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Thanks and Best Wishes
Soumen De, PMP
Page 1
Editor’s NoteEditor’s NoteDear Friends,
Greetings from PMI Bangalore India Chapter!
I think one of the biggest events that we are heading to witness is the national general
election. This general election is taking place in nine phases, the longest election in the
country's history, from 7 April to 12 May 2014 to constitute the 16 Lok Sabha in India.
Voting will take place in all 543 parliamentary constituencies of India to elect members of
parliament in the Lok Sabha.
According to the Election Commission of India, the electoral populations in 2014 is 814.5 million, the
largest in the world. There is an increase of 100 million newly eligible voters.
This also will be the longest and the costliest general election in the history of the country with the Election
Commission of India estimating that the election will cost the exchequer $ 580 M, excluding the expenses
incurred for security and individual political parties. Imagine our Election Commissioner (EC) as the
Project Manager, who is supposed to carry this out as a project, let's call it project "Election 2014". The
amount of complexity of scale, cost of conducting the election, sticking to the polling dates, meeting
demands from different stakeholder and handling the multi-dimensional project risks involved in this
project will be simply mind boggling. Even the most popular IPL 2014 has been shifted to UAE, Dubai and
Sharjah due to security reasons and will return to India only after this election – Can we call it a risk
mitigation plan adopted by EC?
As we all know, there is always an opportunity for PM like us to learn from projects outside our core domain
and apply the best practices to improve the business results from our projects. If we look back, we may
realize that companies such as Analog Devices and GE pioneered the use of an improved project reporting
system, which gave rise to the concept of Balanced Score Card –a measurement system we use to report
our financial and non-financial performance. An Andon System, used to notify quality or process issues to
all stakeholders was pioneered by Toyota is now part of the Lean approach used by many project teams.
I would imagine if we do a deep dive understanding of “Election 2014” project, we can also identify some of
the key learnings, esp. on how the EC implemented the model code of conduct, how necessary trainings
and technology solutions were used and how different project risks were addressed. If any one of you
volunteer to write on different best practices adopted in “Election 2014” and how they can be applied in our
projects, I am sure that will make an interesting reading for our PM community.
Happy Reading.
th th th
Chapter News
Editorial Board
Murali Santhanam, PMP
Rama K., PMP, PMI-ACP
Shikha Vaidh, PMP, PMI-ACP
Soumen De, PMP
Vittal Vijayakumar, PMP
Volume - 2 - Issue 1 April 2014
-Capt. L. N. Prasad
Q. This social behavior can be
easily misconstrued as a
harmonious or coherent team
behavior but this has a potential
to kill creativity and impede
effective decision making.
Chapter News
- Capt. L. N. Prasad
Project Management in
Concurrent . . .
- R. Pugazhenthi, PMP
Setting up a multi-vendor
software . . .
- Dinesh N. Raisinghani, PMP
Managing Change for
Business Transformation
- Sachdeepak S Arora, PMP
The Lighter side of PM
- Sudeendra Koushik
DID YOU KNOW?
Co
nte
nts
Continued on Page 8...
PM Enrich: th On 08 March 2014
a workshop on "The Art of Managing
Project Stakeholders" based on Arbinger
Principles was held. The workshop was
attended by thirty delegates. The
workshop was aimed at exploring the
fundamental questions related to the
factors which influence the behaviour of
stakeholders towards projects and the
project teams. It helped the participants to
develop a deeper understanding of the
stakeholder challenges that may have
seemed insurmountable in the past.
The workshop was conducted by two
facilitators
Mr. Venkatesh
Seshadri, and
Mr. Shankar
Thayumanava,
PMP, both from
the Arbinger
Institute.
2 Page
Volume - 2 - Issue 1 April 2014
PM Article
Hence user involvement from the
beginning of the project is very
crucial in order to understand the
complete scope of the project.
The project manager needs to be
high initiative and drive and energize
the team towards the project goals.
PM should be accountable for project
success and should know effective
delegation. Delegation is a win-win
strategy in managing SoS projects.
Vendor management allows you to
build a relationship with your
suppliers and service providers that
will strengthen both businesses. The
partnership builds over long time by
understanding mutual requirements,
transparency and trust. Finally WIN-
WIN only works.
