 |
| Paid Research - Membership Required |
| Localization Maturity Model |
| |
| Keywords |
| CMM, capability maturity model, DITA, global content management, globalizaiton management, GMS, language service provider, LMM, localization, localization maturity model, LSP, machine translation, metrics, ROI, skill, standards, training, translation au |
Abstract |
| Localization is a black art to some companies, a well-defined process to others, and a continuing journey for most. Because many organizations will pass the same milestones on their way to localizing their wares or their communication channels, we decided that it is time to document those landmarks.
We discuss localization using capability maturity model (CMM) frameworks pioneered by Carnegie Mellon University’s Software Engineering Institute’s (SEI). We base our description of localization maturity model (LMM) behaviors on our four years of research at Common Sense Advisory and on many years of prior research, observation, and market participation at previous firms as consultants, advisors, and providers.
The goal of our LMM research is to identify the metrics and key process areas (KPA) for graduating from one phase to the next. We offer specific recommendations on how to discover, analyze, and improve the process, organzations, and technology used to transform software, websites, and other content for global or domestic ethnic markets.
This report includes: 1) an overview of the organizational, process, and technology lifecycles of localization; 2) a discussion of the behaviors, processes, and activities that constitute defined, managed, and repeatable best practices; and 3) recommendations for moving up the maturity ladder. |
Benefits |
In General: This information and the localization maturity model we propose should prove useful to organizations that are globalizing and those that help them with language services, consulting, and technology.
At the end of each section, we suggest actions that each of these groups should take. So that they understand the motivations and needs of the other team, we recommend that practitioners read what we tell suppliers – and vice versa. That way each side will better understand the person on the other side of the table.
|
| For Buyers: Practitioners, planners, decision makers, anyone else who is responsible for setting or advising product, website, or corporate globalization strategies can benchmark their experiences against the five phases we describe. They can use this information to uncover best practices and learn which behaviors to avoid. The levels we describe may not map perfectly to your organization, but the discussion of each phase will allow companies to identify themselves and to learn from the experience of those who went before them. |
| For Suppliers: This model should be a valuable tool to any company that provides software solutions or language services that help companies localize their products, processes, websites, or documents. It will help them identify the pain points typically seen at each stage of localization maturity so they may better offer appropriate products or services. |
Physical Details |
| Authors: Donald A. DePalma |
| Date: 16 August 2006 |
| ISBN: 1-933555-29-7 |
| Pages: 62 |
Table of Contents |
- Topic
- Applying Capability Maturity Models to Localization
- Caution and Call for Participation: This Is a Work in Progress
- Who Should Read This Report?
- Analysis
- Zen and the Art of Localizing Code and Content
- No Discussion Would Be Complete without Terminological Hair-Splitting
- Capability Maturity Model Identifies and Formalizes Best Practices
- Introducing the Localization Maturity Model (LMM)
- Localization Practice Can Also Be Immature
- Conclusions from this Section
- Level 1: Reactive Localization – The Ad Hocracy of International Support
- Organization: How Companies Staff Their Reactive Localization Teams
- Process: Manager Looks under Every Rock Looking for Procedures
- Technology: Localizers Review Applicability of Existing Technology
- Organization: Localization Highlights Flaws in Managing “Know-How”
- Action: What Firms in Reactive Stage of Localization Should Do Next
- Action: How Suppliers Can Help Companies in the Reactive Mode
- Level 2: Repeatable Localization – The Discovery Phase
- Organization: Scope of Effort and Inefficiency Comes into Focus
- Organization: Know-How and Process Go Under the Microscope
- Organization: Staffing and Vendor Management Surface
- Governance: The Expense of Doing the Job Right Comes into View
- Technology: Software Aids Localization Process Repeatability
- Action: What Firms in Repeatable Stage of Localization Should Do Next
- Action: How Suppliers Can Help Firms in Repeatable Mode of Localization
- Level 3: Managed Localization – Stabilizing and Formalizing Process
- Organization: External and Internal Issues Determine Velocity of Change
- Management: Companies Ponder Controls to Deal with Climbing Costs
- Process: Documenting How Things Work Drives a More Managed State
- Governance: Stakeholders Debate the Best Model
- Organization: Internal Dedicated Staff Grows, Continues Professionalizing
- Organization: Managing External Resources Is a Full-Time Job
- Technology: Companies Rush to Automate Localization
- Action: What Firms in Managed Stage of Localization Should Do Next
- Action: How Suppliers Can Help Firms in Managed Mode of Localization
- Level 4: Optimized Localization – Automating Processes and Practices
- Process: Business Process Monitoring and Optimization Mantra
- Governance: Localization Organization Gets Optimized as Well
- Process: Specialists Review Content Architectures and Core Transformations
- Technology: Software Accelerates and Improves Localization Processes
- Action: What Firms in Optimized Stage of Localization Should Do Next
- Action: How Suppliers Can Help Firms to Optimize Localization
- Level 5: Transparent Localization – By Now It’s Everyone’s Job
- Organization: Localization Becomes Part of the Corporate DNA
- Technology: Translation Automation Speeds Transparent Localization
- Process: Localization Joins Mainstream Business Process Monitoring
- Action: What Firms in Transparent Stage of Localization Should Do Next
- Action: How Suppliers Can Help Firms to Make Localization Transparent
|
| Paid Research - Membership Required |
| Localization Maturity Model |
| |
| Keywords |
| CMM, capability maturity model, DITA, global content management, globalizaiton management, GMS, language service provider, LMM, localization, localization maturity model, LSP, machine translation, metrics, ROI, skill, standards, training, translation au |
Abstract |
| Localization is a black art to some companies, a well-defined process to others, and a continuing journey for most. Because many organizations will pass the same milestones on their way to localizing their wares or their communication channels, we decided that it is time to document those landmarks.
