Resources collapsed in the district of Korba, killi bagged ...and Dr. Harold Kerzner. Senior executives from IBM, Hewlett-Packard, Ericsson and wind energy pioneer Eolfi will join

PMI - Pune-Deccan India Chapter On Target Newsletter Vol. 4 Issue # 4 – October 2009

Making project management indispensable for business results®

Project Management Institute - Pune-Deccan India Chapter On Target Newsletter Vol. 4 Issue # 4 - October 2009

In this Issue From the Editor's Desk

From the Editor's Desk

President's Message

Vice President's Message

Membership Updates

Articles

Feedbacks on the Newsletter

Chapter Updates

Volunteers for various Core Teams

From PMI Headquarters

Test Your Knowledge

Management Story

PM Tips… For “Q”

Tit Bits

Articles in this Issue

Driving Principles for Effective Leadership Management

By Kartik Thakkar (PMP, ITIL, CSSGB)

Quality Circle

By Jaiprakash Zende

Human Resources Management – PM practices By Rajesh Pandit

PM Areas of Focus

By Muddassar Sayed, PMP

How to upgrade yourself to PMBOK® 4th Edition By Cornelius Fitchner, PMP

Welcome to the October 2009 issue of On Target! As PMI members across the world get ready to celebrate the 6th International Project Management Day on November 5, 2009, let us reflect on two themes.

‘Achieving Sustainability in a Shifting Global Economy’ is the theme of the IPL Day webcast. As the global economy continues to shift and transform, project managers need to explore new ways to work in a socially and environmentally responsible way. Moderated by IPM Day founder Frank Saladis, the program features speakers including Gregory Balestrero, E. LaVerne Johnson and Dr. Harold Kerzner. Senior executives from IBM, Hewlett-Packard, Ericsson and wind energy pioneer Eolfi will join them in exploring the landscape of our profession and the challenges and opportunities that await us. More details on www.pmi.org. The second theme is project safety. Consider these:

a. In February 2006, a 600 meter stretch of the Golden Quadrilateral connecting Kolkata to Chennai subsided into the ground, opening up ten meter gorges near Bally, West Bengal. This stretch had been completed a year back by a Malaysian multinational firm, selected after global tendering.

b. A power-plant chimney being built at an aluminum-producing unit of Vedanta

Resources collapsed in the district of Korba, killing 45 people. Chinese firm SEPCO had bagged the contract to construct a 275-metre chimney. The Chhattisgarh state government has sealed off the state’s exit points to prevent officials of SEPCO from leaving the state.

c. There have been multiple failures in the last few weeks at the Delhi Metro, resulting in

loss of lives and property. This begs the question: Should the pressure to complete the project before CWG be relaxed in the interests of a safe Metro which is viable over the long term?

Can construction projects be made safer? How can we help? Over to you!

Request Your Participation

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PMI - Pune-Deccan India Chapter © 2008 Page 2 of 26

!!!!!! Heartiest Congratulation!!!!!!!

Girish Kelkar, President PMI Pune Chapter,

For achieving

“PMI Component Leadership Award- 2009”

From PMI

On behalf of PMI Pune Chapter Members



2008 Board of Directors Membership Updates

New members – 67 Nos.

Renewed Members – 52 Nos.

Current Membership – 521+ and it’s growing fast

Welcome New & Renewed Members!

