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極速突破百人虛擬團隊風暴門檻PMBOK® Guide 7新經典 繁中版不到三個月翻譯上市的秘訣!
2021/12/1 作家:專案經理雜誌
718
文/徐偉玲, PMP

有「專案管理聖經」之稱的《專案管理知識體系指南(PMBOK® Guide)》,睽違四年,國際專案管理學會(Project Management Institute, PMI)於2021年七月推出第七版,集結台灣百位PMP合力翻譯的繁體中文版於11月上市!

因應專案管理實務變化,PMBOK® Guide第七版內容結構大改版
IDC(國際數據資訊有限公司)發布《IDC FutureScape:2021年全球數位轉型預測》指出,2023年全球前2,000大企業,將有60%領導者將管理方向從流程管理轉為結果導向的管理,並且將建立更加敏捷、創新和富有同理心的營運模式。PMI也在2021年,因應實務所需進行「自蝕式創新」,第七版進行內容與結構改版,差異如下:

1. 加入系統思考(Systems Thinking),提升PM全局觀(Holistic View),掌握專案動態變化並有降低不確定性的解決脈絡。
2. 交付價值(Value Delivery)更勝於產出結果(Outcomes),新增的12原則(Principles)讓PM規劃畫並進行專案時,根據原則指引,根據專案需求和環境變化進行裁適。
3. 十大知識領域(Knowledge Areas)改為8項績效領域(Project Performance Domains)。此外,原本十大知識領域對應的流程及投入、工具與技術、產出(ITTOs),獨立並新增更多理論工具,整合成一章〈模型、方法和工件〉,便於讀者學習,裁適運用。
4. 新增專案管理知識數位化、動態化的PMIstandards+™線上互動平台。PMIstandards+™平台保留第六版ITTO,專案管理從業人員可根據產業別、專案特性和其他篩選條件,找到適合的實踐方法與工具,未來也會繼續新增專案管理新知識內容,讓知識體系持續改善、與時俱進。

近乎完美的志工團隊和PMBOK® Guide繁中版翻譯品質
繁體中文版PMBOK® Guide不單單是一本翻譯作品,更是一個幫助台灣PMP共同成長,鎔鑄智慧,錘鍊文字,帶給華文專案管理圈與翻譯界高品質史詩級鉅作的特殊專案

繁體中文版PMBOK® Guide由擁有PMP證照的100名志工專案團隊翻譯而成。一卡通票證股份有限公司技術研發群副總經理、繁中版PMP審查委員戴劍文說:「一個人或許可以獨力用100天翻譯出一樣高品質的PMBOK® Guide V7繁體中文版,但100個人用100天共同完成PMBOK® Guide V7繁體中文版的意義已經遠遠超越『翻譯』這件事,而是100位獨立的個人擁有同一個信念、同一份使命、願意在同一套規則下、為了同一個目標、不分群我、互相關懷、彼此補位、包容尊重、無私分享。」

「近乎完美的自組織團隊,堪稱敏捷團隊典範。」PMI-TW陳威良理事長盛讚本次翻譯志工團隊,竟然能在短短不到三個月突破團隊風暴期,比第六版更快完成「專案管理聖經」的高品質翻譯,成為他最棒的畢業作品(註:陳威良理事長將於2021年12月卸任PMI-TW理事長職務)

打造高效敏捷翻譯團隊4步驟:招募篩選、共同訓練、平行審核、善用平台,八成以上成員沒有見過面的百人虛擬團隊,如何在不到1個月極速突破團隊形成期、風暴期,走向正軌,進入風采,不到三個月完美收官?長達8年經驗、8次帶領並規劃國外聖經級鉅作翻譯志工團隊的Product Owner周龍鴻,今年9月份甫從中山大學企管系取得博士學位,以專案管理方式用最低年限3年達成目標,他替我們解答:

成功第一步:找對的人上車,保障基礎品質
好的開始是成功的一半。第七版100名志工,從網路、專案管理網路社群開始招募有志之士,並優先保留一半名額給2017年第六版(註:第六版已是100%虛擬團隊)的翻譯志工。此外,TOEIC 800人數從第六版約30人加倍到60人,其中負責跨組審核和校稿的整合組的廿位成員,皆有TOEIC 900或者翻譯工作經驗,保證一定的翻譯品質。

