Shadowing Practice: Ricardo Vargas Shows How to Implement Governance During Project Execution - Learn English Speaking with Video
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Right now. We will discuss about the executing, and the executing.
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Look, what is interesting?
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I finished the planning with governance because it's the glue that adds everything.
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On the execution. The governance is really you on the driving seat, because now the car is moving towards the road.
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So now the ship has already started sailing.
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So what do you do? Your main step here, the most important as the most important here is to integrate the project plan.
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The most important thing here is to manage the project execution.
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Most of the time you. You are not the one executing the project.
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You are managing this execution.
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So basically, you take all or any components of the project plan.
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You take all the other project documents, approved change requests, because maybe from here one change request came, and you need to implement.
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Of course, again, enterprise environmental factors, organizational process assets. And on top of expert judgment, you use software.
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For example, if you use the software here to generate your baseline, your plan here, you are updating with the real and actual status of your project.
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Meetings. For example, daily coordination meetings, weekly reports, daily scrums, all of this.
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And you produce what? What? The gold. The gold, deliverables.
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This is why. Why everything here exists.
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Everything here exists only, and only, to bring the deliverables to life.
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That's all. This is the most important.
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If you do all of this and you do not produce deliverables, it's over.
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Work performance data, how the work is being done, issue log, for example, problems that happen.
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Requests for change. Project plan updates.
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Because many times you deliver here, you need to update the plan you need, for example, to delay, you need to buy more things if they are missing. Okay? And project document updates.
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For example, many times you need to update the list of activities.
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The assumption log, for example, you have an assumption, and it's not good.
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This assumption is not reliable, so you need to update it.
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So all of this, and important.
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Now it's an important thing.
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Organizational process assets updates.
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It's the first time it's appearing here because your organization's assets, they are learning by your organization.
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These assets here, they are learning.
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So you are updating your learning.
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You are becoming a learning project organization.
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So one of the things is not only to produce the deliverables, but learn and improve.
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So this is managing project execution.
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Then, on top of that, I need to manage the quality, because I have a principle, that is asking me to do that, and bad quality, so, on the execution is where quality will appear in a visible way.
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So I will take the project plan.
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The project documents, the organizational process assets.
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Everything. And I will do audits, checklists, data representation, decision-making, problem solving, all of this that we already saw to produce quality reports.
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And, if the quality is not met, I need to ask for change requests.
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And this all change, all change requests.
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We'll see this soon. All change requests will go to monitoring and control, be approved, and come back. And come back to the execution or the planning.
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Let me, by the way, put a line here.
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Let me do just two things to make sure we are all aligned.
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Let me make a border here so you understand this focus area. Is everything here that I am connecting. Everything here.
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Okay, so basically, what do I do?
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Project plan updates, document updates.
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So I will update everything based on what the assurance of the quality brought to me.
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Let me just do this. And the next one on governance.
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The sixth process of governance is manage project knowledge.
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So here it's all about knowledge.
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And remember one thing, knowledge is not the closing, knowledge you capture every single time the project is happening.
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So basically, you take all components of the project plan lessons learned, Register project team assignments, resource breakdown structure.
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Remember. Look here, what you produce here.
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Resource breakdown structure, a stakeholder register, deliverables, and the results you brought from here. Enterprise environmental factors and organizational process assets, and with expert judgment, knowledge management.
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Ways of managing knowledge, information management after action review, for example, retrospective. In the case of Scrum, for example, you can do a retrospective to see, okay, what happened in the past sprint?
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In progress postmortem. And this is, there is pro Post-mortem and Pre-mortem, pre-mortem is when you anticipate something, and you speculate if something happens, what will be the impact. Postmortem is okay, something already happened.
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What can I learn from that? Then storytelling, retrospective.
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I just said. Interpersonal and team skills.
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This is oh my God, active listening.
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It's one of the most important moments here when you want to generate real knowledge Facilitation, leadership, networking, political awareness.
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Because this is the time that you, you know, that you sit, and some of the learnings are not nice for everybody.
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So you need to have this political acumen to do that.
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And then you create lessons learned register.
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And of course, you update the plan because you learn, and you don't want to make this mistake again. So if you made a mistake and in an earlier phase of the project, when you come here to the next phase, you will already be more prepared.
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And organizational process assets updates the same here.
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Look the same update here.
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It's here. Your organization will improve.
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These are the three governance processes in the executing focus area.
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In the next video, we will see all the supporting processes.
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In the executing focus area.