Jul 2009: 21 New Members: Mrs. Manjiri G Akalkotkar, Mr. Rahul Aware, Mr. Prakash V. Bharadkar, PMP, Ms. Konika Biswas, Ms. Ritu Dalal, Mrs. Padmavathi Darbhamulla, , Mr. Mohit Govindrao Deshmukh, Mr. Shrikant Liladharrao Dhote, Mr. Shaik Humayun, Mr. Aniruddh Anil Katkar, Mr. Alok Harish Khare, Mr. Mangalkumar Chandrakant Kulkarni, Mr. Rakesh Moreshwar Pandit, Mr. Sameer Balkrishna Patil, PMP, Mr. Vivek Prakash, PMP, Mr. Sandeep Sadashiv Ranade, Mr. SHAILENDRA ARUN RANADE, PMP, Mr. SANJAY SUDHAKAR SAWANT, PMP, Mr. Sameer Sudhakar Shahane, PMP, Mr. Subhash B Shewalkar, Mr. Laxmikant J Shimpi, Mr. KEISHAM KIRON SINGHA, Kamlesh Waghmare, PMP. 18 Renewed Members: Mr. Sandeep Agrawal, PMP, Mr. SUNIL SHANKARRAO BANDAL, PMP, Mr. Ritesh Arvind Bhalerao, Mr. SANJEEV KUMAR BOYANA, Mr. Rajesh Devadasan, PMP, Mr. Hemant K Dugar, PMP, Mrs. Ashwini Vinod Joshi, Mr. Vijaykumar M Kannure, PMP, Mr. Harish Karlekar, PMP, Mr. Murali Kasthuri Rangan, PMP, Mr. Vikram B Kaul, PMP, Mr. Shripad M Khairnar, PMP, Mr. Sanjyot Khare, PMP, Mr. Nilesh R Kulkarni, PMP, Mr. Nitin Ramchandra Kulkarni, Mr. Sankarshan Mukhopadhyay, Mr. Sameer Krishnakant Nimbalkar, PMP, Ms. PRADNYA J PAITHANKAR, PMP, Mr. Ashish V Prabhu, Arun Purohit, PMP, Mr. Vijayakumar Ramachandran, PMP, Mr. Nandkumar Santhanam, PMP, Mr. Venkkatesh Selvam, Ms. Vasudha J Singh, Mr. Vijay Sundararajan, PMP. Aug 2009: 25 New Members: Mr. Yoseph S Angre, Mrs. VANITHA VIJAYKUMAR BABAR, PMP, Mrs. Poonam Batra, Mr. Prasad Vinayak Borkar, Mrs. Swapna Chaturvedi, Mr. Amar Daga, Mr. Mayur Mahendra Ganatra, PMP, Mr. Manoj Kumar Gupta, PMP, Ms. Rashmi L Gururajarao, PMP, Mr. Sanjay Kashinath Jadhav, Mr. Lalit Jain, Mr. PRADIP KADAM, Mr. Debashis Majumdar, Mr. Manish Mittal, Mr. Subburaman Narayanan, Mr. Sandeep Sudhakar Paranjape, Mr. Prakash Vijay Patil, Sr., Mr. Santoshkumar Narayan Patil, Mr. Vinayak Vijendra Patil, Mr. Niranjan Suhas Pimple, Mr. Manish Rathi, Mr. Vaideeswaran Sampathkumar, Mr. Hitesh Pravin Solanki, Mr. Bhupesh Sovani, PMP, Mr. Veenayy Tandoan, Mr. Nilesh Anil Wani. 21 Renewed Members: Mr. PARAG A BIDKAR, Mr. Swapnil Chaudhari, Mr. Ravindra V Desale, PMP, Mr. Yogesh A Dhadwal, PMP, Mr. Mangesh Balkrishna Gholkar, Mr. VENKATA SUDHAKAR GUDURU, Mr. Ajit P Joshi, Mr. VIVEK SHRIPAD JOSHI, Mr. Hrishikesh A Karekar, PMP, Mr. Santosh N Kelkar, Ms. Sarika Kharbanda, PMP, Mrs. Meenal Shailprabhat Kulkarni, PMP, Mr. RAVINDRA S MAHAJAN, PMP, Mr. Manish S Mehta, PMP, Mr. Sagar V Muzumdar, PMP, Mr. Amarendra Panchwadkar, PMP, Mr. Shaileshkumar C Rathod, PMP, Mr. NITIN SURESH SANGLIKAR, PMP, Mr. Faiz Shaikh, Mr. Rahul P Sudame, PMP, Mr. Vijay V Vaidya, PMP. Sep 2009: 21 New Members : Mr. Vijay Balasubramaniam, Mr. Shirish Venkatesh Bengeri, Mrs. Jui Kedar Bopardikar, Col Samuel Dhar, Mr. Shirish Sitaram Dhumak, Mr. Dharmesh N Gandhi, CAPM, Ms. Hemangini Jawadekar Puranik, PMP, Mr. Thomas Joseph, PMP, Mr. HARSHAD SHRIKRISHNA JOSHI, Mr. Rajesh L Khengale, Mr. Kiran Prakash Kirtane, Mrs. Neelam Vikas Koul, Vijay R Kulkarni, PMP, Mr. Atul Modi, PMP, Mr. Sanjay Narayan Moholkar, Mr. Rohit Namdev Kumar Namdev, Mr. SHIRISH S PARANJAPE, PMP, Mr. Santosh Sharadchandra Phadke, Mr. Sailendra Nath Swain, Mr. Bhushan S Teredesai, Mr. Rajiv Upadhyaya, PMP. 13 Renewed members: Mr. Rajesh Dattatraya Bhave, PMP, Mr. Shailendra Laxman Gawand, Mr. Prashant S Gholap, Mr. Vijay Sudhakar Kulkarni, PMP, Mr. Mohammed A Mahuvawala, PMP, Mr. PAWAN RAMESHCHANDRA MALPANI, PMP, Mr. Rejithkumar Mg, PMP, Mr. Abhijit M Natu, PMP, Mr. Ninad S Patil, PMP, Mrs. Rachna Pradhan, PMP, Mr. Neelesh Prakash Pujari, PMP, Mr. Qazi Naved Rafiq, PMP, Mr. Yogesh D Shete, PMP, Mr. Santosh Vadeyar.

Total Chapter PMPs – 295 Nos. CAPM’s 1 No’s

President

Girish Kelkar

[email protected]

Vice-President

Shantanu Bhamare, PMP®

[email protected]

Secretary General

Sangita Kanse, PMP®

[email protected]

Marketing & Communications Director

Shyam Bhavsar, PMP®

[email protected]

Treasurer / Finance Director

Sangita Zaparde, PMP®

[email protected]

Programs Director

Shirish Deuskar, PMP®

[email protected]

Development Director

Girish Kadam, PMP®

[email protected]

Academic Interface Director

Satish Agarwal, PMP®

[email protected]

PMI National Congress Director

Narendra Kumar Verma , PMP®

[email protected]

Corporate Relations Director

Harsih S. Honwad, PMP®

[email protected]

Have You Renewed Your Membership?

Complete the membership application at: http://www.pmi.org/info/GMC_Memberships.asp



Article 1

Driving Principles for Effective Leadership Management By Mr. Kartik A.Thakkar (PMP, ITIL, CSSGB)

Driving Principles for Effective Leadership Management – Mantra for Project Success

ABSTRACT

‘The only thing we truly know about the future is we do not anything about it and there is no worse person to be than the project manager at the end of a failed project’. With this famous anecdote put upon the emphasis is to reveal the importance of effective leadership as a key factor to Project Management and underlying attributes of the same which drive each project towards success. Leadership is the art of accomplishing more than the science of management says is possible.

The inherent characteristics of any projects are such that they will always be complex endeavors. But the ability to deliver project applying effective Leadership Management principles can lead to have the perfect taste for project success.

Key words: Leadership Management

Introduction:

As a project manager you are ultimately responsible to deliver the project successfully. To deliver projects successfully, it is very important that leadership management is practiced and followed effectively. These principles serve as guideposts or beacons that help project manager to stay focused in his project.

