Upload
others
View
10
Download
0
Embed Size (px)
Citation preview
Page 1
Volume - 5 - Issue 9
December
2017
Chapter News
- Capt. L. N. Prasad
Five Things Project . . .
- Suyog Ketkar
Why Talent should be . . .
- Madhu Karunakaran
GO, take that RISK!
- Srinivasan Radhakrishnan
Definition of VOLUNTEER
- Sachin Sood
PM Open Space
PMPC 2017 Volunteer . . .
- Selva Vijay
PM Member's Corner
- Muktesh Murthy
The Lighter Side of PM
- Rajiv
CONTENTS
Q. This framework can help
us in managing our time
better by differentiating
task that needs our
immediate attention versus
tasks that can wait?
DID YOU
KNOW
Editor’s NoteEditor’s NoteDear Friends,
Greetings!
Ivanka Trump arrived in India,
leading the U.S. delegation to the
Global Entrepreneurship Summit in
Hyderabad from November 28 to 30. Hyderabad
was in a flurry of activities – street corners were
being decorated with flower pots, trees were
being painted pink, and generally everything was
being wrapped up and tied with a bow. Focus was
on attendees and menu at the Faluknama Palace
dinner. The one question
on everyone's mind was
why Ivanka is coming,
and what good, if any, it
would do to the Indian
entrepreneurs.
This is not so different from what we face in
projects. We receive a deluge of information
(incl. emails) every day from different parties.
Some important, some urgent, some neither, and
some just cursorily copied to you. Apart from the
emails, there would be constant interactions such
as requests for software, hardware, permissions,
access rights, budget, travel, and many more.
How much of it can be disregarded and how much
should be codified as knowledge? What can
be the key take away from such information - both
solicited and unsolicited?
A simple trick is to ask yourself a few questions:
how this information might relate to my project
objectives, does it help me complete my project
within the cost, schedule and scope limitations I
am working with, and, does it impact me, my
project or my team in a positive or negative way?
Identifying the contextual relevance of the
information would determine our reaction to and
take away from it. While no guide is available to
suggest how much information is useful, a review
with right stakeholders would certainly help.
The Knowledge Management section of PMBoK,
Sixth Edition explains how knowledge can be used
during and after the project by proper storage and
retrieval policies. Knowledge management tools
and techniques help people to create, share and
integrate new and tacit knowledge. Information
management tools and techniques, on the other
hand, are used to create and connect people to
information.
The relevance of the information and our response
can be measured by using the Eisenhower
Decision Matrix, or the Urgent-Important matrix.
Segregating the information and doing this little
chart for the workday might help the Project
Managers to make effective use of limited time.
Everything that we see or every event that occurs
provides a barrage of information. This is the
fantastic opportunity for Project Managers (PM)
like us to learn, assimilate and leverage the
knowledge generated using the tenets of
knowledge management section of PMBOK. For
those PM's advocating diversity, Ivanka's visit
would help them appreciate US's commitment to
women empowerment. For PM's who have
“Business on their mind”, this visit would help
them inspire innovators, create new initiatives,
and foster lasting partnerships with US business
houses.
Thanks and Best Wishes
Soumen De, PMP
Editorial Content Credit :
Himadri S. Chowdhury, PMP
- Capt. L. N. Prasad
PM Footprints: During the month two PM Footprints
thsession were held. On 9 November 2017,
Mr. Sairamakrishnan
Kuppasamy, Freelancer
Trainer and consultant on
Project Management and
soft skills, spoke on the
topic "Waterfall- >Agile- >
Hybrid: A Case Study” Continued on Page 7...
Chapter News rdOn 23 November 2017, Mr. Ranjit Raj,
Asst. Vice President – Analytics and
Consulting India, spoke on the topic
"Digital Marketing, Digital Analytics and
Digital Project Management". Both the
talks were well received and attended.
The Footprints
session of the E&C forum was held on
th18 November 2017. Mr. Sankar
Ramakrishnan, Director E2E Alliance
Pvt. Ltd, spoke on the topic "Project
Alliancing"
E&C PM Footprints:
Five Things Project ManagersWish Everyone Understood
Volume - 5 - Issue 9 December 2017
2 Page
they fail to realize is that such meetings
help more than just keep a track of the
project. Such meetings are the perfect
platforms for everyone to flag roadblocks,
challenges, impediments, and risks. For
new employees, such meetings are where
they get their daily tasks from their
leads. For experienced professionals,
such meetings help track their progress.
