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According to Russian Translation LTD., the initial task a project manager should execute at this stage is another project assessment that points at distinguishing the client’s demands and targets from the project. Drawing on Hewlett Packard’s experience in project management, David Packard reasons that ‘management by aim, which he specifies as a system in which total objectives are distinctly expressed and accorded upon’ is the most beneficial way to implement projects with success. By distinguishing the customers’ short- and long-run goals, project managers are more beneficial positioned to design the project, adequately subdivide the act involved in it and precise any future scalability demands they could have. Work subdivision is the 2nd undertaking in the planning stage. So, since translation projects, particularly large-scale multilingual projects, needfully imply risk, project managers should acquire a work breakdown composition for subdividing the project’s range of work into wieldy phases or work packages. In the planning stage, consequently, the project manager should name the dissimilar work packages essential to complete the project. This will allow him/her to build an exact schedule program for the project, draw sound resource and budget projects, and build a communication program that lets him/her to keep control over the work flow and to give feedback on the project’s progress to the customer.

The project manager should as well draw a quality assurance (QA) program, which comprises assessing overall project execution on a systematic basis to render assurance that the project will satisfy the crucial quality measures. These measures differ from one customer to another and even from one project to another, and so the project manager has to ascertain she draws a quality program that is reproducible with clients’ definition of quality (what is a decisive error for them, for instance) and that addresses their requires.