Tag: g11n

Free sample of Erin Vang’s facilitation

by on Aug.04, 2011 , under facilitative leadership, localization, program management

A recording of the webinar panel discussion I moderated yesterday is now available here.

Bridging the gap between software development and localization

If you’re involved in software development, localization, internationalization, or globalization, you should watch this for a great introduction to the issues particularly with regard to stakeholder awareness, education, commitment, and communication—it was a lively panel with more than a few “hot button” topics getting lively debate, featuring a number of industry experts:

  • Val Swisher, Founder & CEO of Content Rules
  • Danica Brinton, Senior Director of International at Zynga
  • Dale Schultz, Globalization Test Architect at IBM
  • Edwin Hoogerbeets, Senior Internationalization Engineer at Palm
  • Adam Asnes, CEO & President of Lingoport
  • Erin Vang, Principal Pragmatist of Global Pragmatica LLC®

Free sample of Erin Vang’s work as a moderator

If you’re in charge of setting up panel discussions or conferences for your company and you’re wondering whether engaging a professional facilitator as your moderator for the event is worthwhile, you might want to watch this as a free sample—see how I work to make the conversation more valuable for the audience members and panel participants. I work as an audience advocate to ensure that the event delivers the content that was promised, that it’s lively and interesting, and that we get past the buzzwords, spin, and hot air right away—we get right into the content.

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Bridging the Gap Between Software Development and Localization

by on Jul.28, 2011 , under facilitative leadership, localization, program management

Erin Vang moderates panel discussion on software l10n

Cross-posted from Lingoport.com

So, you’ve developed a new software application, and have high aspirations in terms of selling your application to a global audience. Now what? Problems often arise between developers, localization managers, and business managers due to perceived lack of support, time, and money.

This lack of understanding can lead to great frustration within the development tiers. Join us for an hour long online panel discussion and learn how some of the best known industry thought leaders are contributing to bridging the gap between software development and localization.

The panel features the following industry thought leaders and experts from the software development, content development, internationalization, and localization industries:

  • Val Swisher, Founder & CEO of Content Rules
  • Danica Brinton, Senior Director of International at Zynga
  • Dale Schultz, Globalization Test Architect at IBM
  • Edwin Hoogerbeets, Senior Internationalization Engineer at Palm
  • Adam Asnes, CEO & President of Lingoport

Online Panel Discussion: “Bridging the Gap Between Software Development and Localization”
Date and Times: Wednesday, August 3rd at 9:30am PT / 10:30am MT / 11:30am CT / 12:30pm ET
Registration: Register for free @ https://www1.gotomeeting.com/register/964415249
Where: Your desktop

Erin Vang, Owner of GlobalPragmatica will be facilitating the online panel discussion. Erin has over twenty years of expe­ri­ence in sta­tis­ti­cal soft­ware doc­u­men­ta­tion, qual­ity assur­ance, project man­age­ment, and local­iza­tion, most recently as Inter­na­tional Pro­gram Man­ager for the JMP Research and Devel­op­ment at SAS, and pre­vi­ously with Aba­cus Con­cepts and SYSTAT. She is currently designing a localization program for Dolby Laboratories.

This presentation is intended for technical managers, software engineers, test engineering managers, QA managers, internationalization and localization managers, technical writers, content developers, and anyone wanting to learn more on how to optimize their global software releases.

We’d love to hear from you. Please send any questions or topics you’d like to have discussed during this panel to Chris Raulf @ chris (at) lingoport.com.

Update 4 August 2011

The recording of our panel discussion is now available here.

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Tuna noodle hotdish recipe

by on Aug.30, 2010 , under random

My recent Multilingual column mentioned tuna noodle hotdish. For those readers who aren’t familiar with this snowbelt classic, here’s a recipe.

This is an old standard for Norwegian-Lutherans in the USA snowbelt—it’s what we make when our neighbor’s recovering from surgery, or when a friend has just had a death in the family, or when we need to bring something for the church potluck, or if it’s a cold night and we’re hungry.

It’s not a fancy recipe—and that’s the whole point. It’s cheap, easy comfort food.