Similarly, the timesheet tool isn't there to
stop you from doing what you wish to. If
you put in the right number of billable
hours, you can concentrate on your work
and let the Project Manager worry about
total amount of work on the project.
That's what estimates are for.
Walk the same distance every day to
cover a long distance over a sprint.
Projects come and go, systems stay
forever: that one line, Project Managers
wish we understood. We should follow a
certain method of carrying out our daily
workplace activities, from a sub-task to
an epic and from a problem to its
resolution. We must comply with the
methods and, if possible, improve them
over time. Small steps eventually become
stepping stones. Small improvements
eventually lead to big improvements.
Co-create value by defining and
redefining your work practices.
There are times when smaller projects
can do away with the need for
Standardizing and Improving
Implementing Documentation at
the Core
documentation by largely including the
line-level changes in delta documentation
and email exchanges between
consultants and clients. However, that
doesn't negate the requirement for
documentation. All changes must
eventually confluence into a single
repository where we can track their
histories. So, documentation continues to
remain a major part of Project
Management. And, while some of us do
not consider it a billable activity, we do
need to run it in parallel with the test
sprints to remain on schedule.
Let documentation be the mortar that
holds the functional bricks in place.
This one applies to everyone. It is
important that we continue the learning
process. With every project, each
challenge should look like a rung in the
ladder of success for us. And, every such
ladder we climb should bring us a step
closer to our long-term goal. Of course,
saying this is easy. But, what is it that
Project Managers wish we understood?
That the learning curve is steep towards
the beginning and end of a project. And,
that's why assimilating the lessons
learned from a project is as important as
sharing insights in the beginning.
We must make sure that we formalize
and standardize the learning processes;
that we share learning lessons vertically
(not just from the lead to the engineer
but otherwise as well), horizontally (peer
reviews), and randomly (across teams
and levels); encourage free interaction
between and across project colleagues;
and ensure everyone (along with their
learning experience) is on the same page
on closure of a project.
Learn from others' experiences, and
contribute a few of your own, too.
Establishing a Pattern of
Learning
The future is like a dark room, and it is
better to enter it with your eyes wide
open. Project Management is one way of
making sure that your eyes remain open
with certainty – if not confidence. This
wisdom dawned on me recently. And,
while one part of me continued with the
documentation efforts, the other took this
opportunity to understand the basics of
Project Management – yes, from a
technical communicator's perspective.
Based on what I observed, here's what
Project Managers wish we understood:
Almost every day, we stumble upon
something that takes us longer than
expected to fix. That's a usual thing in IT.
More often than not, such delays extends
the project deadline. A delay of even a
couple of days might delay a project by a
month. Developers need to realize that
time and cost interlink. That's why
Project Managers expect us to come up
with an accurate estimation for our work.
Estimate time that's enough for you to
manage your work, including the almost
certain last-minute changes and goof-
ups. If you've delayed completing a task,
you might overrun your project deadlines
and that would be a costly affair.
A well-thought estimate bridges the gap
between uncertainty and certainty.
Some folks in my team feel that daily
stand-up calls or meetings are just waste
of time. Considering that most of them
work on more than one project at a time,
they are right to an extent. But, what
Scheduling and Estimation
Meeting and Tracking
PM Article
- Suyog Ketkar
Five Things Project ManagersWish Everyone Understood
Continued on Page 6...
Why Talent should be
Calibrated and not just Managed
Volume - 5 - Issue 9 December 2017
Page 3
This case might push one to adopt this
idea in a company with a known scenario
one is aware of. This situation need not
be a prescription to our present-day
problem but a valuable lesson for now
and times ahead – Change the
perspective of approaching the problem.
The important question I put forth to all
of us here is that, are we calibrating our
talent and supporting them with
adequate tools and techniques?
Calibration here relates to segregation of
skill based on competency and then
supplementing all levels of skill to
perform to the optimum. This calibration
requires intuitive planning and measured
interventions. This intuitive planning can
be done only by the in-house consultants.
For a typical project, what kind of skills
are needed? A calibration here will surely
help get the right people. Also shuffling
people across projects will be easier
using this approach.