Fig 1: depicts Leadership model:

Principles of Leadership Management:

Following are the driving principles of Effective Leadership Management.

a) Principle no. 1:

People own what they participate in creating. When team members work together to create a project plan and then monitor and control the project, they take ownership not only for their own work, but also for the project as a whole. Some projects leaders fear losing control of the project if the team participates. Actually the opposite is true – the project is under more control because teams make better decisions and are more committed to carrying them out.



b) Principle no. 2:

People are inspired by what is meaningful to them. To make a project meaningful to the team, you need to connect the project to the strategic goals of the organization. When people on a team understand the project – why it’s being done, what they are supposed to do, how what they do affects others and fits into the whole picture, they are more effective as individuals and more effective as a team.

c) Principle no. 3:

Team members that understand how the parts of a project fit together are more committed to making the project successful. It’s important for everyone to understand the interdependencies in the project and to see how their pieces are essential to getting the whole project completed successfully. Create the schedule on banner paper with sticky notes with the team. That way they’ll understand how their pieces fit into the big picture.

d) Principle no. 4:

Team buy-in is increased if team members work from shared information. Use visual, team-based tools to guide the project management process so that everyone sees the same information presented. Record ideas and decisions on flipchart paper. Use sticky notes for recording ideas. Team-based tools provide a structured way for everyone on the team to contribute and to reach consensus on a decision or solution.

e) Principle no. 5:

Show your appreciation for the contributions of each individual on the team and for the team as a whole. People are more motivated to perform when they feel valued. When teams are valued, they also perform better. Not everyone on a team will feel valued in the same way. However, there are some standard ways in which to value people and teams. Take time at each team meeting to recognize accomplishments and thank people for their contributions. Periodically solicit their feedback on how you can improve. In addition, when significant accomplishments are achieved, take time for a small celebration. As important as recognition and celebration are, it’s equally important for the team to feel you’re on their side and if they take a risk, that you’ll support them. If you want a motivated team, remove obstacles and provide a shield that minimizes outside interference.

f) Principle no. 6:

To build a team you must build and maintain an environment of mutual trust and respect. Trust takes time to build. Tips for building trust include: � Honor diversity of thinking, learning and other individual differences � Don’t make promises you can’t keep � Keep your commitments � Maintain confidences � Value each person’s inputs and ideas � Be honest � Use good people skills � Use good facilitation skills � Eliminate blame Although trust is built slowly, it can be destroyed in an instant, and when it has been destroyed, rebuilding trust takes a very long time.

g) Principle no. 7:

Empower the team. Tips for empowering the team include: � Have the team create the project plan � Maintain team ownership during execution � Create clear accountability and then don’t micromanage � Set up an oversight process so you have early warning signs if the project is off track � Make sure people have the resources/cooperation they need to get the job done � Make sure people have the skills to do the work assigned With the hypothesis considering operating priorities and flexibility of implementation, the above principles for effective leadership management are adapted through a balanced approach.



Fig 2: depicts Driving Principles of Effective Leadership Management.

Fig 3: Depicts project manager applying principles of leadership management and orchestrating project team towards desired project goal.

References:

1. The Leaders Digest: Timeless Principles for Team and Organization Success-Jim Clemmer. 2. The Psychology of Success- Judith Leary-Joyce. 3. The Truth of Getting Things Done – Mark Fritz.

Author:

Kartik Thakkar (PMP, ITIL, and CSSGB) is ‘Project Manager’ in Business Solution Consulting practice of ‘Siemens Information

Systems Limited’. He has publications in International Journals and Conferences. He has got rich experience of 12 years in Business Consulting Solutions for various industry verticals working with Automotive and Retail companies.

He can be reached at [email protected].



PMP Workshop on PMBOK 4th Edition By Pune Chapter

PMP Workshop on PMBOK 4th Edition Learning Objectives: The course will enable participants to …

• Understand the complete picture of PMBOK® • Understand the 5 process groups and 9 knowledge areas as described in the PMBOK ® • Understand inputs, outputs, tools & techniques essential for each of the project management processes

described in PMBOK® • Learn the effective approach to confidently appearing for the examination • Gain a solid confidence of undertaking the examination

Course Details

• Course Timings: 08:00 to 18:00 hrs everyday • Venue: At a convenient central location which will be communicated to participants soon. • Maximum number of participants in a batch 20 Only • Charges: Rs. 14,000/- (NO additional taxes) which includes Training Kit and Lunch, Tea / Coffee for all 4

days. • For group of 3+ persons: Rs. 13,500/- each • For Chapter Paid Members: Rs. 13,000/- each (can't be clubbed with group discount)

For more details download PMP Preparatory Workshop Brochure from www.pmipunechapter.org For queries contact [email protected]

PMI Certification and the Job Market PMI administers a globally recognized professional credential program that promotes professional development and maintains an ISO 9001 certification in Quality Management Systems. Earlier this year, PMI's leadership as the global certification body for project management was further advanced when the Project Management Professional (PMP®) credential process received ISO 17024 accreditation. This distinction benefits PMI members and PMP holders in several ways:

• It elevates the status of PMP holders on projects, within organizations and within the global project management community

• It allows organizations that employ PMP holders to reference the ISO 17024 certification as a qualifier for competence and capability of their employees

• It assures those professionals considering PMP certification that PMI's certification system is recognized in the global business community

Maintaining Your Credential PMI’s certification maintenance through the Continuing Certification Requirements (CCR) program sets its credentials apart. And in a competitive job market, the right credential can mean the difference between getting the job or not. The Institute requires individuals to maintain their credential’s active status. Individuals who do not maintain this status allow their credentials to expire and are no longer allowed to refer to themselves as Program Management Professionals (PgMPSM), PMP or Certified Associate in Project Management (CAPM®) holders. While nothing is required to maintain an academic degree, continuing education is a requirement for maintaining most PMI credentials. Participation in continuing education activities indicates to your peers, employers and employees that you are committed to professional development.



Article 2

Quality Circle By Mr. Jayaprakash B. Zende

What is Quality Circle? Quality Circle is a small group of 6 to 12 employees working in the same work area (doing similar work) who voluntarily meet together on a regular basis to identify improvements in their respective work areas, using proven techniques for analyzing and solving work related problems, coming in the way of achieving and sustaining excellence, leading to mutual upliftment of employees as well as the organization. Philosophy of Quality Circle Quality Circle is a people-building philosophy, providing self-motivation and happiness in improving environment without any monitory benefits. Quality Circle as a concept recognizes the value of the employee as a person who brings to the job, intelligence, experience, attitude and feelings, not just hands, feet and muscles. Psychological Aspect

Young people with good education and training and older people with experience are bound to be adversely affected by the monotony of working in a system that asks little of somebody in contributing through knowledge, creative talent, responsibility and initiative. Quality Circle program is based on the recognition that the individual worker as a human being, is willing and able to participate in solving the day to day problems, provided, he is given a chance and due recognition.