We discuss localization using capability maturity model (CMM) frameworks pioneered by Carnegie Mellon University’s Software Engineering Institute’s (SEI). We base our description of localization maturity model (LMM) behaviors on our four years of research at Common Sense Advisory and on many years of prior research, observation, and market participation at previous firms as consultants, advisors, and providers.
The goal of our LMM research is to identify the metrics and key process areas (KPA) for graduating from one phase to the next. We offer specific recommendations on how to discover, analyze, and improve the process, organzations, and technology used to transform software, websites, and other content for global or domestic ethnic markets.
This report includes: 1) an overview of the organizational, process, and technology lifecycles of localization; 2) a discussion of the behaviors, processes, and activities that constitute defined, managed, and repeatable best practices; and 3) recommendations for moving up the maturity ladder. |
Benefits |
In General: This information and the localization maturity model we propose should prove useful to organizations that are globalizing and those that help them with language services, consulting, and technology.
At the end of each section, we suggest actions that each of these groups should take. So that they understand the motivations and needs of the other team, we recommend that practitioners read what we tell suppliers – and vice versa. That way each side will better understand the person on the other side of the table.
|
| For Buyers: Practitioners, planners, decision makers, anyone else who is responsible for setting or advising product, website, or corporate globalization strategies can benchmark their experiences against the five phases we describe. They can use this information to uncover best practices and learn which behaviors to avoid. The levels we describe may not map perfectly to your organization, but the discussion of each phase will allow companies to identify themselves and to learn from the experience of those who went before them. |
| For Suppliers: This model should be a valuable tool to any company that provides software solutions or language services that help companies localize their products, processes, websites, or documents. It will help them identify the pain points typically seen at each stage of localization maturity so they may better offer appropriate products or services. |
Physical Details |
| Authors: Donald A. DePalma |
| Date: 16 August 2006 |
| ISBN: 1-933555-29-7 |
| Pages: 62 |
Table of Contents |
- Topic
- Applying Capability Maturity Models to Localization
- Caution and Call for Participation: This Is a Work in Progress
- Who Should Read This Report?
- Analysis
- Zen and the Art of Localizing Code and Content
- No Discussion Would Be Complete without Terminological Hair-Splitting
- Capability Maturity Model Identifies and Formalizes Best Practices
- Introducing the Localization Maturity Model (LMM)
- Localization Practice Can Also Be Immature
- Conclusions from this Section
- Level 1: Reactive Localization – The Ad Hocracy of International Support
- Organization: How Companies Staff Their Reactive Localization Teams
- Process: Manager Looks under Every Rock Looking for Procedures
- Technology: Localizers Review Applicability of Existing Technology
- Organization: Localization Highlights Flaws in Managing “Know-How”
- Action: What Firms in Reactive Stage of Localization Should Do Next
- Action: How Suppliers Can Help Companies in the Reactive Mode
- Level 2: Repeatable Localization – The Discovery Phase
- Organization: Scope of Effort and Inefficiency Comes into Focus
- Organization: Know-How and Process Go Under the Microscope
- Organization: Staffing and Vendor Management Surface
- Governance: The Expense of Doing the Job Right Comes into View
- Technology: Software Aids Localization Process Repeatability
- Action: What Firms in Repeatable Stage of Localization Should Do Next
- Action: How Suppliers Can Help Firms in Repeatable Mode of Localization
- Level 3: Managed Localization – Stabilizing and Formalizing Process
- Organization: External and Internal Issues Determine Velocity of Change
- Management: Companies Ponder Controls to Deal with Climbing Costs
- Process: Documenting How Things Work Drives a More Managed State
- Governance: Stakeholders Debate the Best Model
- Organization: Internal Dedicated Staff Grows, Continues Professionalizing
- Organization: Managing External Resources Is a Full-Time Job
- Technology: Companies Rush to Automate Localization
- Action: What Firms in Managed Stage of Localization Should Do Next
- Action: How Suppliers Can Help Firms in Managed Mode of Localization
- Level 4: Optimized Localization – Automating Processes and Practices
- Process: Business Process Monitoring and Optimization Mantra
- Governance: Localization Organization Gets Optimized as Well
- Process: Specialists Review Content Architectures and Core Transformations
- Technology: Software Accelerates and Improves Localization Processes
- Action: What Firms in Optimized Stage of Localization Should Do Next
- Action: How Suppliers Can Help Firms to Optimize Localization
- Level 5: Transparent Localization – By Now It’s Everyone’s Job
- Organization: Localization Becomes Part of the Corporate DNA
- Technology: Translation Automation Speeds Transparent Localization
- Process: Localization Joins Mainstream Business Process Monitoring
- Action: What Firms in Transparent Stage of Localization Should Do Next
- Action: How Suppliers Can Help Firms to Make Localization Transparent
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