跟讀練習: Ricardo Vargas Shows How to Implement Governance During Project Execution - 通過影片學習英語口語
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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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本課的詞彙與口語要點
這節 C1 級別的口語課以影片“Ricardo Vargas Shows How to Implement Governance During Project Execution”為素材。 影片中反覆出現的詞有：project, update, example, assets, knowledge。 這段影片共有 70 個句子、957 個單詞可供跟讀。 講話部分時長為 7:23。 說話人語速平穩，每分鐘約 130 個詞，很適合跟讀。 86% 的單詞屬於英語最常用的 3,000 詞，其餘的詞建議在練習前先學一下。
影片中的重點詞彙
影片中最難的 15 個單詞，附發音和釋義：
| 單詞 | 發音 | 釋義 |
|---|---|---|
| deliverable 名詞 | /dɪˈlɪvɹəbəɫ/ | 交付物 |
| organizational 形容詞 | /ˌɔː(ɹ)ɡənɪˈzeɪʃənəl/ | 組織的 /組織的 |
| execute 動詞 | /ˈɛksɪˌkjuːt/ | 處決 /處決, 處死 /處死 |
| governance 名詞 | /ˈɡʌvəɹnəns/ | 統治 /統治, 治理 |
| retrospective 形容詞 | /ˌɹɛt.ɹə(ʊ)ˈspɛk.tɪv/ | 懷舊的 /懷舊的 |
| assumption 名詞 | /əˈsʌm(p).ʃ(ə)n/ | 假設 /假設 |
| approve 動詞 | /əˈpɹuːv/ | 批准, 贊成 /贊成 |
| acumen 名詞 | /ˈækjəmən/ | 慧眼, 精明 |
| checklist 名詞 | /ˈt͡ʃɛklɪst/ | 檢查清單, 檢查表 |
| speculate 動詞 | /ˈspɛk.jʊˌleɪt/ | 猜測 /猜測, 推測 /推測 |
| stakeholder 名詞 | /ˈsteɪkˌhəʊl.də/ | 賭注經紀人 /賭注經紀人 |
| align 動詞 | /əˈlaɪn/ | 對齊 /對齊 |
| baseline 名詞 | /ˈbeɪslaɪn/ | 基綫 /基線 |
| anticipate 動詞 | /ænˈtɪs.ɪ.peɪt/ | 預料 /預料, 預想 /預想 |
| glue 名詞 | /ɡlu/ | 膠水 /膠水, 膠 /膠 |
影片中出現的短語動詞
| 單詞 | 釋義 |
|---|---|
| come back 動詞 | 回來 /回來, 返回 |
需要注意的發音
- “sh” 和 “zh” 音: organizational /ˌɔː(ɹ)ɡənɪˈzeɪʃənəl/, assumption /əˈsʌm(p).ʃ(ə)n/, assurance /əˈʃʊɹəns/, coordination /kəʊˌɔːdɪˈneɪʃən/
- 長單詞——注意重音位置: deliverable /dɪˈlɪvɹəbəɫ/, organizational /ˌɔː(ɹ)ɡənɪˈzeɪʃənəl/, retrospective /ˌɹɛt.ɹə(ʊ)ˈspɛk.tɪv/, anticipate /ænˈtɪs.ɪ.peɪt/, coordination /kəʊˌɔːdɪˈneɪʃən/
中文母語者容易讀錯的音：
- /v/ — 不要讀成 /w/，上齒輕觸下唇: deliverable /dɪˈlɪvɹəbəɫ/, governance /ˈɡʌvəɹnəns/, retrospective /ˌɹɛt.ɹə(ʊ)ˈspɛk.tɪv/, approve /əˈpɹuːv/
- 詞尾子音 — 要讀清楚，後面不要加母音: execute /ˈɛksɪˌkjuːt/, governance /ˈɡʌvəɹnəns/, retrospective /ˌɹɛt.ɹə(ʊ)ˈspɛk.tɪv/, approve /əˈpɹuːv/, checklist /ˈt͡ʃɛklɪst/
- /r/ 和 /l/ 的區別: deliverable /dɪˈlɪvɹəbəɫ/, organizational /ˌɔː(ɹ)ɡənɪˈzeɪʃənəl/
如何用這段影片練習
- 先完整聽一遍影片，不要開口，記下不認識的單詞。
- 用正常速度逐句跟讀，每句重複到你的節奏與說話人一致為止。
- 錄下自己的聲音並與原聲對比，特別注意 deliverable, organizational, execute 這類單詞。
什麼是跟讀法？
跟讀法 (Shadowing) 是一種有科學依據的語言學習技巧，最初開發用於專業口譯員的培訓，並由多語言者Alexander Arguelles博士普及。這個方法簡單而強大：您在聽英語母語原聲的同時立即大聲重複——就像是一個延遲1-2秒緊跟說話者的影子。與被動聽力或語法練習不同，跟讀法強迫您的大腦和口腔肌肉同時處理並模模擬實的講話模式。研究表明它能顯著提高發音準確性，語調，節奏，連讀，聽力理解和口語流利度——使其成為雅思口語備考和真實英語交流最有效的方法之一。