  • one can of tuna
  • one 12 oz bag of egg noodles
  • one can of cream of mushroom soup
  • a few slices of Velveeta
  • salt
  • pepper
  • oregano
  • potato chips

Prepare one package of egg noodles in boiling, salted water according to directions on the bag. Drain. Add tuna, cream of mushroom soup concentrate, about half a soup can of water, Velveeta, salt and pepper, and oregano. Stir, return to heat, and heat through. Correct seasonings. Top with crumbled potato chips.

Variation: top with potato chips and heat in oven-proof casserole at 350˚F for about 30 minutes.

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North America from the outside in and the inside out

by on Aug.30, 2010 , under localization, random

This article was originally published in slightly-edited form by Multilingual magazine, September 2010 and is reprinted here with permission. Erin Vang would like to thank Multilingual for graciously consenting to republication of this article in the GlobalPragmatica blog.

In 1998 I planned a trip to Norway and set about educating myself. In addition to the usual stack of guidebooks, language books, and cassettes, I picked up a copy of Norway: Culture Shock! A survival guide to customs and etiquette. I hate being the Ugly American when I travel, so I wanted to learn some of the little niceties that would help me blend in.

I enjoyed the book, but it felt inside-out and backwards to me somehow—all kinds of behaviors and cultural details that I considered normal were explained as if they were completely bizarre. It was astonishing to me that, for example, the book went to the trouble of explaining that you shouldn’t ask Norwegians how much money they make. You shouldn’t expect Norwegians to divulge much about themselves to strangers, or even for that matter to friends. When visiting a Norwegian family in their home, you should decline offers of food and drink at first and only relent after repeated offers are made. Further, an offer of “coffee” doesn’t mean a hot beverage. “Coffee” means a full lunch spread, with open-faced sandwiches, a variety of side dishes, perhaps some fruit soup, and at least an assortment of cookies if not cake for dessert. If you’re lucky, there will be leftover dumplings and ham, sliced and fried up together.

Well, duh! That’s normal, isn’t it?

Isn’t it?

I should probably mention that I grew up in the snow belt of North America in a series of small towns settled in large part by Norwegian and German immigrants and still populated mostly by their descendants, who tell Ole and Lena jokes and would call a Norwegian-Swedish couple a “mixed marriage.” It turns out that I grew up with a Norwegian sensibility about things.

Eventually I turned to the “About the author” section in the back of the book and learned that she was an Asian woman who had married a Norwegian man and moved to Norway.

So the book was inside-out and backwards for me! Ostensibly it described Norwegian customs, but I learned more about which Norwegian customs seem odd to an Asian and in turn what the Asian norms are. I also learned how my sense of normal differs from the rest of North America, because the very things she pointed out about Norwegians are the traits that have made me stick out since I left the snow belt.

North America from the outside in

I’ve since had the privilege of traveling quite a bit in Asia and Europe as a localization program manager, continuing my inside-out cultural learning over dinners and drinks with my localization teams and in-country colleagues.

What particularly strikes me about Japan is its quiet, compact order and elaborate attention to manners, and upon returning home from Japan I’m always startled by how big, messy, and casual we Americans are. We think nothing of taking a sip of a beer as soon as it arrives, and if we pause for a toast, it’s just “Cheers!” with much noisy banging of glasses, and no attention to whose glass clinks higher or lower. We walk down office hallways talking in full voice, we’re more likely to call something sarcastic into our colleagues’ open doors than to notice whether they’re busy, and by the time we’ve gone past three people’s offices, we’ve walked past more space than a dozen comparable Japanese office-workers would use, and all of it is messier.

Over dinner in Korea one night I learned what I’d never noticed before in years of sampling Korean music, dance, and theater: that it reflects millenia of sadness. Korea’s long history is full of invasions, wars, cultural loss, and great deprivation. Korea’s classical and folk arts express the reserved, wary sadness of a people ravaged for tens of centuries by neighbors in every direction. A Korean attending an arts festival in North America would be stunned to see singers smiling, actors laughing, dancers frolicking, and performers of all types making joyful eye contact with their audiences. Korean arts serve a more important purpose than entertainment and fun: they remember loss and struggle, they record perseverance, they offer perspective about daily challenges in a context of surviving the unsurvivable.