Key Aspects of Quality Circle:

• Participation is voluntary • Management role is supportive • Quality Circle solves problems not just identify them • Training is provided • People building philosophy • Projects are circle’s efforts not individual • Recognition is provided to the team • Design to cultivate culture of participation • Opportunity for self management

The motivating factor: • Management presentation • Meeting with facilitator & experts • Training • Opportunity to meet other Circles • Articles, photographs in newsletters • Interviews • Annual conventions and meets • Visit by dignitaries • Outside visits for presentation

Benefits of Quality Circle: To Members

• Public speaking ability • Leadership ability • Problem solving ability • Larger friend circle • Personality development • Opportunity to learn new techniques • Recognition • Cheerful atmosphere • Satisfaction of helping others

To Executives

• Reduced role stress • Improved performance in his area of responsibility • Opportunity to expand horizons • Improvement in mutual trust



To Organization

• Achieving excellence in every field • Self development • Mutual development • Improvement in quality • Improvement in attitude • Improvement in communication • Improvement in productivity • Liking in all levels of company • Better participation and involvement • Reducing absenteeism and grievances

Applicability • Home • Manufacturing organizations • Service providers • Banks • Hospitals • Hotels • Education Institutions • Government offices • Rural development

What Quality Circles are not?

• A forum for grievances • A spring board for demand • A panacea for all ills • A means for management to unload problems • Just for quality & productivity problems • Task force • Works committee • Quality assurance • Suggestion Schemes • Performance oriented • Changing existing organizational structure or chain of command

A Word of Caution Do not spontaneous results in terms of any tangible benefits. Primary outcome of Quality Circle program is based on psychological values which are:

• Improved working conditions • Job satisfaction • Self development • Improved morale • Team work and group cohesion

Conclusion Our society is undergoing significant changes. A culture of quality and excellence in all spheres of industrial and service activities is being developed. In such competitive environment survival will depend on how we mobilize our people by involving them in the process of Continuous Improvement in what we are doing every minute of the day. Quality Circle is a people-building activity having proper blend of philosophy and methodology. Use of this activity in our respective field will positively help us to achieve competitive edge. .

Jayprakash Bhalchandra Zende is currently working as Consultant and is a known expert and trainer in Change Management, overall improvement initiatives, with over 40 years of experience. He has published several articles on various topics to create awareness about Quality at First Place through different initiatives. He has written seven books, which have been published in English and Marathi languages. He is Fellow of Institution of Engineers, Chartered Engineer and Life Member of Indian Institution of Industrial Engineering and of Quality Circle Forum of India

He can be reached at [email protected].



Article 3

Human Resource Management – PM practices By Rajesh Pandit

In today’s market scenario, motivating team members is key activity to be performed by each project manager (PM). This is no longer just dedicated HR unit job. In today’s market environment where there are less opportunities / jobs, pressure on salaries, no promotions, it is vital to keep employee’s moral high to achieve project success. Project managers need to play key role daily in bonding team member for benefit of employee as well to achieve expected success for project / program. This can be started during team formation phase of project initiation. In team formation stage: PM can collect aspiration of team, understand past experience, likes, dislikes, constraints, and issues. This can be useful in assigning required roles to team members, setting expectations, taking their buy ins for success of project, addressing their issues to senior management to get adequate attention. This process helps in engaging team member in the project than simply assigning tasks as per plan. This also helps in identifying potential people related risks for projects at early stage. There are also some other best practices followed like tracking birth day dates, starting with games to know each other better in team. This can be followed between onsite and offshore, only offshore team, between customer and team. This helps to set up platform so that team can start interacting in better way enhancing ‘speak up ‘attitude which ultimately helps project / program manager to identify issues / risks on time to mitigate, track and close those proactively. In project execution or monitoring phase, people’s aspiration and issues can be tracked to make sure that team is properly engaged with project goals/objectives. Certain project efforts or budget can be allocated for people management. Required effort or budget approvals can be sought from senior management/key stakeholders to boost team’s moral. Certain practices can be adopted as below:

• Project party to celebrate milestone success • On spot awards for key performer • Onsite and offshore rotation • Good-show emails on customer appreciation • PAT-on-back certificate for key performer • Tea with Senior manager of organization • Publishing individual interview on internal sites • Career forward planning • Involving team member in buddy system • Increasing team member’s network with other experienced people of different team • Helping to resolve personal queries with help of HR

In project closing phase, it is best practice to take feedback from team member on project’s performance, people management practices applied in this project, noting improvement areas and lessons learnt by team member, exchanging thanks note with team member for his / her contribution, recommending promotion for best performer. It is always commendable to take complete responsibility of team member throughout project cycle till project closure. Responsibility can be categorized as below:

• Career planning • Best utilization • Planning trainings/certification to fill skills gap • Availing employee benefits under organization norms • Transfers as required • Performance assessment

In some scenarios project manager even takes care of utilization of team member after closure till he is assigned to next project. A proactive attitude shown by project manager in finding next project as per team member’s aspiration helps to enhance individual bonding with organization. This increases individual confidence, motivation to continue in same organization or account for other projects helping to achieve better resource retention ratio for an account or organization. There is also huge innovation scope for new HR best practices as per project manager’s maturity in terms of experience. Key mantra is to engage people in best way, own people with trust and confidence with best team bonding that ultimately drives to achieve project/program success minimizing dependency on HR unit of an organization.

Rajesh Pandit is working as portfolio manager for Infosys Pune since last 5.5 years. He has overall 13.8 years of experience in IT, mainly worked for Finance verticals mostly in project management capacities. He believes in maintaining strong team leadership and efficient communication in projects managed by me.

He can be reached at: [email protected].