Talent calibration is not just training or
upskilling/cross skilling initiative. It calls
for intricate administration of employee
capability optimization. This calibration is
not an off-shelf plan and it requires
customization of initiatives to the
organization skill and cultural demand.
Each level of workforce requires separate
and relevant sets of supplementing tools
and techniques.
The tools and techniques can be:
1. Skill imparting / development
2. Talent optimization through Training &
Development
3. Talent honing through Coaching &
Mentoring
4. Expertise leveraging – Consultation
(SMEs)
It requires skill assessment at skill levels.
It requires study and administration of
corrective actions (support) wherever
necessary. This is a continuous pursuit
which calls for different data slices at
different parts of time. This requires
precise data capture and analysis.
Talent and talent-related challenges keep
changing along with the changing
business opportunities. When managing
projects, the right talent is of utmost
importance; especially when people
across geographies, cultures are part of
the larger project team.
Every decade, the talent landscape
makes a tectonic shift and poses a new
set of challenges for the business.
Organizations have been effective in
tackling these challenges and with every
such experience, we grew wiser and more
mature. Each and every time there had
been a problem, the solution has been
made available through an insightful
change in perspective while approaching
the challenge.
The Asian crises in the late 1990s had a
global effect on multi country projects.
The South East Asian region - the nerve
centre of the crises, was on a growth
phase with several multi nationals
running projects in manufacturing and
financial services. The impact on
employment scuttled high profile projects
and on the flip side several new theories
emerged in Human Resource
management.
A classic example for our easy reference
can be from Yuhan-Kimberly's Respect
to the Human Dignity paradigm*.
The Asian crisis of the late 1990s
(approx. 1997-99) led many corporations
to restructure their workforce which
resulted in large layoffs. This would have
never been an easy decision and at the
same time, there was an uneasiness
between the workforce and the
management. While most companies
went with the common known decision,
Yuhan-Kimberly (henceforth will be
attributed as Y-K), paused before diving
into action. Mr. Kook-Hyun Moon, the
former CEO and president of Y-K was an
empathetic leader and he approached the
problem from a different perspective. Y-K
had brought down the production by 50%
and the redundant employees due to this
halt production were close to 40% of its
workforce. Instead of layoff, Mr. Moon
suggested job-sharing system, a system
that was referred as “four crew/two shift
system”.
Under the system, a team works the
dayshift for four days and another team
works the night shift for the same four
days. After four days, another two teams
took over the shifts and the previous
teams have four days off (3 days of rest
and 1 day of paid training). This brought
down the individual productive hours and
the individual wages were down by ~
10%. This was perceived as a better
option than laying off 40% of its
workforce.
The positive side of this practice was:
Upskilling /cross skilling the workforce
by mandated training hours
Adequate rest for the workforce to
start afresh without any fatigue
Saved time and effort to hire new
workforce and train them when things
were back to normal
This would have caused initial confusion
in consent from employees and allotment
of batches but they persevered through it
and when the tide was back, it was easy
for Y-K as it had saved itself from rehiring
40% of the new workforce and training
them to the task. They already had a
workforce better equipped in terms of
skills to handle the job, and in no time
their revenue jumped from US $332
million in 1996 to US $704 million in
2003.
Hewitt Associates and The Wall Street
Journal Asia ranked Y-K among top 10
companies on their list “Best Employers
in Asia”. The management changed its
perspective and calibrated the workforce
and worked on their skill level and it
reaped benefits in terms of revenue,
capability and productivity.
•
•
•
PM ArticleWhy Talent should be
- Madhu Karunakaran
Continued on Page 6...
Calibrated and not just Managed
GO, take that RISK!
Volume - 5 - Issue 9 December 2017
“Do you want 100 villages?”.
“No”.
“OK then…. Do you want to marry my
daughter?”
“No”.
The king was surprised and equally
disappointed, “Come on, you have taken
up my challenge and won it. You deserve
the award and should take one of these.
Please tell me, what do you want?”.
The young man said, “I just want to know
one thing… I want to know who pushed
me into the pond…”
Many-a-time, we hesitate to take up
challenges. We think too much to start
working on a new technology or a new
domain. There may be some projects that
we wanted to do but never took up
because of the risks involved.