Even though the program manager is
focusing on the program level, he
should not be afraid to conduct risk
reviews on individual projects to
ensure the project manager has
been actively identifying and dealing
with risk.
Poor communications within a team
lead to misunderstanding and
therefore mistakes in project work.
In any case, miscommunication will
result in loss of time, money and
increase of stress levels.
In the SoS, we need to interact with
multiple stakeholders who play a
critical role in the success of the
program. They are the ones who
ultimately decide whether a program
is successful.
Energize Teams
Building WIN-WIN Partnership
with Vendor Partners
Practice Systematic Risk
Management
Enhance Project Communications
Some of the projects, handled by
BEL are 'System of System' types,
involving not only electronic
systems, but also other areas.
Managing System of Systems (SoS)
comes under Program Management.
SOS is a process of managing
multiple projects which need to
meet or exceed business goals.
Concurrent Engineering (CE) is an
engineering management
philosophy and a set of operating
principles that guide a product
development process through an
accelerated successful completion.
Iteration' principle: As the
design process progresses, new
information, ideas, and technologies
become available progressively that
require modifying the design. Each
iteration results in changes that
must propagate through the design
stages, requiring upstream rework.
Parallelism' principle: The SoS
need to be executed in parallel in
order to reduce development cycle
time. Otherwise valuable
development times and resources
are wasted.
Decomposition' principle: The
complex SoS are often decomposed
into a number of simpler
subsystems that can be controlled
independently into smaller
manageable pieces.
The characteristics of CE:
R. Pugazhenthi, PMP, BEL
Continued on Page 5...
Project Management in Concurrent
Realization of System of Systems
Stability' principle: A product development
process is said to be stable if the total number of
design problems being solved remains bounded as
the project evolves over time and eventually falls
below an acceptable threshold within a specified
time frame.
The SoS environment poses challenges associated
with program management in addition to issues
arising from Concurrent Realization. The most
common SoS challenges are:
Underestimating program complexity. Lack of
integrated planning.
Lack of firm leadership, commitment and
sponsorship.
Poor cross-functional communication. Morale
drops and staff turnover is too high.
Too many stakeholders: User, Design agencies,
Quality agencies, Network of both Public and
Private Partners & Misaligned stakeholder
expectations are some of them.
Lack of resources: Some resources overloaded
with work and others are under utilized.
Overload leads to high stress and imbalance of
work with life.
Generate a solid business case: To determine
whether a program should be initiated and
continued, a business case is needed. An effective
business case provides the required justification to
commit the organization's resources towards a
program's intended outcomes and benefits.
Build a Well-Defined Program Architecture:
While SoS programs will differ vastly in terms of
team size, a number of crucial roles must exist to
ensure proper governance. There must be a
Program Manager who has the overall control over
the SoS. The individual projects can be headed by
respective project managers.
In the CE SoS projects, the requirements will be
progressively elaborated as the project progresses.
SoS Environment
Organizing for Right Program Organization
Involve User Participation
•
•
•
•
•
Project Management in Concurrent
Realization of System of Systems
Dinesh N. Raisinghani, PMP, Capco Technologies
Page 3
The MvTCoE was planned to be a centralised,
shared testing organization that the business
establishes jointly with vendor organizations
(strategic partners and other vendors) to enable
a process-centric approach towards testing and
enhance the business value delivered by
optimizing overall cost, time and effort. The CoE
model revolved around key strategic assets of
people, processes and technology with some
guiding principles.
Every testing project executed within the
organization was owned by this CoE.
Key vendors and service providers who
provided application/product testing services
were a member to the MvTCoE (there was a
selection process during the CoE initiation
phase).
A Test Management Office (TMO) within the
incumbent organization was setup to provide
governance and strategic insights to the
projects.
Test Managers of respective projects from
vendor organizations reported directly to the
CoE lead.
The 'Projects' shown indicate the projects and
programs executed by the vendor organizations.
With MvTCoE, these project owners jointly
formed a unified and centralised testing group
led by a CoE champion from the incumbent
business (the IT org of the bank) and supported
by the Test managers from participating vendor
organizations.
•
•
•
•
Most organizations would agree
that if they are able to rapidly
implement new software
products/applications that are
of a consistently high quality
within minimum budgets, they
would enjoy significant
competitive advantage. In spite
of this, challenges surrounding
software quality remain
untouched as testing is still
perceived as a huge bottleneck.