Singh is King Abstract: To achieve excellence in delivery, the two critical metrics are - Productivity and Quality of Service (QoS). In the context of challenges faced by business today, doing more for less is essential. To ensure that, pushing the bar higher on productivity and quality of service becomes a must have. This is what will make and sustain the relationship with the customer for a lifetime. Here I examine how good Project Management techniques help in improving the Productivity and Quality of Service (QoS). Productivity & QoS: But who is Singh? And how is he related to project management? Wait, you will know soon. The first question is “how to make a project the best in class on productivity and QoS”? Productivity is the output per unit time. So it can be defined as either the number of function points per hour or the number of lines of code per hour. Quality means different things in different contexts. When “Service” comes in the picture it means the total experience the customer receives from us. I have listed here my mind map regarding productivity and QoS.

Article 4

PM Areas of Focus By Muddassar Sayed, PMP



Thus to make a project the best in class, focus on:

1. The customer, 2. The project team and, 3. The tools.

The Customer: If I deliver a project with zero defects and in half the time required and the customer says this was not what he wanted. Is this project a success? The Customer needs the project output. His requirements become our deliverables. Clear requirements equal less rework and hence higher productivity and QoS. Understanding the customer, his business and how the project fits in the overall business ensures that the project team understands the broader canvas of their work. To understand the customer we need to develop empathy for him, be patient, listen and be proactive to his needs. This empathy is the key to develop a lasting relationship, which is based on mutual trust. Facts go a long way in building trust. Consistent delivery with zero defects and within budget helps shape up a positive customer perception. As the relationship matures educating the customer on what is good for his project becomes important. This is the time when we move up the value chain.

Facts/Empathy -> Trust -> Relationship -> Customer Education -> Consulting The NMS project has a customer satisfaction of 75% to 80% for almost 2 years. The Team: A good Project Manager is the key to build a good project team. He builds trust, manages team expectations and rewards them appropriately. This results in high team motivation. A skilled and motivated team goes that extra mile resulting in higher Quality of Service and Productivity.

The core skills of the team can never be discounted. Hence the team must have good programmers, designers and testers to deliver as per customer expectations. Continuous team training and development ensure that the team is equipped to deliver results consistently.



Good PM -> Motivated Team -> Appropriate Skills -> Continuous Training -> High Productivity and Quality of Service The NMS project has a consistent zero/negative schedule variance in 2008. Automation: Tools help us do time consuming tasks faster. They reduce error by carrying out repeated tasks precisely. Automating routine tasks is the key to higher quality and productivity. Code generators, test automation, tools for checking coding styles, automatic build engines, intelligent coding environments all aid in lowering time for development. 12 Person Hours/FP on an average for standard J2EE development and 10 Person Hours/FP for .Net is possible. To sustain excellence over a long term

• Nurture talent in the team – provide opportunities for growth • Get the repeat business from the existing customer by delighting him with service • Keep ahead of technology developments to provide innovative solutions to business problems

It is said that the customer is always the king. So now you know who Singh is!

Muddassar Sayed, PMP is Managing multiple IT projects in the Telecommunication (fixed line) domain across technologies (J2EE/.Net). Having nearly 11 (eleven) years of IT experience. Involved in bid preparation, project management, people management, auditing and mentoring. Interests include software size and effort estimation, automating metric collection and risk management

He can be reached at: [email protected]



Article 3

How to upgrade yourself To The PMBOK 4th edition By Cornelius Fitchner, PMP

Brief Description: This article outlines a possible approach to upgrade yourself from having studied the PMBOK® Guide 3rd edition, and you now have to take the 4th edition exam. However, we all learn differently. You should adjust this approach to your own needs. If you studied to take your PMP exam using the PMBOK® Guide 3rd edition and were unable to take and pass the exam before June 30th 2009, then you are now required to take the exam based on the new PMBOK® Guide 4th edition. The PMI will not make any exceptions. There are notable changes between version 3 and version 4 of the PMBOK® Guide. For instance the number of processes has been reduced from 44 to 42. This seems straightforward at first. But if you look deeper into this, you will realize that the change wasn't simply that two processes have been removed. Instead what happened is that some processes have been removed from the Guide, some have been combined and several new processes have also been added. So what looks like a simple reduction in numbers is in fact more complex than that. Appendix A in the PMBOK® Guide 4th edition describes the bulk of the changes. A number of authors have also described these changes and made their analysis available for free. It is, however, important to note that these descriptions don't list all the detailed changes. For instance, the inputs, tools & techniques and outputs of many processes have changed. Some have been removed and new ones have been added. You will not find a complete description of all the changes. Because of this large amount of changes throughout the PMBOK® Guide it is impossible to simply "study the difference". The changes are sometimes conceptual, sometimes dramatic and sometimes minor. But they are here and your PMP Exam may require you to know them. "Upgrading" your knowledge from the 3rd to the 4th edition can therefore not be done "change-by-change". It has to be a holistic approach. However, it must also be said that just because the PMBOK® Guide has changed, project management itself hasn't changed. The fundamental way in which projects are managed is still the same. The PMBOK® Guide is our general framework describing the activities & techniques that are commonly accepted to be good practices on most projects most of the time. Just because the PMBOK® Guide has changed its procurement section from six to four processes doesn't mean that procurement systems need to be changed immediately. But in order to pass your PMP exam you will have to be aware of the new definitions in the PMBOK® Guide. Studying those takes effort, dedication and time. Here is a possible study approach to "upgrade" yourself to the PMBOK® Guide 4th edition:

1) Read Appendix A and familiarize yourself with the changes. In particular: Familiarize yourself with the processes that have been added, removed and combined; Learn the new process names; Study table A1 on page 350 and know which documents are part of the PM Plan and which ones are "other" project documents. 2) Read Appendix F and familiarize yourself with the summary descriptions of the nine knowledge areas and the 42 processes. At this time you may also wish to read the introductions to chapters 4-12. 3) Read Appendix G and familiarize yourself with the Interpersonal Skills 4) Study table 3-1 on page 43 and know which process belongs to which process group. It is a good idea to start with a blank piece of paper and be able to draw this table from memory. 5) And finally (and unfortunately): Read the complete PMBOK® Guide 4th edition twice.