But if we take a step
back and think, we
might realize that there
were instances where
we thought something
is impossible but took
it because someone
else had pushed us to
do it. The manager or
our mentor/coach
would have had a
discussion and
suggested us to take
that project. Or it
might have become a
mandatory need to
survive, so we took
that big challenging or
daunting task. But you
did swim across and
succeed, right? The
project, task that you
thought was impossible
once, was made a
reality just because someone took the
initiative for you.
If we take the initiative on our own, there
will be no need for someone else to push
us.
“If you want something you have
never had, you must be willing to do
something you have never done”.
All of us have career aspirations. We
would like to grow. We would like to have
certain positions or roles or designations
during our career. We want to be able to
take on bigger responsibilities. How can
that happen if we never take any risks?
Unless we take the first step, we can
never move forward. We can never reach
at higher levels unless we take up
challenges. If we continue to do what we
know and what we are comfortable with,
we will either remain where we are or we
might go down as others might get better
at it and take over.
This does not mean that one should
blindly take up anything and everything.
We need to analyze the risks or
challenges and come up with a plan to
handle them. All problems come with
solutions, just that it's hidden
somewhere. If we are alert and plan
properly, we will be in a position to
handle those challenges. You can take the
guidance and support from specialists as
needed. With the social networking
options we have these days, help can
come from anywhere. With proper
planning and support, one can take up
any challenge.
Instead of sitting and waiting for that fine
day where someone else will ask us to
work on something new, let us start
today. Look into what are those
challenging projects that you wanted to
do but didn't start because of the fear of
unknowns or the fear of failure. Create a
plan to take up one of those projects.
Identify the risks and come up with a risk
mitigation plan. Think of what help and
support you might require. Act! Succeed!
Reward yourself at the end. And
definitely the system will reward you as
well
So, why wait for someone else to push
you in to the waters? Go, take that
RISK!!!
Once a king organized a competition for
his people. There was a big pond in front
of his palace. The pond was filled with
crocodiles and poisonous snakes. He
announced that whoever swims across
the water can claim any one of the
following three rewards
– 1000 sovereigns of gold,
– 100 villages from his kingdom
– His daughter's hand in marriage!
Every day, people used to gather to see
who could muster enough courage to
swim across. However, no one was daring
enough to take up the challenge.
One fine morning, the crowd saw a young
man jumping in to the pond. People
started shouting in excitement. Amidst
the applause and encouragement, he
swam rigorously and made it to the other
end of the pond. The king was overjoyed!
He couldn't believe that someone had
taken up the seemingly impossible
challenge and won!
The king was now curious to know which
of the three rewards the victor would like
to claim. And so he asked him
“Do you want 1000 sovereigns of gold?”
The young man answered, “No”.
4 Page
PM Article- Srinivasan Radhakrishnan
GO, take that RISK!
Definition of VOLUNTEER Volume - 5 - Issue 9 December 2017
Page 5
PM ArticleDefinition of VOLUNTEER
- Sachin Sood, VP - Volunteering
of volunteering experiences. The
selfless act of volunteering provides a
spiritual enhancement as well.
Knowing that you made a positive
impact on someone is an emotionally
uplifting experience that can never be
matched by money or fame.
Donating time now will also aid in the
future. Volunteering strengthens
present skills and also shows an
employer that an effort has been made to
make an improvement. Such skills
include communication skills, ability to
work with others, ability to take direction
and lead others, dedication and time
management. Employers realize that as a
volunteer you must be able to prioritize
your schedule in order to devote time for
activities that benefit others. When
employers see active volunteer work on a
resume, they are much more likely to
hire said person rather than someone
who doesn't volunteer. Employers are
aware that most people who offer their
time are conscientious, honest and
hardworking individuals.
These are just a few reasons why
volunteering is important. Not only does
it bring hope and happiness to people,
but it also leads to spiritual and personal
growth. It is an experience that cannot
be bought with any amount of money.
Volunteering gives you an
opportunity to change people's
lives, including your own. It gives
you the satisfaction of playing a
role in someone else's life, helping
people/ organizations.
Volunteering is a way of giving
back to your community while
developing important social skills,
and gaining valuable work experience all
at the same time.
If you're looking for work, volunteering is
a good way to gain experience and
references for your course of life. Many
people work unpaid in order to gain
experience in very competitive fields.
