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Internationalisation (i18n) and Localisation(l10n) are intricately linked processes. A lot ofattention has been paid by l10n serviceproviders留学生论文代写to their internal processes, and someof their larger customers have worked hard ontheir own internal processes. A similar amount ofattention has been paid to low level issues of enablingsoftware to support various character encodings bydevelopers. However, in my experience, neither ofthese advances addresses the needs of most companiesthat are attempting to deliver international productsfor the first time, companies that may not havethe necessary time, resources, or experience to developstable processes.For these companies, the working assumption isthat creating and delivering international productsare possible, and should not be difficult. After all,many other companies have obviously done it, theyreason. It is hard to argue with this kind of logic, yettime after time it is a struggle for companies to “gointernational” and integrate best practices into theirexisting processes.

The hidden areas
In this article, I will discuss one of the hiddenareas where i18n and l10n processes and techniquesoverlap and cause trouble. While there are otherissues I don’t address here, understanding theseissues and applying the results will go a long waytowards making sure your international efforts areas effective as possible.Most important in the success of any localisationeffort is a thorough understanding of the state of internationalisationof the product and project. I18n andl10n are tightly linked and tasks involved in each ofthese are often performed by separate groups (see thearticle at www.i18n.com/article.pl?sid=01/11/03/189205 for a brief explanation of the differences ofi18n and l10n).The two parts of the project, i18n and l10noften are separated. They may be done by differentteams, even in very widely separated partsof a compan’s org chart. For example, i18n maybe part of Product Development while localisationmay be part of Operations. It is common forSales to be the group driving and sometimes evenowning both parts, even though they are far fromthe more traditional charter of a Sales team.Marketing groups may be on their own when itcomes to localising outward facing websites.Who actually performs the work? The peopleinvolved in i18n and l10n may be doing so as outsourcersor part of the main company, or a combination of both, and anyone could be located anyplace in the world. These issues introduce a severecommunication problem that needs to be managedcarefully.

Measures of success
There is an old saying – “You can’t managewhat you can’t measure”, and an enormous partof the techniques and management is without metricsat all. I propose at least two places where metricswould make processes work much smoother.Space doesn’t allow me to propose specific metricshere, but I hope to encourage everyone to considerthese issues carefully.The consensus definition of i18n is usually alongthe lines of “prepare a generic, locale neutral productthat is ready for l10n”.This generic definition is crafted to ignore the vastdifferences in coding styles, systems, and tools usedto create a product that needs localisation.

Coherence and cohesiveness
What does it mean for products to be internationalised?How can we describe the level of i18nin a way that we can track it over time, and eventuallycorrela本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。