Organizations have spent
millions on structuring their test
organization but a large part
still remains immature due to
complex business and
technology needs that takes
priority over software testing.
Businesses lately have adopted
the Testing Centre of Excellence
(TCoE) models to structure
their Test organization. It will
be mostly internal to the
business and have no
participation from the vendor
organizations that provide
services to the businesses.
One of the practices is to set up
a Multi-vendor Software Testing
Centre of Excellence (MvTCoE)
within the IT organization. Any
organization dealing with
multiple vendors can adopt and
unravel benefits of cross project
teams from different
organizations. Key project
management processes are
required to be followed by the
organization for implementation
of MvTCoE. Additionally, the
benefits pertaining to people,
processes and technology are
listed out for both the
incumbent organization and to
the vendor organizations that
can be reaped by adopting such
a model without compromising
Volume - 2 - Issue 1 April 2014
Continued on Page 5...
the intellectual properties of any
participating organization. Let's understand
this model by a case study of a large
Canadian bank that has gained the testing
maturity by realizing the benefits of
adopting this model.
Due to business consolidation and inorganic
growth over the years, the bank has grown
vast resulting in their IT portfolio having
several inter-related applications tied
together in a complex architectural
framework. The development and
application management of these products
are sourced to multiple vendors and IT
service providers who provide development,
testing and application management
services. Testing of these applications had
taken a toll on the IT organization within the
business as it requires a lot of planning in
terms of impacted application availability,
network and infrastructure issues, down
times. Though these challenges are
perpetual, the time it took to plan the
testing activities used to get prolonged
unnecessarily due to lack of ownership and
responsibility from associated application
owners.
Risk due to multiple technologies
Chaos in implementation
Disruption in functional dependencies
Lack of testing knowledge management
and inadequate test artefacts resulted in
ad-hoc testing measures and sub-
standard releases
To deal with the pressures by the operations
team and delivery timelines associated with
every project, the bank planned to
implement a unified shared Test
organization that would have participation
and ownership from their strategic sourcing
partners and key vendors.
Challenges faced by the business:
Formation of Multi-Vendor Software
Testing Centre of Excellence (MvTCoE)
•
•
•
•
Setting up a Multi-Vendor Software Testing Cente of Excellence
PM Article
Setting up a Multi-Vendor Software Testing Cente of Excellence
4 Page
Volume - 2 - Issue 1 April 2014
Spotlight
Roughly how many hours per week or per month you spend on volunteering for PMI activities?
An average of 10-15 hours per month, and couple of days during major events.
What motivates you to volunteer for PMI?
My passion for volunteering and getting the opportunity to serve the PM community.
What have been the challenges for volunteering at the Chapter?
Challenges would be aligning to Chapter’s communication and time management. We get so many topics
to discuss on volunteering once you visit Chapter office, and we volunteers should keep in touch with EC
members to get to know about volunteering activities.
PMI Volunteering, Professional Commitment, Personal Commitment - How do you balance the
three?
Always personal commitments would take priority then professional commitment and then PMI
volunteering, but one should know how to prioritize these activities to balance between these three.
Name any 1-2 best volunteering experience?
PMPC, the major event of PMIBC is one of the best experiences. I have volunteered in last six PMPC
events, and unlimited volunteering opportunities, lot of learning’s. It takes 6-8 months for the entire life
cycle of the event.
Tell us your hobbies, or things you are passionate about, other than volunteering at PMI?
Few hobbies other than volunteering are cycling, long drives and books.
What will be your message for your fellow volunteers?
Our Chapter provides unlimited volunteering opportunities, if you think you can dedicate some time for
volunteering then this Chapter is the place for you. You will definitely enjoy the volunteering, lot of
learnings as well.
What is your thought on preferred recognition for volunteering?
Volunteering doesn’t require any recognition, because it is coming out of one’s interest and passion. But
some verbal appreciation will always motivate volunteers to do the continued support.
Balakrishna Sarma has nearly two decades of experience in
Program and Account Management, Offshore Delivery
Management, Transition Management. He is with CGI India
as Senior Delivery Manager. He has specialized in Oil & Gas
business and holds a Masters degree in the same stream from UPES.