You're bound to get more out of it than
you put in. The More you Give, the More
you get.
There are so many beneficial ways of
getting involved in and giving back to
your community of PMI Profession. Not
only is volunteering a rewarding
experience, but it helps you with
professional guidance and creates
reputations amongst fellow practitioners.
By giving up a few hours of your week to
PMI Local Chapter (BANGALORE INDIA
CHAPTER) by volunteering to help in
building a cohesive environment and help
them in running their flagship programs
such as Footprints, PMPC etc. Why not
spend a little time helping others,
because in the end, what goes around
comes around.
Volunteering is not only effective, but it's
a good way to meet people, learn, and
develop social skills. By helping or
supporting others, you learn and use new
skills.
Volunteering is important for numerous
reasons that benefit both the community
and the volunteer themselves. When
someone donates a handful of time, the
difference made is tremendous and it
shapes a community for the better while
the experience improves the person who
donated the time.
A volunteer also benefits themselves
because they get to see how their
contribution has made a difference. This
experience contributes to personal
development especially in areas such as
self-fulfillment, self-confidence, and self-
esteem which often flourish in the midst
Continued on Page 7...
A person who voluntarily undertakes or expresses a willingness to
undertake a service
PM Open SpacethThe PM Open Space on 13 October 2017
was organized at SAP Labs, Whitefield.
The session started with a welcome
speech by Mr. Rajnish Prasad. He started
with an example of ideal Project
Management in construction of the new
building where the session was taking
place and set the context for the speech
from Mr. Girish Kumar. It was completed
6 months ahead and put operational 3
months ahead of the schedule. Next he
discussed about a very common question
which everyone has –“Can I do it?” Some
PMs say while talking to the client – let
me check with my managers and come
back. He advised the young Project
Managers to show some leadership skills
and use authority to make decisions in
such cases. Leadership is not about title
but about the action he takes.
Mr. Girish Kumar, Director - Bengaluru
complex, BEL, presented on the topic
“Leading Effortlessely”. He explained that
“Effortless” means a situation where the
ability acquired far exceeds the skill
required to handle the job. The joy of
achieving goal energizes you. Also, you
expend energy while doing work, running
around. In this case, when energy
generation exceeds consumption there is
an energy surplus. A true leader exhibits
that energy.
Leaders are required for many reasons –
to avoid chaos, to move things, as an
anchor, to restore the integrity of the
society. How it works? Mr. Girish gave an
example of Master Weaver takes normal
cotton and converts in cloth, leader takes
ordinary people and converts them into
most powerful people.
PMPC 2017 Volunteer Celebration
6 Page
Volume - 5 - Issue 9 December 2017
Suyog Ketkar is a certified
technical communicator and a
published author. In his work
time, he is busy conveying
correct message correctly. In his
non-work time, he is a super-
busy father. You can reach him at
http://suyogketkar.com.
families. There were over 100 people who
joined the celebration. The day started
with a delicious breakfast, meeting &
greeting and a photo shot of the moment
with the families. Later the families
moved into the open hall set to enjoy the
fun-filled activities; there were several to
choose from and to engage each and
every member in a family. The elderly
took a walk around the greenery or just
relaxed on the stone benches. The
youngsters with adventurous streak went
for rock climbing, zip line and zorbing,
and Burma bridge rope ladder, among
others. Sport aficionados preferred
football, cricket, table tennis and
volleyball. The children enjoyed
swimming in the pool and the play area.
The biggest hit of all was the fish spa.
Towards the end, we all gathered to listen
to a short speech from the president
Mr. Basu Dutta. The finale was mementos
to volunteers in recognition of our
contribution to make the PMPC event a
success.
A special thanks to the Chapter Board
Members Balakrishna Kasibatla and
Praveen Jangira for organizing such a
wonderful event. The children enjoyed
the day out and the gifts brought smiles
into their faces. The day was fun and
fulfilling with good many people around,
yet quiet, calm and serene. It was a day
to cherish.
Conclusion
We know two things for sure: that all
projects and challenges are exclusive and
that changes and deviations happen. The
knowledge of the above-mentioned points
lends us an additional perspective to look
at the same problem (and solution) at
hand: the project.
After months of hard work to deliver an
event of such a magnitude with more
than 600+ delegates, next up without
any question was celebrating the success.
