou organized a number of online book clubs to warm up, including book clubs for the sixth and seventh editions, translation skills conferences, and teacher training on agile team operations.

In the PMBOK Book Club, group members should read chapters and present them to all group members. This makes the team quickly enter the training and storm period. In addition, the team of volunteers is an agile, self-organized team. The respected group assessment committee is not a top client or final assessors but rather a coach who supports the growth of the group. The teachers spent a lot of time with the group deliberating on the wording and design of the layout, correcting errors, communicating how to design the content and facilitating audience understanding as well as moving everyone forward more. quickly practice, multiple exchanges and discussions.

The third step of success is to make good use of the tools of the digital platform to improve the transparency of communication and the enthusiasm of the tasks.

The 2 volunteers JP Peng and Cadmus Lin built and managed three online platform tools to the project team in order to allow the volunteers to acquire the required information and modify and communicate the information during translation, with the result forecasts and trees and through a transparent and easy to understand digital platform allowed to continue to optimize and deliver high quality works.

The tools include:

1. Use Google files to control the scope and version of translated chapters;

2. Miro online interactive whiteboard platform;

3. Website on project progress and integration of information.

First, JP Peng breaks up the translated chapters and links to view version for easy access by group volunteers. Then let members enter the Kanban board on the Miro row, claim paired tasks, and see the progress of their group partners and other groups on the board. When team members can easily understand the progress of their work, they can also clearly see progress delays and partners who need help and reach out at the right time to reduce wait times. inactive.

Each group’s pre-project reading meetings, project translation progress and various activity results recordings are organized and managed by JP Peng on the project website. Volunteers can easily access and fully capture project information and the full picture.

The fourth step of success consists in using annotations and demonstration meetings to sublimate the journal in “collective intelligence”.

(Translation review flowchart: Peer> Group QA> FQA> Review Committee> Integration Team.)

At each stage, QA checkers and review board teachers are responsible for using Google Doc’s annotation message feature to come up with different translation proposals for accuracy and readability of Chinese and English without directly delete changes during the task. During the group demonstration meeting, the three teachers of the review committee, the QA and the FQA of the group fully expressed their point of view, and then a consensus decision was made to determine the outcome. Instead of letting the latest proofreaders cut directly the content translated by the predecessors and re-train them, this can avoid a word room and reach the collective intelligence of the translated text.

The 7th edition of the traditional Chinese version of the PMBOK is launched. This is not only a translation job that condenses the wisdom of Taiwanese elites in project management, but also well-planned and fully utilized online digital tools to overcome the physical barriers of the Covid epidemic- 19, team formation and rapid progress. This makes for a wonderful practical case.