He also holds a Masters degree in Operations from Symbiosis.
He is a PMP certified and member of PMI Bangalore Chapter (PMIBC) since
March 2007. He has been with PMI Bangalore Chapter as a volunteer for last six years.
His hobbies are volunteering, cycling and books.
Balakrishna Sarma, PMP
A. Groupthink is a
psychological phenomenon
that occurs within a group of
people, in which the desire
for harmony or conformity in
the group results in an
irrational or dysfunctional
decision-making outcome.
Group members try to
minimize conflict and reach a
consensus decision without
critical evaluation of
alternative viewpoints, by
actively suppressing
dissenting viewpoints, and by
isolating themselves from
outside influences. Loyalty to
the group requires individuals
to avoid raising controversial
issues or alternative
solutions, and there is loss of
individual creativity,
uniqueness and independent
thinking.
[Source - Internet]
Page 5
Volume - 2 - Issue 1 April 2014
Once it was decided to setup an MvTCoE, the bank carried out a step by
step assessment and implementation as described in this picture.
A project management responsibility of MvTCoE includes Stakeholder
management, Communication management, Scope management, Risk
management, Resource management, Knowledge management.
The bank created a unified testing MvTCoE with participation from key
vendors who supported critical applications. This CoE acted as a
centralized test organization that employed quality assurance practices,
plan and monitor the outcomes. Some of the key benefits that the
business has realized after implementing the MvTCoE are:
Increased ownership from vendor organizations when it comes to
managing application changes and release management.
Efficient resource utilization in cases where resources can be cross
trained on other internal applications and can be utilized in a staff
augmentation model.
Effective knowledge management by creating and owning a central
source of project learnings and project planning.
TMO provides much needed governance and overall leadership that
facilitates effective and efficient CoE functioning.
Seamless communication between different organizations supporting
the business applications.
Centralized management console for risk and compliance
management.
Effective planning driven by the CoE optimized the test process,
reduce effort while ensuring minimal cost and schedule variance
Unified test plan document that standardized testing levels, scope,
deliverables and milestones across programs.
Solid change management procedures helping application owners
better manage the changes that impacted upstream and downstream
systems.
Implemented common practices for defect logging, prioritizing, fixing,
and tracking to closure. Defect leakage and production issues got
significantly reduced.
Provided adequate guidelines on test data management, test
environment and data management for every vendor to avail the
common information.
Prior planning for network accelerators improved the overall application
response time.
•
•
•
•
•
•
•
•
•
•
•
Setting up a multi vendor ... continued from Page 3Project Management ... continued from Page 2
Adopt Integrated Program Planning
Resource and Knowledge Management
Integrated planning begins with a program charter
- which is more detailed than the business case
and provides high-level program scope, objectives
and constraints. The Program Manager (PM)
should define boundaries for each project to avoid
gaps on the one hand and overlaps on the other.
The PM should:
Try not to manage every project in the same
way.
Integrate the project schedules.
Keep plans realistic and up-to-date.
Resource Competition: In the concurrent
projects, scope is progressively elaborated and
there exists the unforeseen rework / iterations, it
is indeed needed to plan for additional resources
as a part of contingency measures.
Knowledge Management: In the SoS scenario,
every field is the area of competency. To keep the
knowledge, implementation of Knowledge
Management across the corporate is very
essential.
Concurrent PM of SoS impose many challenges
when compared to other programs. It starts with
setting the unrealistic deadline. System realization
and proving will go in iterations. Things are likely
to slip. Added to this there is always a continuous
delivery pressure on the project manager. There is
need for dynamic updation of project schedules,
resource allocations, continuous monitoring and
mitigation of risks. The organization need to be
flexible and agile to take care of mid-course
corrections and moving ahead. We may face
failures during iterations. Team needs to
demonstrate patience. The project manager need
to be accommodative to accept the short comings
and motivate the team members. Sometimes self
motivation will be the need of the hour.
Top management support to overcome the
constraints is essential. The support need to be
extended to our vendor partners also. The user
need to be apprised about the development
regularly and need to be involved in the various
stages of the project.
In short, program success factors of a SoS
depends on clearly defined goals, top management
support, sufficient and appropriate resources,
competent team members, adequate
communication, collaborative planning and
management, formal risk management, user
involvement, effective knowledge management
process among others things.