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Woordenschat en spreektips bij deze les
Deze spreekles op niveau C1 is gebaseerd op de video “Ricardo Vargas Shows How to Implement Governance During Project Execution”. Deze woorden komen het vaakst terug: project, update, example, assets, knowledge. Deze video bevat 70 zinnen en 957 woorden om na te spreken. Het gesproken deel duurt 7:23. De spreker praat in een gelijkmatig tempo van ongeveer 130 woorden per minuut, prettig om te shadowen. 86% van de woorden hoort bij de 3.000 meest gebruikte Engelse woorden; de rest kun je beter vooraf bekijken.
Belangrijke woorden in deze video
De 11 moeilijkste woorden uit de video, met uitspraak en betekenis:
| Woord | Uitspraak | Betekenis |
|---|---|---|
| execute werkwoord | /ˈɛksɪˌkjuːt/ | executeren |
| governance zelfstandig naamwoord | /ˈɡʌvəɹnəns/ | bestuur |
| assumption zelfstandig naamwoord | /əˈsʌm(p).ʃ(ə)n/ | op zich nemen |
| approve werkwoord | /əˈpɹuːv/ | goedkeuren |
| acumen zelfstandig naamwoord | /ˈækjəmən/ | scherpzinnigheid, inzicht |
| checklist zelfstandig naamwoord | /ˈt͡ʃɛklɪst/ | afvinklijst, controlelijst |
| speculate werkwoord | /ˈspɛk.jʊˌleɪt/ | vermoeden |
| stakeholder zelfstandig naamwoord | /ˈsteɪkˌhəʊl.də/ | belanghebbende |
| glue zelfstandig naamwoord | /ɡlu/ | lijm |
| sprint zelfstandig naamwoord | /spɹɪnt/ | sprint |
| sail zelfstandig naamwoord | /seɪl/ | zeil |
Phrasal verbs die je zult horen
| Woord | Betekenis |
|---|---|
| come back werkwoord | terugkomen |
Uitspraak om op te letten
- De klanken “sh” en “zh”: organizational /ˌɔː(ɹ)ɡənɪˈzeɪʃənəl/, assumption /əˈsʌm(p).ʃ(ə)n/, assurance /əˈʃʊɹəns/, coordination /kəʊˌɔːdɪˈneɪʃən/
- Lange woorden — let op de klemtoon: deliverable /dɪˈlɪvɹəbəɫ/, organizational /ˌɔː(ɹ)ɡənɪˈzeɪʃənəl/, retrospective /ˌɹɛt.ɹə(ʊ)ˈspɛk.tɪv/, anticipate /ænˈtɪs.ɪ.peɪt/, coordination /kəʊˌɔːdɪˈneɪʃən/
Klanken die Nederlandstaligen lastig vinden:
- Stemhebbende eindmedeklinker — /b/, /d/, /g/, /z/, /v/ niet verscherpen: retrospective /ˌɹɛt.ɹə(ʊ)ˈspɛk.tɪv/, approve /əˈpɹuːv/
- /æ/ — opener dan de Nederlandse “e”: acumen /ˈækjəmən/, anticipate /ænˈtɪs.ɪ.peɪt/
- /g/ — een harde plofklank, geen Nederlandse “g”: organizational /ˌɔː(ɹ)ɡənɪˈzeɪʃənəl/, governance /ˈɡʌvəɹnəns/, integrate /ˈɪn.tɪ.ɡɹeɪt/, glue /ɡlu/
Zo oefen je met deze video
- Luister de hele video één keer zonder te spreken en noteer de woorden die je niet kent.
- Spreek zin voor zin na op normale snelheid en herhaal elke zin tot je ritme gelijk is aan dat van de spreker.
- Neem jezelf op en vergelijk met het origineel; let daarbij op woorden als execute, governance, assumption.
Wat is de Shadowing-techniek?
Shadowing is een wetenschappelijk onderbouwde taalleermethode die oorspronkelijk is ontwikkeld voor professionele tolkentraining en gepopulariseerd door polyglot Dr. Alexander Arguelles. De methode is eenvoudig maar krachtig: je luistert naar native Engelse audio en herhaalt het onmiddellijk hardop — als een schaduw die de spreker volgt met slechts 1–2 seconden vertraging. In tegenstelling tot passief luisteren of grammaticadrills, dwingt shadowing je hersenen en mondspieren om echte spraakpatronen tegelijkertijd te verwerken en te reproduceren. Onderzoek toont aan dat het de uitspraaknauwkeurigheid, intonatie, ritme, verbonden spraak, luisterbegrip en spreekvaardigheid aanzienlijk verbetert — waardoor het een van de meest effectieve methoden is voor IELTS Speaking-voorbereiding en echte Engelse communicatie.