In long, multi-person jobs the costliest mistakes arise from wrong assumptions: everyone does what is right in their own view, but together the result is inconsistent. A short kick-off meeting removes this risk at the earliest point. In small jobs this step is covered by a written note.
Which jobs it is held for
A meeting is held for long-running, multi-person or high-risk jobs. For small jobs a written note is enough. The yardstick is the complexity of the job.
Participants
The people from the team who will do the work and the person on the client side who can make decisions take part. A participant without decision-making authority does not resolve the questions. The right people are invited.
Going over the scope
The written scope is read together and the points not understood are made clear. A team that starts without reading it works on its own assumptions. The run-through is kept short.
The context of the document
Why the document is being translated and where it will be submitted is explained to the team. A translator who knows the context makes more accurate choices. The information is shared.
Target reader
Who will read the text directly determines the style. An expert reader and an end user require different levels of language. The decision is made at the outset.
Term preferences
The client's known term preferences are passed on and disputed terms are discussed. This discussion prevents hundreds of corrections later. The decisions are noted.
Fields that will not be translated
Which fields will be carried over as they are and which will be translated is made clear. Different practices within the team produce inconsistency. There is a single decision.
Flow of questions
To whom and how the questions arising during the job will be sent is determined. A scattered flow of questions delays the answers. A single channel is set up.
Decision-maker
A single decision-maker is designated on the client side. Conflicting instructions from more than one person are among the most common problems. The authority is made clear.
Reference materials
Previous translations, guides and glossaries, if any, are shared at the meeting. A source that turns up later makes the work already done open to dispute. Sharing is done early.
Known risks
Illegible sections, contradictions and uncertainties are discussed at the outset. Early notice gives the client room to act. The list is shared.
Calendar and milestones
Interim delivery dates and review windows are written into the calendar. Everyone seeing the same calendar reduces delay. The calendar is shared.
Recalling the confidentiality rules
The access restriction, the channel and the bans are repeated at the meeting. Repetition strengthens practice. A record is kept.
File and folder arrangements
Where the files will be kept and how they will be named is determined. A disorderly start produces confusion at the end. The arrangement is set up at the outset.
Roles and responsibilities
Who will translate, who will revise and who will deliver is written down. Vague roles lead to steps being skipped. The definition is made clear.
Meeting note
The decisions taken are written up in a short note and sent to the participants. A decision not written down is remembered differently. The note serves as a point of reference throughout the job.
Updating the note
New decisions taken during the job are added to the same note. Scattered decisions cannot be traced. A single document is kept.
The next step
Once agreement is reached, the preparation stage begins and the terminology infrastructure is set up. A translation made without preparation is corrected afterwards. The order is kept.