•
•
•
Business TransformationManaging Change for
6 Page
Volume - 2 - Issue 1 April 2014
PM Article
Sachdeepak S Arora, PMP, IBM
from subject matter experts on 'To Be’
processes & technology. Once future
organization design is finalized, and then the
team will able to understand the surplus and
deficient skills, new and redundant roles, new
and redundant organization structure and
reporting relationships. These inputs help
understand the change impact, identify key
stake holders, and plan communications,
trainings and organization alignment.
2. Assessing the change impact: Once the
future organization design is well documented,
a Change impact assessment is required. One
need to think about all of the various ways that
people can be impacted for example:
processes, technology / tools, roles, skills and
behaviors.
3. Managing the stakeholders: Key
Stakeholders are those whose level of support
is critical to the project success, and
conversely, whose lack of support could derail
the project. Some stake holders will support
the change and some may resist the change.
One of the biggest mistakes change leaders can
make is to assume that resistance is without
merit. But resisters can shed valuable insights
about how proposed changes might be
modified to increase the odds for success.
Effective management of stake holders will be
the key success factor in business
transformation.
4. Communication: Communication strategy
ensures that there is a plan that enables
communication of right information to the right
people at the right time in the right format. It
makes the committed leadership more visible
and supports the delivery of change.
5. Training: Conducting and monitoring
various trainings for organization to perform at
the skill levels required after the change is
implemented is crucial. The types of training to
be carried out will range from special long term
/ extensive face to face to a few hours virtual
familiarization. Completion of important
trainings to enable availability of required skills
to sustain the change is a 'Must do' prior to 'go
live’.
6. Carrying out organization alignment
and confirming organization readiness for
accepting the change
A site is considered ready when all the
following criteria are met:
System supports business operations
End Users can do their job
Operational preparedness is complete
Here is an example of final readiness
checklist
Create desk-side “quick tips” sheets /
desk procedures for end users
Hold scenario based practice sessions
for end users
Set up post go-live pulse meetings
for each functional group
Review with the end users “what to
do if you have an issue”
Create posters with helpful hints to
hang around the work area
Post FAQs with answers in a place
easily accessible to end users
Plan ways to make Go-Live fun at
your Deployment Site!
Check readiness of contract,, service
level agreements, responsibility /
accountability matrix
7. Measuring the realization of
business benefits: Measurement of the
realized business benefits is a crucial
exercise for feedback to the sponsor and
other key stake holders. This confirms
the extent to which the objectives that
necessitated the change were achieved.
In large programs it also enables the
sponsor to carry out mid – course
corrections. Some benefits can be
quantified like increase in the speed of a
completion of a process, automation of a
number of steps in a process, reduction
of number of IT systems / control points
/ maintenance costs. These are
quantifiable and are easy to measure.
Other benefits like improvement of
employee morale, organization's brand
etc. is difficult to measure.
When change is implemented in a well-
planned thought through process, the
business benefits can be realized in most
cases. Hope these steps articulated will
reduce the risks in implementation of
change for business transformation.
•
•
•
•
•
•
•
•
•
•
•
Businesses have to transform on a
continuous basis for various needs
such as to meet changing Consumer
needs, Cost competitiveness,
Mergers and Acquisitions,
Innovations, Capital Management,
Community Support. Each
transformation brings in a
significant change for the
organization, its people and its
culture. It is observed that people
changes are the most difficult and
important part of the overall change
process. This article captures the
best practices for managing change.
A typical change management cycle
is a well thought through process. It
starts with understanding business
strategy that necessitates the
change, envisioning future
organization design, assessing the
change impact, managing the
stakeholders, making effective
communications, conducting /
monitoring various trainings for
organization to perform at the skill
levels required after the change is
implemented, carrying out
organization alignment, confirming
organization readiness for accepting
the change and measuring the
realization of business benefits
Following picture depicts the over-
all process; let us look at each of
these steps in brief.
1. Envisioning future
organization design: First step is
to articulate the need for change
and envision future organization
design based on inputs from top
management on strategic vision and
Business TransformationManaging Change for
Project Management
as Managed Services
•
•
•
•
•
•
Find it difficult to attract and retain the best talent required for shorter
duration of time or want to outsource but realize they cannot afford to
make it happen.