When reading the new PMBOK® Guide familiarize yourself with the new inputs, tools & techniques and outputs of all the processes. Study figure 3 in chapters 4 through 12. This is the Data Flow Diagram for each process. These diagrams illustrate the flow of the inputs and outputs and will strengthen your understanding of the flow of all the inputs & outputs. It will also help you understand the integrated nature of all the processes in the PMBOK® Guide. You should also get to know the new processes that have been added and make special note of the changes to the Earned Value Formulas in Chapter 7.3.2 "Upgrading" your knowledge to this new version of the PMBOK® Guide is not something that you can do in just a day. Even though the PMP Exam consists mainly of scenario-based question, it will be necessary for you to have an in-depth understanding of the PMBOK® Guide 4th Edition to be able to answer questions correctly. Plan a minimum of two weeks of intense study.



Cornelius Fitchner, PMP is a noted PMP expert. He is the host of The PM Podcast at http://www.thepmpodcast.com where you can hear his free interviews with PM experts from around the world. His PM Prepcast at http://www.project-management-prepcast.com has helped over 6,000 project managers to study for the PMP exam.

He can be reached at: [email protected]

Feedback on the Newsletter

Please send your valuable feedback to Editorial Team to:

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Chapter Updates



Award from PMI

Our President Girish Kelkar, President PMI Pune Chapter, has been awarded by PMI, “ PMI Component Leadership Award- 2009” details will be featured in September issue of Asia Pacific e-Link

30 May 2009 - AGM 2009

Annual General Meeting for all PMI Pune chapters was successfully held on 30 May 2009. BOD shared views and plans for 2009-10; The exchange of information’s was held in conductive environment and received very good response and support from all Chapter members.

Digital InfoTech Group has sponsored Best Projects Awards for:

• Student Category

• Working Professional Category

PMI Pune - Deccan Chapter is collaborating with following institutes as part of Academic Interface to promote Project Management principles at College level....

Bharati Vidyapeeth, Amplify, Pune

Indira Institute of Management, Pune

Next Quarter Monthly Seminars

12 Dec 2009 - Monthly Seminar

09 Jan 2010 - Monthly Seminar

Announcement

Project Management conference, India event is planned in Nov 2009 at Hyderabad, please visit our site for more details.

http://pmipunechapter.org/events/pmc-hyd09/index.htm



From PMI Headquarters Events for Next Quarter

Fourth coming Event Section from PMI HQ’s

Oct 2009 10 to 13 Oct 2009 PMI Global Congress- 2009- North America 14 to 16 Oct 2009 IT Management Conference, New York, USA Nov 2009 08 to 10 Nov 2009 PMO Symposium 2009, Atlanta, Georgia, USA

13 to 15 Nov 2009 PMI India Project Management Conference, Hyderabad, India

Last Quarter Seminars conducted by PMI Pune - Deccan Chapter

Current PMI Standards Program Products :

Aug 2009

08 Aug 2009 Managing End-to-End Testing in Multi-Vendor Scenario – By Sheshadri Naik - PMP®

Managing & Driving the transformation of Pune traffic – By Rajendra Sidhaye

Sep 2009

12 Sep 2009 Project Management through “Early Equipment Management – By V S Mantrala - PMP® Project Leadership Workshop – By Swati Bapat - PMP®

Oct 2009 10 Oct 2009 Chanakya's Project Management ideas – By Anuraag Gupta Setting correct expectations around Test automation – By Shrikant

Dhamal PMP®

Note

• Monthly seminars are FREE FOR ALL / NO Entry FEE; one does not have to be Pune - Deccan Chapter member to attend this seminar. All our seminars are on second Saturday of each month for everyone's information.

• Practicing PMPs can earn 1 to 2 PDUs (Professional Development Units) by attending this seminar.

• Non paid members may subscribe to On Target Newsletter by paying marginal amount of Rs. 100/- Annually. All payments must be paid in advance. Cheque payable to: "PMI Pune-Deccan India Chapter", Payable at: Pune, India. You may bring the cheque on seminar day and handover to Sangeeta Zaparde (Finance Director) OR Omkar Gurjar (Marketing & Communications Director). Please write your Name, email ID & Date of Subscription on the backside of the cheque.

To subscribe to PMI Pune-Deccan India Chapter:

• Visit http://finance.groups.yahoo.com/group/pmi-pune-chapter and click on - Join this group! Button.

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Chapter website: www.pmipunechapter.org



Test Your Knowledge Submitted by Mr. Vijay NR

PMP® Realistic Questions: Case 1. Joe is in the process of defining and documenting stakeholders' needs to meet the project objectives. He is in the process of:

1. Requirement documents 2. Interviewing 3. Scope definition 4. Collect requirements

Case 2. Sarah, working under initiating process group of her project, which of the following enterprise environmental factors that would NOT influence her project's 'develop project charter' process?

1. Industry standards 2. Organizational policies 3. Organization infrastructure 4. Governmental standards

Case 3. Which of the following factors best influence the 'Estimate Costs' process?.

1. Governmental standards 2. Organizational standard processes 3. Organization infrastructure 4. Market conditions

Case 4. Which of the following can not be considered as cost of conformance under cost of quality (COQ)?

1. Time to do it right 2. Equipment 3. Document processes 4. Liabilities

Case 5. Quality planning tools are often used to better define the quality requirements and plan effective quality management activities. These include, EXCEPT:

1. Brainstorming 2. Affinity diagrams 3. Network diagrams 4. Force field analysis

Case 6. R&D team of the Rukson Labs has begun to address the project management approach. The team members are collaborative and open to differing ideas. This phase indicates:

1. Forming 2. Storming 3. Performing 4. Adjourning



Case 7. To address the issue, John, the project manager of Canada Corner flyover construction project incorporated viewpoints and insights of Peggy, Dale, Rita, and other members. Which technique did John use?

1. Compromising 2. Confronting 3. Accommodating 4. Collaborating

Case 8. Which of the following is NOT found in Scope Statement?

