Shadowing Practice: Ricardo Vargas Shows How to Implement Governance During Project Execution - Learn English Speaking with Video
Creating lesson...
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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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Vocabulary and speaking notes for this lesson
This C1 speaking lesson is built on the video “Ricardo Vargas Shows How to Implement Governance During Project Execution”. The speaker keeps coming back to these words: project, update, example, assets, knowledge. This video has 70 sentences and 957 words to shadow. The speech runs for 7:23. The speaker talks at a steady 130 words per minute, a comfortable pace for shadowing. 86% of the words are among the 3,000 most common in English; the rest is worth studying before you start.
Key vocabulary in this video
The 15 most advanced words in the video, with pronunciation and meaning:
| Word | Pronunciation | Meaning |
|---|---|---|
| deliverable noun | /dɪˈlɪvɹəbəɫ/ | The tangible end product; that which will be delivered. |
| organizational adjective | /ˌɔː(ɹ)ɡənɪˈzeɪʃənəl/ | Of, relating to, or produced by an organization. |
| execute verb | /ˈɛksɪˌkjuːt/ | To kill, especially as punishment for a capital crime. |
| governance noun | /ˈɡʌvəɹnəns/ | The process, or the power, of governing; government or administration. |
| retrospective adjective | /ˌɹɛt.ɹə(ʊ)ˈspɛk.tɪv/ | Of, relating to, or contemplating the past. |
| assumption noun | /əˈsʌm(p).ʃ(ə)n/ | The act of assuming, or taking to or upon oneself; the act of taking up or adopting. |
| approve verb | /əˈpɹuːv/ | To officially sanction; to ratify; to confirm; to set as satisfactory. |
| acumen noun | /ˈækjəmən/ | Quickness of perception or discernment; penetration of mind; the faculty of nice discrimination; acuity of mind. |
| checklist noun | /ˈt͡ʃɛklɪst/ | A list of tasks to be completed, names to be consulted, conditions to be verified and similar. |
| speculate verb | /ˈspɛk.jʊˌleɪt/ | To make an inference based on inconclusive evidence; to surmise or conjecture. |
| stakeholder noun | /ˈsteɪkˌhəʊl.də/ | A person holding the stakes of bettors, with the responsibility of delivering the pot to the winner of the bet. |
| align verb | /əˈlaɪn/ | To form a line; to fall into line. |
| storytelling noun | The act and skills of presenting stories and tales. | |
| baseline noun | /ˈbeɪslaɪn/ | A line that is a base for measurement or for construction. |
| integrate verb | /ˈɪn.tɪ.ɡɹeɪt/ | To include as a constituent part or functionality. |
Phrasal verbs you will hear
| Word | Meaning |
|---|---|
| come back verb | To return to a place. |
Pronunciation to watch
- The “sh” and “zh” sounds: organizational /ˌɔː(ɹ)ɡənɪˈzeɪʃənəl/, assumption /əˈsʌm(p).ʃ(ə)n/, assurance /əˈʃʊɹəns/, coordination /kəʊˌɔːdɪˈneɪʃən/
- Long words — get the stress right: deliverable /dɪˈlɪvɹəbəɫ/, organizational /ˌɔː(ɹ)ɡənɪˈzeɪʃənəl/, retrospective /ˌɹɛt.ɹə(ʊ)ˈspɛk.tɪv/, anticipate /ænˈtɪs.ɪ.peɪt/, coordination /kəʊˌɔːdɪˈneɪʃən/
How to practise with this video
- Listen to the whole video once without speaking and note the words you do not know.
- Shadow it sentence by sentence at normal speed, repeating each one until your rhythm matches the speaker.
- Record yourself and compare with the original, paying attention to words like deliverable, organizational, execute.
What is the Shadowing Technique?
Shadowing is a science-backed language learning technique originally developed for professional interpreter training and popularized by polyglot Dr. Alexander Arguelles. The method is simple but powerful: you listen to native English audio and immediately repeat it out loud — like a shadow following the speaker with just a 1–2 second delay. Unlike passive listening or grammar drills, shadowing forces your brain and mouth muscles to simultaneously process and reproduce real speech patterns. Research shows it significantly improves pronunciation accuracy, intonation, rhythm, connected speech, listening comprehension, and speaking fluency — making it one of the most effective methods for IELTS Speaking preparation and real-world English communication.