Do not have the liberty to spend years and years to 'train/build and then
deploy' because they need to get there faster.
While we dwell into the offered services externally we can leverage
impartial and practical approach to all the projects and gain significantly.
It imposes self-discipline on the areas such as scope definition and
schedules.
Enables informed budget decision making.
Simplifies access to key risks and opportunities – dial up or down the
resources.
Allows effective project prioritisation and facilitates resource
management.
Provides clear and concise visual progress tracking and controlling of cost in
a predictable manner.
One can leverage the Service
transition methodology from
ITIL framework to scope out the
transition to this service. Each
transition is unique and requires
different approach from one
another, this is dependent on
the context of the work and the
goals. Having a seasoned and
well lubricated process and
SMEs involvement in managing
this managed service is critical
to achieve reduced transition
cost and schedule. This boils
down to the maturity of the
service provider and agility based on customer needs and context in which
the customer organization operates.
As this PM service stabilises, the focus of this managed service has to be on
effective metrics to measure the deliverables intended out of this service.
This has to go well beyond the normal project status reporting but towards
the services being offered for project management, conceptualization and
use of the different metrics in managing the engagement. The information
needed to proactively manage the governance processes towards the
delivery of project management services, providing an ability to predict and
control the quality of the deliverables being offered and transparency and
visibility into the status of the on-going service and effort will be a real USP
for this offering.
Page 7
Volume - 2 - Issue 1 April 2014
PM Article
As the complexity of the businesses increase, the
balancing out of “Time to Market” and adapting to
the necessary changes becomes more challenging.
Aspects such as recruiting and training the project
managers, structuring the PMO and inculcating the
project leadership into the DNA of the organization
becomes the determining factor for project and
program success. The management reporting,
project governance and project auditing tends to
look like tactical overhead.
To improve project delivery under this context, it
becomes imperative for businesses to consider
accessing project management support as a
managed services, rather than spending time and
effort in improving their own project management
capabilities. This will enable businesses to deliver
the set of projects within the budget and in line
with SLA's and ensure better quality outcome
Business dynamics play vital role in the project
prioritization and constancy of purpose to remain
invested, hence it is vital to assess “make or buy”
decisions regularly. The agility to quickly respond to
the market or customer requirements remains the
key. As more and more services are offered and
innovated, these 'practices' can be looked upon as
managed PM service offerings - e.g. Project
Management as a Practice Service ( PMaaS);
This service can be only leveraged where
businesses:
Experience peaks in demand and do not want to
take on additional head count.
Use disparate providers or third party contractors
and find it difficult to develop their capability or
put 'heart' in to their project management ability.
•
•
Project Management
as Managed ServicesRajesh Dangi, PMP, Altimetrik India
8 Page
Volume - 2 - Issue 1 April 2014
PMI Bangalore India Chapter# 13, Suryastan Apartments, Andree Road, Shanthi Nagar,Bangalore - 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.
The Lighter Side of PM
In our last edition, we had asked you to
express your thoughts in 10-15 words to
continue the following sentence
and the best response is . . .
... and the Winner is
“A good project definition
significantly increases the
chances of project success as
…….....................…. ”
good project definition helps
in capturing all the business
needs and thus satisfies all
the stakeholders”
Srinath Devarshetty, PMP
We like to hear
what you think!!
Please complete the sentence below
with your thoughts in 10-15 words
and send them to
.
The best entry will win attractive
goodies from PMI Bangalore India
Chapter.
This edition's slogan
Please provide your response by
28th April 2014
Chapter will select the best slogan
and felicitate the winner during a
Chapter event.
“Earned value provides the
crystal ball view of my project
outcome as ....................…. ”
Chapter News ... continued from Page 1
PM Footprints: th On 13 March 2014, Mr. S.A.
Kumar, Head Business Excellence, Infineon
Technologies India Pvt Ltd Bangalore spoke on
the topic "Key Project Management Practices in
a R&D focused product development
Environment”.
thOn 27 March 2014, Mr.
Venkatesh Seshadri CEO
'ARISE AWAKE!' spoke on an
Interesting topic "Deep Self
Awareness - How it can help at
work".
Both the presentations were
well received and attended by
nearly 40 members.