Categories: Human Aspects of PM, Human Resources, Leadership, Leadership, Stakeholder, Strategy, Talent Management
The PMBOK 5th Edition Hindi Translation Team Gets Recognition
This piece continues my previous blog posts, “The Techniques That Don't Resolve Conflict” and “The Only Technique That Resolves Conflicts,” which looked at why no technique other than collaborate/problem-solve truly resolves a conflict.
Researcher Bruce Tuckman suggested that a project team generally goes through the forming, storming, norming and performing stages. In this post, I will discuss a team that skipped the storming stage—or, rather, they managed their conflicts so well that they spent most of their time in the performing stage. Fortunately, I was part of the team.
PMI India took up the task to provide the PMBOK Guide—Fifth Edition in Hindi to promote project management in Hindi-speaking regions. The project initiated in February 2013 and aimed to finish by August 2013 so the new Hindi version could launch at the PMI National Conference in Delhi in September 2013. We had only six months, and the team was yet to be recruited. We had to onboard a translator and form a Translation Verification Committee (TVC) of subject matter experts who were native Hindi speakers with sound knowledge of the PMBOK Guide—Fifth Edition.
The cover of the PMBOK 5th Edition Hindi version.
PMI India already had some volunteers for the TVC. We selected a few names and started interviewing. We also tried to persuade people who were part of the TVC for the Fourth Edition to participate. We intended to select eight people for the TVC, but we settled for seven.
- The challenges were many, and the short timeframe was the first. We had to complete the project by 31 August.
- The translation had to be simple, easy to read and use the language of common people.
- Another big challenge was to find the equivalent word in Hindi. It is very common to find many Hindi equivalents for one English word, but none of them exactly matches the meaning. So you have as many opinions as people on the team. This was the most time-consuming challenge. If not addressed appropriately, it could cause serious delays.
- Committee members came from four different cities and could not meet frequently. All had full-time jobs and would verify the translation after work.
- One translator was the only team member hired professionally. His pace set the pace of the whole team.
Facing and Overcoming the Challenges
After finalizing the team, the kickoff meeting happened on 31 March, 2013. So we had only five months to complete the job. We met the first time to understand each other and set the agenda. We prepared a schedule with our best estimates. It turned out those estimates had us completing the project in October! That was not acceptable, but we decided to start work on the first three chapters and revisit the schedule later. We decided on one face-to-face meeting per month on a weekend and to connect via a conference call in between.
In the first call, we could see what we feared most. There was a lot of discussion to select the right word and sentences, and we couldn’t make much progress.
At the second meeting, the target was to finalize Chapter 1 on the first day, but again there was a lot of discussion about choosing the right word, and we could not complete the chapter. It was a matter of concern now.
We decided to set ground rules:
- Based on the skills demonstrated so far, we made two people the final word on Hindi and two others the final word on the PMBOK Guide. In the case of long debates about these two issues, the group would accept what these people decided.
- If we could not conclude a word debate in a specified time, we would have an online vote, with everyone voting within three days. The word that had the most votes would be selected with no further discussion.
- To maintain quality, we decided on two levels of review. Every team member would do a first-level of review and pass it on to a specified person for the second level of review.
- As the project was taking longer than expected, we decided to appoint one of the TVC members to help the translator fast-track the work.
At the third meeting, we lost one of the team members. Before the fourth meeting, another was transferred out of the country, reducing his availability significantly. Now the only way to complete the project before 31 August was to take less time in review. The only way to do that without losing quality was to keep our conflicts in control. Forming the above rules turned out to be the most critical factor. Obeying these rules reduced unnecessary discussion and considerably improved the pace. We completed all the activities by 27 August, leaving two weeks for printing and publishing.
Working on this project, I closely observed how a team can manage its conflicts and focus on delivering the work. The following five factors were most critical:
- Form ground rules based on the project’s objectives
- Identify skills in the team and assign responsibilities accordingly.
- Build a decision-making tool with consensus
- Build a process that can deliver quality
- Follow the rules with discipline
Do you have a similar experience or opposite to it? Please share your view.