成功第二步:先開讀書會,極速Upgrade腦袋和團隊默契
志工們考取PMP年份、翻譯經驗和專業能力不同,正式啟動翻譯前,周龍鴻博士安排了許多線上讀書會暖身操,包含第六版和第七版讀書會、翻譯技巧講座、敏捷團隊運作教育訓練。

PMBOK® Guide讀書會,小組成員需要分章節讀書、選派代表在百人大群報告,這讓團隊快速進入形成期和風暴期。此外,志工團隊是自組織的敏捷團隊,尊重小組的審查委員不是高高在上、做最終審查的客戶,更像是陪伴團隊成長的教練。老師們花費相當多的時間和小組斟酌用字和版面設計,糾正錯誤、溝通如何設計內容,更容易讓聽眾讀懂,每個人皆能從實作、多次交流討論中快速進步。

成功第三步:善用數位平台工具提升溝通透明度和任務積極度
志工彭金煥和林志隆建置並管理三種線上平台工具,讓志工們對翻譯專案資訊,見樹又見林,經過透明易懂的數位平台,取得所需資訊並快速交流,持續優化並交付高品質作品。工具包含:一、用Google文件控制翻譯章節範圍與版本;二、線上互動白板平台Miro;三、專案進度與資訊整合網站。

首先由彭金煥將翻譯章節拆分並建立看版連結,便於小組志工取用。接著讓成員進入Miro線上Kanban看板,兩兩一組認領任務,並在看板上看到自己小組夥伴和其他小組進度。當團隊成員能輕鬆掌握自己的工作進度,也能清楚看到Delay進度、需要支援的夥伴,適時伸出援手,降低空閒的等待時間。

各組於專案前讀書會、專案翻譯中進度和各種活動成果紀錄,都在彭金煥有條理地分類建立並管理在專案網站中,志工可以輕鬆取用、完全掌握專案資訊和全貌。

成功第四步:用加註和Demo會議,把審核昇華為「群體智慧」
(翻譯審查流程圖: 同儕>小組QA> FQA>審委>整合組)

負責各階段QA把關者和審委老師,在任務期間不直接刪除修改,而先使用Google Doc註解留言功能,對中英文正確性和易讀性提出不同翻譯提案。在小組Demo會議時由三位審委老師、小組QA和FQA完整陳述自己的看法,由共識決決定結果。而非讓更後段審核者直接把前人翻譯的內容砍掉重練,如此便能避免一言堂,達成翻譯文字的群體智慧。

結語
繁體中文版PMBOK® Guide第七版上市,不僅是凝結台灣專案管理精英智慧的翻譯作品,更是一個有著事前良好規劃,充分運用線上數位工具,突破COVID-19疫情實體壁壘、與團隊形成障礙,快速進展至風采期的精采實務個案。


《專案管理知識體系指南》第七版繁體中文版翻譯校審貢獻者
(依姓氏筆畫排序)

總編輯:陳威良

副總編輯:周龍鴻、林汶因

校審委員:朱艷芳、李友平、林欣怡、金力鵬、胡瑞賢、徐光明、馬維銘、高添水、張天宇、張國洋、陳志瑋、楊朝仲、趙建宏、劉聖達、戴劍文

定稿者:王可帆、宋之琦、巫佳蓉、李宣瑜、沈雅倫、林肇彥、徐一心、栗嘉徽、張志維、陳怡安、陳郁雯、黃亮舒、黃奕恩、黃若愚、詹詠涵、劉奇泳、劉雪芬、蔡元博、蔡麗婷、賴致寧、嚴涵如