1. Success criteria 2. Project deliverables 3. Project boundaries 4. Project assumptions

Case 9. As a part of a project, it can not be a cost of nonconformance:

1. Cost of equipment 2. Money spent during the project because of failures 3. Money lost in business 4. Money spent after the project because of failures

Case 10. All of the following are part of 'change request', EXCEPT:

1. Preventive action 2. Updates 3. Resolved issues 4. Defect repair

Answers Case 1. Answer 4. Collect requirements Clarification: Collect requirements is the process of defining and documenting stakeholders' needs to meet the project objectives. Reference: PMBOK 4'th Edition Page 105 Case 2. Answer 2. Organizational policies Clarification: 'Organizational policies' is a part of the Organizational Process Assets. Reference: PMBOK 4'th Edition Page 76.



Case 3. Answer 4. Market conditions Clarification: Market conditions describe what products, services, and results are available, in the market, from whom, and under what terms and conditions. Regional and/or global supply and demand conditions greatly influence resource costs. Reference: PMBOK 4'th Edition Page 171 Case 4. Answer 4. Liabilities. Clarification: Liabilities is a part of cost of nonconformance. Reference: PMBOK 4'th Edition Page 195. Case 5. Answer 3. Network diagrams. Clarification: Network diagrams are not a part of quality planning tools. Reference: PMBOK 4'th Edition Page 199. Case 6. Answer 2. Storming.

Clarification: During storming phase, the team begins to address the project work, technical decisions, and the project management approach. If team members are not collaborative and open to differing ideas and perspectives the environment can become destructive.

Reference: PMBOK 4'th Edition Page 233.

Case 7. Answer 4. Collaborating.

Clarification: Incorporating multiple viewpoints and insights from differing perspectives; leads to consensus and commitment.


Case 8. Answer 1. Success criteria.

Clarification: Success criteria is the part of the Project Charter, rest are part of the Scope Statement.


Case 9. Answer 1. Cost of equipment.

Clarification: Cost of equipment is a part of cost of conformance.


Case 10. Answer 3. Resolved issues.

Clarification: Correct action is made up term, rest all are grouped under change request.

Reference: PMBOK 4'th Edition Pages 87, 88.



Management Story

Submitted by:- Hemalata Belamkar, PMP Story of Hare and Tortoise … Lessons for a Team

A hare and a tortoise live in India. They are good friends and like all good friends, sometimes have a dig at each other.

One day, in a light mood the hare ridiculed the tortoise for his slow pace. The tortoise reacted by challenging the hare for a race between Delhi to Gurgaon. On the appointed day and time the two assemble at the starting line and start the race. The hare dashes off the start line like a flash. After crossing the midway mark, he feels that a short nap would do no harm. The short nap turned out to be a bit too long. Meanwhile the tortoise crosses the hare and reaches the destination. The hare wakes from the slumber, oblivious of the time, and dashes off towards the finish. To his dismay he finds the tortoise having a nap at the finish line.

The moral of the story is “Slow and steady wins the race”. The story does not end here….. The hare goes home and soon understands that complacency and overconfidence were the reasons of his defeat. He vows not to repeat the mistake again. He then invites the tortoise for another race. The tortoise agrees to his friend’s request. They meet at the appointed day and time at the starting point. The race starts. This time the hare dashes off to the finishing line without taking a break and wins the race comfortably. The moral of the story is “Fast and steady wins the race”.

The story does not end here….. The tortoise goes home and thinks hard. He was aware that the hare cannot be defeated in speed. He then ponders over his core competence. At last he finds a solution and invites the hare to another race. This time the course is changed. It is from Delhi to Airport. The hare agrees. At the appointed day and time the two meet at the start line and the race begins. The hare dashes off like a flash. Soon he arrives at the banks of river Yamuna and is overwhelmed by a sense of dejection as he did not know how to swim. The tortoise comes to the bank, looks at the hare with sympathy and coolly gets into the water. He swims to the other side goes to the airport and comes back. The moral of the story is “Core competence wins the race.” But the story does not end here….. Both the friends decide it was enough of racing against each other. Why not think hard and find a way by which they together could travel from Delhi to airport at the minimum possible time. At the end of a brain storming session they come out with a solution and decide to try out the next morning. At the appointed time they meet at the starting line. The tortoise sits on the back of the hare. The hare dashes off from Delhi to the banks of Yamuna. There the hare gets on the back of the tortoise and the tortoise swiftly crosses the river. On reaching the other side the tortoise again sits on the back of the hare. The hare runs as fast as he can to the airport. Thus they both reach airport in the fastest possible time.

The moral of the story is “Innovation and team work wins the race”



PM Tips for “Q”

Submitted by:- Shyam Bhavsar, PMP Managing Outsourced Projects

Outsourcing of project work is more common today than ever. However, even though you outsource the work, you cannot completely outsource your obligation to make sure the project is progressing smoothly. If all goes well with the outsourcer, you do not have much work to do. Unfortunately, in many instances, the outsourcing vendor does not perform against expectations. If that happens, you want to know about it as soon as possible.

For the purposes of this discussion, let us assume that your company has outsourced a project, or a portion of a project. Your company has also asked you to manage the relationship to ensure the vendor performs as expected.

Many people are not sure what they should be doing when they are asked to manage an outsourcing relationship. Part of the uncertainty is because some of the project roles are reversed when you outsource work to a third-party. On a normal internal project, the Project Manager assigns the work and manages issues, scope, risk, quality, and so on. The Project Manager makes sure work is done on time and the project is progressing, as it should. He or she is held accountable for the success of the project. Other people perform a quality assurance role to make sure that the project progresses as it should. A formal quality assurance group may do this, but it is more likely that the sponsor and the manager of the Project Manager perform this function. They are not interested in knowing all the details of what is going on, but they need to ask the right questions to feel comfortable knowing that things are progressing as they should.

