New features enable easier, effective and more secure teamwork across projects
WAKEFIELD, MA – February 6, 2017 – SDL (LSE:SDL) today announced the latest release of SDL Trados GroupShare 2017, giving project managers a wealth of new features to enhance the way they work and manage localization projects. The new version provides best-in-class collaboration tools to reduce translation professionals’ workloads, while empowering localization teams to work faster and smarter.
Understanding the need to securely translate and share confidential documentation, SDL Trados GroupShare 2017 facilitates secure collaboration between internal and external translators and teams. When a file is assigned, the translator is automatically granted access to the project, relevant translation memory or terminology assets. Once that project is completed, access is automatically removed – saving time for project managers while ensuring the highest security standards for organizations. The new project management dashboard is a crucial addition to enable tracking and reporting on project progress and overall workloads.
I'm not a big fan of infographics. My biggest angst with infographics is that they have accessibility issues due to having so much content in the form of text embedded within the graphic (unreadable to most browsers used by the visually impaired). However, CMS Report recently received this infographic by a representative of BMC Software that shares a concern of mine. The concern is that lately it appears that the relationship between IT users and their IT department has become frustrating. Where IT once was considered helpful, IT is often now viewed from the user perspective as a roadblock for how they would like to utilize information technology.
A few days ago, we relaunched CMS Report with a new layout and under a much different content management system than we've used in the past. This journey began more than two years ago after realizing this site needed to evolve beyond my comfort zone. After being approached by Agility nine months ago, new ideas quickly took form and I decided to host the site using Agility's Magazine Publishing Suite. We're still smoothing out the rough edges of the new site but I think we've taken some important first steps. If you are truly passionate about content management and information systems then I hope you'll accept my invitation to stay with us because I think you're going to enjoy this ride.
There’s a sea change going on – a quiet revolution in the way we work as teams. Successful virtual teams, without question, have been on the forefront of this change. But co-located teams are also beginning to reap the benefits of a new way of working.
When Meetings Ruled the Day
To decode the secret, let’s start by examining a simple concept that traditionally has been critical to teams: meetings.
Back in the 90’s, most work, status, decisions, and deals happened in meetings. Meetings were the way things got done. In the days or hours leading up to the meeting, we would prepare bits and pieces of collateral to present or reference in the meeting. We compiled agendas, collected status updates, drafted documents, and printed out static plans. Project managers used their powers to exert control over the process in an effort to move the ball forward.
Background Information: UNFPA is the United Nations Population Fund, an international development agency that promotes the right of every woman, man and child to enjoy a life of health and equal opportunity. UNFPA supports countries in using population data for policies and programs to reduce poverty and to ensure that every pregnancy is wanted, every birth is safe, every young person is free of HIV, and every girl and woman is treated with dignity and respect. The three core areas of their work - reproductive health, gender equality and population and development strategies - are inextricably related. Population dynamics, including growth rates, age structure, fertility and mortality, migration and more, influence every aspect of human, social and economic development. Reproductive health and women's empowerment powerfully affect, and are affected by, population trends. For each core area, UNFPA created large databases.
Interviewer: Hi Brad. Thanks for taking the time to sit down with us to discuss your latest win of the UNFPA content management project with Jahia CMS. Tell us about the UNFPA website project.
Brad Kain: UNFPA is a leader in digital media within the UN, offices throughout the world with a global website, 7 regional portals and over 100 country websites.
Interviewer: So what does the integration project look like? How does this fit with Jahia’s mission and what can these sites achieve with assistance from Jahia CMS?
Brad Kain: Quoin recently won a three-year contract with the United Nations Population Fund (www.unfpa.org) to provide Jahia CMS support and site development. We will work with this global mission-driven client to redesign the organization, regional, and country web sites. Our onshore/offshore team is looking forward to providing rapid and effective development support as the UNFPA focuses on the use of social media to engage visitors.
"Information technology should enable government to better serve the American people. But despite spending more than $600 billion on information technology over the past decade, the Federal Government has achieved little of the productivity improvements that private industry has realized from IT. Too often, Federal IT projects run over budget, behind schedule, or fail to deliver promised functionality. Many projects use “grand design” approaches that aim to deliver functionality every few years, rather than breaking projects into more manageable chunks and demanding new functionality every few quarters. In addition, the Federal Government too often relies on large, custom, proprietary systems when “light technologies” or shared services exist.
Government officials have been trying to adopt best practices for years – from the Raines Rules of the 1990s through the Clinger Cohen Act and the acquisition regulations that followed. But obstacles have always gotten in the way. This plan attempts to clear these obstacles, allowing agencies to leverage information technology to create a more efficient and effective government."
"Enterprise collaboration projects are almost always risky propositions. Storing and sharing information, potentially across departments and across the world, holds unquantifiable rewards for the business. Yet, if these rewards can't be realized by individuals, then the project risks failure."
2. Have the requirements from all stakeholder groups been accounted for? One of the critical issues that sink CMS investments in the organization is missing all necessary input and buy-in.
3. Trying to solve too much from the very beginning and be all things to all people is a recipe for disaster. In order to be successful, work in manageable phases. Don’t be afraid to upset the apple cart and prioritize.
The biggest reward I get from working on IT projects is the opportunity to take new ideas and new strategies and piece them together into something that has never been done before. Even when I'm not the one originating the new idea, I like helping other innovative people bring their ideas to the table. I have ideas, dreams, and aspirations to help take my workplace to the next level of where it should be via innovative use of what I know best, information technology. How could innovation and all these wonderful ideas I have in my head not be anything but a good thing for my organization? A recent article in the Wall Street Journal answers just that question by saying that there are negatives for an organization that innovates too much.