North Americans think we are familiar with Chinese food until we actually visit China and are confronted with the real thing. Theirs is a cuisine of poverty, making the most of scarcity by using parts of the animal we call scraps, using plants we call “weeds,” and using elaborate techniques and richly layered flavors to make them all palatable. We might think that “American food” would seem simple and decadent to Chinese visitors, but in fact they are as perplexed by our foods as we are by theirs. The thing that puzzles them the most? That our foods come in big hunks and separated piles—think of a dinner at a typical American steakhouse, where your plate comes with a huge hunk of meat, an enormous baked potato, and a pile of one vegetable, all arranged so that nothing is touching. I was startled to discover that the foods my Chinese colleagues preferred were those that mingled meats and vegetables in one dish, all in one-fork pieces, such as a casserole. Their comfort had nothing to do with the flavors and everything to do with shapes!

North America from the inside out

What most North Americans probably don’t consider is that we are all outsiders in North America. Our planet’s third largest land mass after Asia and Africa is home to twenty more nations besides the biggest three, Canada, the United States, and Mexico. We are all outsiders in twenty-two of those countries. Narrowing the focus to just the US, our nation’s young history is one of myriad immigrant and native cultures settling tiny pockets of a vast continent. Cultures have blended to a certain extent with those of the other peoples in the vicinity, and the resulting regional identities persist to the present. The lines are starting to blur in the age of national and global television, radio, and internet, but the potential for cultural conflict and misunderstanding is far greater than many people realize. I’ll share a few of the more amusing examples from my own life.

When I left my Norwegian enclave in the snow belt and arrived in Chicago for grad school, I couldn’t figure out why my friends never offered me anything to eat or drink when I visited. It wasn’t until some fellow Norwegian-Lutheran-Minnesotans from my alma mater joked about our common tendency to turn things down three times before accepting that I realized what the problem was. My friends did offer me drinks and snacks, but out of Norwegian-American habit, I always said something along the lines of, “Oh, I’m fine–no, thank you.” But that was that! My friends didn’t realize that the first three times you offer something don’t count!

I spent about a dozen years working for SAS and traveling frequently to corporate headquarters in Cary, North Carolina. Much later I found the Culture Shock! series book on the American South and finally began to understand some of my experiences there. When my colleagues had responded to one of my ideas with, “Bless your heart!” they weren’t gratefully commending my cleverness—they were saying, approximately, “Oh, you poor baffled freak… you just don’t understand anything.” When they called me “Yankee,” it wasn’t a slight as I thought; they were just acknowledging that I was different. When I jokingly called myself a “damn Yankee” once, I was corrected with a smile: “You’re not a ‘damn Yankee’! You’re just a Yankee. Damn Yankees are the ones who don’t leave.”

We’re all outsiders

When a friend of yours grieves a death in the family or is recovering from surgery, do you send flowers?

What on earth for? What good are the flowers going to do anyone? Where I’m from, we make a tuna noodle hotdish complete with crumbled potato chips on top, and we bring it over to the house, hot and ready to serve, in a casserole carefully labeled with our last name on a piece of masking tape. We do this whether we like tuna noodle casserole or not, because it’s what is done.

Being an outsider in North America is not a privilege reserved for visitors from other countries.

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Some thoughts on localization vendor selection

by on Oct.29, 2009 , under localization, program management

Localization and translation are almost always outsourced, and for many good reasons. Vendor management is therefore crucial to any localization or translation program, and it starts with vendor selection. Every aspect of vendor management—the financial and legal relationship, communications, project coordination, risk planning, and so on—will be easier if you start by taking the time to find the vendor or vendors that are best-suited for your needs. A huge number of companies is eager to have your business, most of them will bend over backwards to adapt their processes to your needs, and many of them are truly excellent. But one size does not fit all. The best possible vendor for one company might be a lousy fit for your company. If I had to get it down to one sentence, my advice would be this:

Don’t go by price, go by who understands your needs the best.