An escape into a faraway place. A just
reward to one's family that was
supportive and sacrificed a great deal
while we spent time organizing the PMPC
event. The outcome – a grand PMI
Family Day event!
Meticulous planning was the key to the
much-awaited celebration. A day out with
an extended PMI family at Mango Mist ndResort on 2 September. The resort was
chosen with care to give the families a
feeling of home away home where one
can enjoy a weekend in the lap of nature
with all modern amenities. A wonderful
opportunity to know, understand, learn
and appreciate each other better.
True to its name, Mango Mist Resort is a
beautiful place, ideal for a family's day
out. It is spread over 10 acres of land
surrounded by lush mango trees situated
on Bannerghatta road, about 25 kms
away from the hustle and bustle of the
city. Definitely a place to unwind.
Despite a heavy downpour, volunteers
turned up enthusiastically with their
Five things Project Managers ... continued from Page 2 Why Talent should be ... contd. from Page 3
Calibration of talent can happen if we are ready to
embrace the reality. This requires survey/study of
the Skill landscape and perception of the workforce
in terms of business, business challenges and
project / program requirements. This has to be
owned and driven internally. Human Resources
function, being the custodian of Talent of the
organization, should brace up this arduous ongoing
effort.
The HR shouldn't stop at being hiring shops for
talent. They need to run skill workshops to calibrate
and optimize the talent engine of the organization.
In a projectised organization, the talent/skill matrix
will be quite complex and varied. With HR
participating, a program view will give the correct
insight for the right talent in the portfolio of
projects.
Madhu program manages Managerial & Leadership
effectiveness initiatives, along with running the HR function
for the Bangalore office of Temenos.
*(Quoted from Book, Management Cases by Peter F Drucker).
PM Article- Selva Vijay, Volunteer & Organizing Committee Member
PMPC 2017 Volunteer Celebration
Volume - 5 - Issue 9 December 2017
Page 7
PMI Bangalore India Chapter -
Member's Speak•
•
•
•
•
•
I Joined PMI Bangalore Chapter to get assistance in completing my
PMP. Also, want to learn from PM community about best practices,
want to adopt them at my work - Mr. Joelisten, OPS and Services
Manager, Tesco India
Networking and Learning is my main reason to join PMI Bangalore
Chapter. - Mrs. Neeta Achhar Singh R, Associate Manager,
Advanced Biz and healthcare
To learn new PM process, grow and networking, PMI Chapter is one
of the best place, hence recommend joining - Mr. Parth Bag,
Infrastructure Project Management, Merck Limited
Networking for carrier opportunities and learning, PMI Bangalore
chapter is the place - Lakshmidhar Bonigi, Project Manager,
Fidelity India
To explore PMPBoK, Adaption of Agile in traditional PM approach is
the main reason I joined PMI Bangalore chapter, apart from
Networking opportunities - Malyaban Das (Aka MD), Delivery
Manager, Capegemini
To accomplish my PMP certification and explore the opportunities
that I can leverage, I joined PMI Bangalore chapter - Sourav
Dutta, Project Manager, Infosys
Like Mahatma Gandhi led the people in Dandi March. Leadership
is this capability which converts ordinary to extraordinary.
He talked about how a good team is created by processing the
collection of people. Processing means being unified, having
sense of mission etc. Master Weaver processes them before
combining, after they are evolved then combine them and this
gives you a “great team”. Leadership is about influencing people
for a purpose. So this is how the process of leadership goes on
– helping people evolve, combining and aligning them,
energizing and synergizing them for a cause or mission. Leaders
are never traders, they believe in principal of giving, not
receiving. When you give liberally you will get liberally. A very
simple example of this is - Just give ½ kg wheat to mother
earth and it will return multiple folds of it.
Mr. Girish presented the 4 basic constituents of leadership –
Integrity, Guiding Vision, Maturity and Passion. How the leaders
are created? Mahatma Gandhi was not a born leader. The day
there is guiding vision and passion, one becomes a leader. The
first constituent, Integrity is congruence of thoughts, words and
action. When you think something, say something and do
The second session
speaker for the day was
Mr. Ajith Alexander,
Managing Director,
QWIKSPEC, spoke on the
topic "Modernize
construction Process with
Technology”.
th thTraining classes were held on 11 , 12 ,
th th18 and 19 November 2017.