翻譯者:王芊千、王思婷、王美淑、王閔正、朱貞佑、江 軍、吳宗洲、呂思穎、李泳蓁、李玠育、李芬霞、李蔚琳、林士智、林妍儀、林志隆、林宥利、林清雅、凃猗礪、林瓊茹、洪家祥、徐偉玲、張志昇、張芳蘭、張祐禎、張越程、莊信慧、莊漢鵬、許乃嘉、許雯屏、陳永鈞、陳建甫、陳瑤瑜、陳澤民、陳麒元、彭金煥、游儀欣、馮泰元、黃卉怡、黃佳駿、黃冠融、黃綉媚、黃議申、葛晉澤、董淳禾、廖惠敏、劉世宇、劉俊賢、劉家妙、劉懿慧、談家成、鄭淳玉、魯人華、應盛煒、戴薇庭、薛宜蓁、謝念霏、叢玉帆、聶正忠、羅文一、羅奕麟


A virtual team of 100 volunteers broke the limit,The secret to completing the translation of Traditional Chinese PMBOK7 in 9 weeks!

Lynn Hsu, PMP


PMBOK® Guide, a Guide to the Project Management Body of Knowledge, also known as "the Bible of Project Management ", has been four years away from the sixth edition. The PMI (Project Management Institute) launched its seventh edition in July 2021. Gathering one hundred PMPs here in Taiwan collaborate for translating into the Traditional Chinese version of PMBOK® which was completed in place and will be launched in October!

In response to changes in project management practices, the content structure of the seventh edition of PMBOK has been fully renovated.
International Data Corporation (IDC) released "IDC FutureScope: Worldwide Global Digital Transformation Forecast 2021 Predictions " which revealed the prediction that “by 2023, 60% of leaders in G2000 organizations will have shifted their management orientation from processes to outcomes, establishing more agile, innovative, and empathetic operating models.” PMI will also carry out "self-destructive innovation" in 2021 in response to practical needs. The seventh edition has undergone content and structure revisions. The differences are as follows:
1. Add in Systems Thinking to improve the holistic view of the PM, grasp the dynamic changes of the project and have a solution context to reduce uncertainty.
2. The value delivery is prioritized over the outcome. The 12 principles newly added allow PM to plan and execute the project that follows the principles guidelines and tailors it based on the project requirements and environmental changes.
3. The ten Knowledge Areas were transformed into eight Project Performance Domains. In addition, the processes and input, tools and technology and output (ITTO) corresponding to the original ten knowledge areas became independent and added more theoretical tools as well as integrated into a chapter (models, methods, and artifacts) which is convenient for readers to learn and adapt for use.
4. New add the digitized and dynamic PMIStandard+ online interactive platform for project management knowledge. The PMIStandard+ platform retains the ITTO of the sixth edition. Project management practitioners can find suitable practical methods and tools according to industry category, project characteristics, and other screening conditions. The new project management knowledge content will continue to be added in the future so that the knowledge body system will continue to improve and be up to date.

Nearly perfect volunteers team and translation quality of PMBOK in Traditional Chinese Version.
Traditional Chinese version of PMBOK is not only a translation work but also a special project to help Taiwan PMP grow together, cast wisdom, temper the text and bring high-quality epic masterpieces to the Chinese project management circle and the translation industry.

The traditional Chinese version of PMBOK was translated by a agile team of 100 volunteers with PMP licenses. Edward Dai, deputy general manager of the Technical R&D Group of iPASS Corporation and a member of the PMP reviewer for the traditional Chinese version, said "One person may be able to translate the same high-quality traditional Chinese version of PMBOK V7 in 100 days but 100 independent individuals can complete the PMBOK together in 100 days that means the Traditional Chinese version of V7 has far surpassed the matter of "translation". It is that 100 independent individuals have the same belief & mission who are willing to follow the same set of rules for the same goal regardless of group & each self, caring of each other, complement of each other, tolerance & respect and selfless sharing. "

"A near-perfect self-organizing team can be called a model of agile team." PMI-TW Chairman William Chen praised this translation volunteers team for being able to break through 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" has become his best graduation work (Note: Chairman William Chen will resign as the chairman of PMI-TW in December 2021.)