If you have time for more than one sentence, read on. The best vendor is the one whose questions make sense, whose warnings ring true, and whose projections seem realistic. Trust your gut on this, because like Dr. Spock used to tell parents, “You know more than you think you do.” How do you find the vendor or vendors who will pass that gut-feel test? Here are some tips. Are they selling what you need?

What do you need—translation, interpretation, localization, or internationalization?

There might be a few vendors who can do it all, but most of them specialize on one or two of these service. If you’re not sure which ones you need, here’s a quick rundown on the differences.

Translation, often abbreviated T9N (T, nine more letters, N), means converting text from one language to another. If you are a best-selling novelist in Scotland, your books are translated from British English into a gazillion other languages. Harry Potter is available in 67 languages including both simplified and traditional Chinese? They’re even translated into American English! That’s right–if you pick up a copy of the first book at Heathrow, enjoy it on your flight home, and then decide to pick up book two on your way out of O’Hare, you’re in for a surprise; Harry and his friends don’t speak the same language. I like the British English ones better, myself—I think it makes more sense when British schoolchildren use British colloquialisms—even though sometimes I don’t understand every detail. Did you know that when British kids revise, they’re studying for an exam? When American kids revise, they’re rewriting a paper!

Interpretation is when you do translation live, on the fly. Interpreters are the staffers who translate at meetings of world leaders or who work in the sound booths behind the scenes at the UN for all those diplomats wearing headsets. Interpretation is a special skill that goes beyond basic translation—interpreters have to work instantaneously without reference materials, and simultaneously, speaking in one language while listening in another. Interpreters also have to be attuned to the cultural and political nuances of a situation, and they typically have to be experts in (or bone up on) the subject matter at hand. You might think those world leaders are under incredible pressure, but the interpreters have it far worse! A friend told me about interpreting for an incredibly high-level meeting; she couldn’t tell me the details, but I was able to piece together that it was probably for the meeting between Presidents Bill Clinton and Jiang Zemin talking about nuclear weaponry. She explained that she worked in a tag-team of four interpreters working fifteen minutes at a time, because that’s the most stress anyone could handle. Another friend told about a much more pleasurable interpreting job, in which she learned all about wine-making while translating for a group of Spanish investors visiting wineries California.

Localization, often abbreviated L10N (L, ten more letters, N) takes translation several steps further. Localization means doing whatever it takes to adapt a product or service to the needs of a different local market. For example, if you make cell phones in the US and want to start selling them in Korea, you’ll need to do a lot more than translate the user interface into Korean. You need to change the radio to work on the Korean networks, which use a different protocol. You’ll also need to rejigger your software so that it can handle Hangul characters, and you’ll need to come up with a keyboard and text-input system that enables people to write text messages using Hangul characters with their thumbs. If you’re smart, you’ll also enable roman, Chinese, and Japanese character input, because lots of Korean customers need to be able to communicate in Chinese, Japanese, and English every day. And if you’ve done your market research, you know that the Korean market likes small, slick, colorful devices; models that sell well in the US are probably going to seem big and clunky in Korea. Localizing your product means addressing all of these barriers to local adoption.

Internationalization (I18N) is the global version of localization: it means doing whatever it takes to make your product or service work everywhere in the world, not just specific local markets. That could theoretically include translation into every known language, but in practice it means overcoming technical details that limit you to certain parts of the world. Internationalization is laying a good foundation for localization projects to follow. For software projects, it means doing things like adapting your code to handle the character sets needed by all the world’s major languages—for example, even if your product will only work in English for now, it ought to be able to work with strings (text) in any language so that you can translate your interface later but users can work with international character data now. You should make it possible to work with all the number, time, date, currency formats, and measurement systems used around the world. Your icons should be general enough to make sense around the world—and you might be surprised how images that seem obvious here can be confusing or even offensive elsewhere. It takes research and hard work to get it all right.

Do your business models match up? What are your business priorities and challenges?