On an outsourced project, the roles are still in place, but different people perform them. If the work is truly outsourced, the Project Manager for the vendor should be the one who is worried about the details. The vendor Project Manager is planning and assigning the work, and managing issues, scope, risk and so on. In this situation, even though you may be asked to "manage" the outsourced project, you really need to take on the quality assurance role. You need to ask the right questions to make sure that the vendor is doing his or her job correctly. You do not necessarily need to know all the details of how he or she is managing and executing the project, but you have to feel comfortable that the project is progressing as expected. What to Look for at the Beginning

First, look for the up-front deliverables that you expect all projects to have. For example, is there a Project Definition document? You need to make sure that the project is defined correctly and to your satisfaction. You should approve this document. The vendor must also have a project work-plan. As the project moves forward, you must be aware of the key milestone dates, and there should be a formal checkpoint to ensure that the deliverables produced up to that point are complete, correct, and on time.

You and your sponsor should formally approve the important milestones. If there is a partial payment being made at a milestone, you need to ensure that the criteria for payment are all defined and that they are in fact completed. Depending on the nature of the project, you may require regular status meetings and formal status reports. The type of questions you would ask at the beginning of the project includes:

• Has a Project Definition (or similar document) been approved by the appropriate stakeholders and managers at your company?

• Is there a contractual agreement that spells out the expectations of both parties in terms of deliverables to be produced, deadlines, payment schedule, completeness and correctness criteria, and so on?

• Has a comprehensive project work-plan been created?

• What project management procedures will the vendor use to control the project?

• Has the vendor been clear on what resources will be needed from your company and when they will be needed?

• Have a number of agreed-upon milestones been established to review progress so far and validate that the project is on-track for completion?

Ongoing Questions

As the project is progressing, you must continue to ask questions to determine the current state of the work. You may have status meetings weekly, but there should be a formal quality assurance check at the end of every agreed-upon milestone. The types of questions you would ask at every milestone include:

• Have the deliverables specified in the Project Definition been completed up to this point?

• Have the appropriate deliverables been agreed to and approved by the company?

• If the vendor has met expectations up to this point, have any interim payments been released?

• Can the vendor clearly explain where the project is vs. where it should be at this time?

• Will all the future deliverables specified in the Project Definition be completed?

• Are issues, scope, and risks being managed as stated in the project management procedures?

• Should the contract or Project Definition be updated to reflect any major changes to the project?

Once you understand your role on the project, it is easier to ask the right questions to make sure that everything is progressing, as it should.

Have a great quarter and best wishes!



Tit Bits



Mission 10vi Pass (MDP) By Sujata Tilak, Save Pune Traffic Movement

The traffic discipline in Pune is extremely poor and traffic perhaps kills more people in Pune than are killed due to crimes. The gravity of the situation becomes obvious when we compare ourselves with other cities worldwide. The number of deaths per year per 10K motor vehicles in India is 10 to 15 times more than that in advanced countries. It has become abundantly clear that this ‘traffic problem’ needs to be tackled on a war footing.

There are many aspects of the ‘traffic problem’, viz. traffic discipline, infrastructure, public transport, congestion, traffic education and so on. Even if all of us came together, it would be very difficult to solve these mega-issues in one go because they are all entangled. However, traffic indiscipline should be simpler to tackle if all of us focus our energies on it, because there aren’t as many debatable issues regarding discipline. Save Pune Traffic Movement, Traffic Division of Pune Police and Pune Municipal Corporation have jointly launched a campaign for systematic and drastic improvement in traffic discipline in Pune. The campaign was formally launched at the hands of renowned cartoonist and activist Shri. Mangesh Tendulkar on 4th April 2009. In terms of traffic discipline, City of Pune is not even Standard 1 passed. Mission 10vi Pass aims to take the city to a far improved state in 10 planned steps. The core concept of this campaign is as follows:

1. The 10 traffic rules chosen start from very simple ones and gradually work towards more complex ones. Therefore this campaign is called “Mission 10vi Pass”.

2. The entire city focuses on current rule of the campaign. a. PMC creates/ensures infrastructure necessary for the rule. b. Traffic police pay special attention to enforcing the current rule. c. Information about the current rule is provided through channels like media, corporate communication and so on. d. Most importantly, citizens follow the current rule and also the rules from previous steps, that is, the standards.

3. The first rule (Std. I) identified for the campaign is: At red traffic signal, vehicles must stop before the stop line at zebra crossing. 4. Once the city starts following the current rule, we will move to the next one. Of course, we cannot forget the previous rules and will continue to

follow them. 5. Gradually people would start experiencing the benefits of abiding by the rules.

We are convinced that by the end of Std. 10, Pune will become a model for traffic discipline in the country and the spirit of MDP will continue always!

Corporate Support for MDP

Corporate sector in Pune can play a significant role in this campaign at 2 levels:

i. Spreading the campaign within their organization and disseminating information to employees from time to time.

ii. Supporting various activities of the campaign through sponsorships and volunteers. Any organization based in Pune can become MDP Supporter. The organization should believe in this mission for improving traffic discipline in Pune and should be ready to spread the MDP concept to everyone within the organization. This is done by appointing one or more people (depending on size of organization) as MDP Champions. The champions spread MDP within the organization and urge everyone to follow MDP rules.

Please visit “http://www.savepunetraffic.com/html/spt-setframe-08.htm - Mission 10vi Pass” for more details.

So be a part of MDP today, tomorrow and every time you are on the roads….



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PMI Pune-Deccan India Chapter’s On Target Quarterly Newsletter

The Marketing & Communications Director, PMI Pune-Deccan India Chapter, as a benefit to its membership, publishes On Target, a Quarterly Newsletter and is not responsible for unsolicited/copyright material. Views expressed in the Articles are that of Individuals and in no way express views of the Chapter / Editorial Board. PMI Pune-Deccan India Chapter does not endorse or recommend specific products, vendors, or services that advertise. Editorial Board reserves the rights to edit submissions for clarity and style.

Editorial Team

Vasu Ramanujam

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Shantanu Bhamare, PMP®

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Shyam Bhavsar, PMP®

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Hemalata Belamkar, PMP®

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Vrushali Humnabadkar

vrushali_humnabadkar@ yahoo.co.in

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Resources collapsed in the district of Korba, killi bagged ...and Dr. Harold Kerzner. Senior executives from IBM, Hewlett-Packard, Ericsson and wind energy pioneer Eolfi will join