The 4 steps to build an efficient and agile translation team: recruitment and selection, joint training, parallel review and making good use of the platform.
How can a 100-person virtual team that more than 80% of the members have not met before, in less than one month the team quickly break through the team formation period and storm period, get on the right track & quickly enter the style, 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 Bible-level works. He obtained a doctorate degree from the Department of Business Management of Sun Yat-sen University in September this year, and he achieved this goal within a minimum limit in PhD program 3 years through project management methodology. Mr. Roger Chou answered for us:

The first step for success is to find the right person to get on the car to ensure basic quality.
Well begun is half done. 100 volunteers for the seventh edition are recruited from the Internet, social communities of project management and give priority to half of the quota reserved for the translation volunteers of the sixth edition in 2017 (note: the sixth edition is already a 100% virtual team). In addition, the translation volunteers number of TOEIC 800 has doubled from about 30 persons to 60 persons from the sixth edition. There are 20 members with over TOEIC 900 or with translation work experience of the integration team responsible for cross-group review and proofreading to ensure a certain translation quality.

The second step for success is to start a book club to quickly upgrade your brain storm and team understanding.
Volunteers have different years of PMP admission, translation experience and professional competence. Before the translation kick-off, Dr. Roger Chou arranged a number of online reading clubs to warm up including reading clubs for the sixth and seventh editions, lectures on translation skills and agile team operation education training.

In the PMBOK book club, group members need to read chapters and present to the whole group members. This makes the team quickly enter the formation and storm period. In addition, the volunteer team is a self-organizing agile team. The review committee of the respected group is not a client who is superior or the final reviewers but is more like a coach who accompanies the group’s growth. The teachers spent a lot of time with the group in deliberating the wording and layout design, correcting mistakes, communicating how to design the content and making it easier for the audience to understand as well as making everyone more rapid progress from the practice, multiple exchanges and discussions.

The third step for success is to make good use of digital platform tools to improve communication transparency and task enthusiasm
The 2 volunteers JP Peng and Cadmus Lin have built and managed three online platform tools to the project team in order to allow volunteers to acquire the required information and change & communicate the information during translation, with the result of the forecast and the trees and through a transparent and easy-to-understand digital platform resulted in continuing to optimize and delivering high quality works.

Tools include:
1. Use Google files to control the scope and version of translated chapters;
2. Online interactive whiteboard platform Miro;
3. Project progress and information integration website.

First, JP Peng splits up the translated chapters and establishes a link for viewing the version for easy access by group volunteers. Then let the members enter the Kanban board on the Miro line, claim tasks in pairs and see the progress of their group partners and other groups on the board. When team members can easily grasp their own work progress, they can also clearly see the delay progress and partners who need support and extend a helping hand at the right time to reduce idle waiting time.

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

The fourth step for success is to use annotations and demo meetings to sublimate the review to "collective intelligence".
(Translation review flowchart: Peer>Group QA> FQA> Review Committee> Integration Team.)

At each stage QA gatekeepers and review committee teachers are responsible for using the Google Doc annotation message function to propose different translation proposals for the correctness and legibility of Chinese and English not directly delete changes during the task. During the group demo meeting, the three review committee teachers, the group QA and FQA fully stated their views and then consensus decision was taken to determine the result. Instead of letting the later reviewers directly cut off the content translated by the predecessors and re-train them, this can avoid one word room and achieve the collective intelligence of the translated text.

Conclusion:
The 7 edition of the traditional Chinese version of PMBOK is launched. It is not only a translation work that condenses the wisdom of Taiwan’s project management elites but also a well-planned & fully utilized online digital tools to break through the physical barriers of the Covid-19 epidemic, team formation and rapid progress. This makes a wonderful practical case.

Please contact for purchase
Large order: PMI Taiwan branch contact: Mrs. Hsiao 02-2557-8801
Online purchase: PMI Taiwan Chapter official website https://bit.ly/3mHJMfe place an order

Build Team 建立高績效團隊

本期的封面故事包含了6個團隊管理心法,及獨家收錄第七版與六版的差異及第七版深度剖析,將為讀者揭開專案管理嶄新的面紗。除此之外,由PM...
Build Team 建立高績效團隊
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