Knowing where a job stands is the precondition for that job finishing on time. Progress is monitored not by estimate but by measurement, and the risk of delay is seen not on the delivery day but the moment it arises. This section describes how tracking is carried out.
Unit of measurement
Progress is measured by the number of words or sections completed. A percentage estimate is misleading. The measurement is made concrete.
Monitoring by step
Translation, revision and proofreading are monitored separately. The end of translation is not the end of the job. The steps are shown separately.
Daily record
Progress is recorded daily and the accumulation becomes visible. A weekly record shows a delay late. The frequency is set according to the job.
Comparison with the plan
Actual progress is read against the plan and the deviation is calculated. The deviation is noticed before it grows. The comparison is made regularly.
Early warning threshold
At a certain rate of deviation a warning is given and action is taken. The threshold is defined in advance. The response is not delayed.
Reasons for delay
The source of the delay is recorded; it may be waiting for an answer, a change of scope or capacity. Action cannot be taken without knowing the reason. A record is kept.
The effect of pending questions
Sections awaiting an answer are monitored separately and the waiting time is measured. This time is made visible to the client. Responsibility becomes clear.
Synchronisation in multi-person jobs
The simultaneous progress of the parts is monitored, and the one falling behind is supported. A single delay postpones the whole delivery. Tracking is done jointly.
Monitoring critical steps
Steps whose delay would delay the whole job are monitored more closely. These steps are identified in advance. Attention is concentrated there.
Frequency of reporting to the client
In long jobs a regular status report is given. Silence creates anxiety on the client side. The frequency is agreed at the outset.
Timing of the notification of delay
The risk of delay is reported the moment it is seen, not on the delivery day. Early notice gives the client room to act. This is a responsibility.
Offering alternatives
If the delay is unavoidable, staged delivery or a narrower scope is proposed. Giving the bad news alone is not enough. Options are offered.
Shifting capacity
If necessary, additional resources are brought in, and this increases the risk to consistency. An additional review step is put in. The decision is weighed.
Use of the tracking tool
Records are kept in a shared system and the team has access. Information that stays in personal notes cannot be shared. The system is used.
Honesty of measurement
Progress is not shown as better than it is. An untrue record postpones the problem and makes it bigger. Honesty is fundamental to the process.
Definition of completion
A section is accepted as finished when the review steps are complete too. If only the translation is finished, the job is not finished. The definition is clear.
What the records contribute to later plans
Actual durations are recorded and improve later estimates. Accumulated data makes planning realistic. The record is kept.
The next step
When progress reaches a certain point, interim delivery comes up. In long jobs this step is written into the plan. The order is kept.