Perhaps you’re releasing a new laptop around the world and need to translate the BIOS strings, the set-up pamphlets, and the customer support website. Your priorities are volume and turnaround time. You probably have millions of words and several dozen languages, and you need it all turned around in a few weeks. You’ll probably need to work with one of the huge, multinational vendors that can respond to that kind of volume and time pressure, who can put together a sophisticated workflow system for you. And you’d better write a contract that will enable you to enforce your expectations about turnaround time.

Perhaps you’ve made a defibrillator device that flight attendants can use when passengers have heart-attacks on board, and you’ve just negotiated a major sale to a French airline. Your priorities are quality and risk management. You probably only have a few thousand words and some graphics to get from English into a half dozen European languages, but this product is literally a matter of life and death—those translations and graphics have got to be right, and they have to be so simple that they’ll make sense to somebody who’s working under extreme pressure at an unfamiliar task.

Perhaps you’re involved in a major patent filing and you need to review hundreds of existing patents and patent applications around the world to ensure that your invention is unique and new. Your priorities are efficiency and legal expertise. Many of the seemingly-related filings are probably irrelevant, and you don’t need a full-blown exact translation of each one; you first need your vendor to sift quickly through the pile to help you determine which ones are possibly relevant, and then you need accurate, legally valid translations of that smaller pile. This situation is all about efficiency: anyone can machine-translate a CD full of text files and then put humans to work on the important files, but what about when you’re starting with a carton of printouts? And your device involves sophisticated molecular chemistry? And there’s a potential issue with exporting encryption? You need a vendor that has experience in handling these kinds of issues.

It’s always about price, but don’t go by the lowest bidder

It’s theoretically possible that there are some organizations out there who aren’t worried about costs, but I haven’t run into any of them yet. (If you’re at one of them, give me a call, please! I’d love to learn more.) For the rest of us, we’re under constant pressure to get more done at lower cost, so we have to pay a lot of attention to pricing.

But there are costs and there are costs. Sure, fif­teen cents a word is cheaper than twenty-five cents a word, but it’s not that sim­ple.

  • What is the cost of a law­suit?
  • What is the cost of mak­ing a bad first impres­sion?
  • What is the cost of an unmet dead­line?
  • What is the cost of a crit­i­cal warn­ing that nobody can under­stand?
  • What is the cost of a bill­board that makes your com­pany look stodgy?
  • What is the cost of your project man­ager quit­ting in frus­tra­tion because your ven­dor can’t help him under­stand how local­iza­tion sched­ules work?
  • What is the cost of your in-country reviewer rubber-stamping or ignor­ing things because she’s tired of your vendor’s trans­la­tors argu­ing with her?

These kinds of costs are never just the vendor’s fault, nor are they ever just the client’s fault. They are the result of a mis­match between a client and a ven­dor. The best clients and ven­dors will do what­ever it takes to avoid this kind of situation—to start, build, and keep the part­ner­ships that will be prof­itable and sen­si­ble for both par­ties. Qual­ity guru W. Edwards Dem­ing said it all with his fourth point: “Don’t buy on price tag alone.” (All four­teen points with amus­ing illus­tra­tions by Pat Oliphant can be seen here.)

Conclusion

Take the time to find the vendors you understand, who understand you, and invest in a longterm partnership with them. Every client-vendor relationship will have challenges, but good clients will invest in win-win relationships with their vendors, and good vendors will work with you to figure out solutions that match your priorities and your means.

We’re here to help

If you need help finding a good vendor for your next project, or fixing a broken relationship with the vendor you already have under contract, contact us at info@globalpragmatica.com for a no-obligation consultation. GlobalPragmatica offers facilitative leadership with domain expertise in localization, internationalization, and project and program management. GlobalPragmatica provides pragmatic guidance to help a client-side organization develop and achieve its global vision through sustainable strategies, effective tactics, and committed teams. GlobalPragmatica also helps companies in the localization, translation, project management, and facilitation domains work better and smarter with their clients. Learn more at http://globalpragmatica.com or email us for a no-obligation consultation at info@globalpragmatica.com.

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