PMP QUEST:
Annual Members Meet: The
Chapter's Annual Members meeting was
thheld on 25 November 2017. 150
members participated in the proceedings.
The event was preceded by a special talk
on the Topic “Reorienting Oneself to stay
professionally relevant in a VUCA
Environment” by Mr. Raja Shanmugam,
Chief People Officer, Happiest Minds.
something else, you start losing integrity. The difference between
honesty and integrity is – when words confirm to truth, you are
honest but when reality confirms to words, this is integrity.
Honesty is subset of integrity. If integrity is there, nothing else is
required. Integrity is the basis of trust. If you are trusted by
people, they will follow you. If the integrity of leader is low, bond
is not so strong.
He gave simplest definition of leadership – “leadership provides
link between goal and people”. Leader provides connectivity. The
goal should be corrected and should be guiding vision which is the
second important thing after integrity.
Third constituent is Maturity – leader has to understand that one
step taken by him leads to thousand steps ahead. So have the
maturity before you take the first step. When Chaura-Chauri
happened, Mahatma Gandhi realized that my people are not ready
and he took the step back.
Fourth constituent is Passion – it is about energy and giving hope
to others. If you are passionate then you energize people and
before that to yourself. Inspire yourself and then inspire others.
All others will follow if above 4 constituents are secured. All of
them play very important role in choosing the right goal.
He explained about Tree of Leadership – where at root there is
integrity and discipline, trunk is “joy of giving”, hope are the
branches and confidence and self -esteem are fruits and flowers.
For higher order leadership we need – Values, Ethics and
Principles. Value is your feeling level disposition, it is internal to
you and you choose yourself. It underpins your choice of goals.
And Ethics are expression of those values. While Principles are
external to you – it means exactness and consistency. Life is
governed by principle and not you govern the principle. He ended
the speech with Mahatma Gandhi's quote “Be the change that you
wish to see in the world”
PM Open Space ... continued from Page 5
Chapter News ... continued from Page 1
Volume - 5 - Issue 9 December 2017
PMI Bangalore India Chapter# 13, Suryastan Apartments, Andree Road, Shanthi Nagar,Bengaluru - 560 027, Karnataka, India
[email protected] +91 80 6583 3671, +91 80 2211 5772, +91 98868 14078http://www.pmibangalorechapter.org
ValueWorks; [email protected]
PM Essence
Disclaimer
“The mission of PM Essence is to facilitate the exchange of information among professionals in the field of
project and program management, provide them with practical tools and techniques, and serve as a
forum for discussion of emerging trends and issues in project management. PM Essence is YOUR
Newsletter and Bangalore Chapter welcomes story ideas and/or suggestions to make it still better. More
information can be found on the Chapter's website.”
All articles in PM Essence are the views of the authors and not necessarily those of PMI or PMI Bangalore
India Chapter. Unless otherwise specified, it is assumed that the senders have done due diligence in
getting necessary copyright and official clearance in respect of all letters and articles sent to PM Essence
for publication. PMI Bangalore India Chapter is not responsible for loss, damage, or any other injury to
unsolicited manuscripts or other material.
Technology Support : Ramesh Chandra Pathak, PMP
For any queries or suggestions, please write to Muktesh Murthy, VP Membership, PMI Bangalore India Chapter at [email protected]
For more webinars / recorded sessions, please logon to ProjectManagement.com with your PMI credentials.
8 Page
PM Member’s Corner
We welcome all new
members and thank
members who have
r e n e w e d t h e i r
m e m b e r s h i p i n
November 2017.
Appended is the list of
a few FREE web-
b a s e d s e m i n a r s
( w e b i n a r s ) f o r
December 2017, we
have shared same list
to your registered
email; this is a good
opportunity to earn
PDUs to maintain
your credentials.
The Lighter Side of PM
01/01/2016
01/01/2015 01/01/2017
01/12/2017
Retention
80.00%
60.00%
40.00%
20.00%
0.00%
Chapter Events
Chapter Events in Jan. 2018:
6
SAT
20 21 27 28SAT SUN SAT SUN
4
20
18
THU
SAT
THUPM Footprints
E & C
Footprints
Membership Count
2,000
1,500
1,000
500
0
2,500
01/01/2016 01/01/2017 01/12/2017
3,000