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Synergy
Collaborating Project Management for High Performance Business Insight
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PMI North India Chapter
July-Sept 2011~ Newsletter Issue: 2
this issue
PM Key Attributes for Project ... P.2 Approvals for your Projects … P.3
Effective communications for RCA... P.4 Project Management Vs Program... P.8 Communications it pays to log... P.11
Project Manager Styles….P.12 Difficult Team Member… P.14
About PMI North India Chapter…P.15
Welcome suggestions…P.16
Editorial Team is thankful to everyone for an overwhelmed response and appreciation to the First edition of
North India Chapter Newsletter.
It is an honor for entire Editorial team along with Project Management Fraternity to release and publish the
Second Edition of “SYNERGY” on this day. The day of 5th September has its own significance in everyone‟s
life i.e. Teacher‟s Day. It is also birthday of Dr Sarvepalli Radhakhrishnan a scholar, teacher and second
president of Republic of India. It‟s a tribute to him and all teachers‟ for their selfless contribution towards
building our society which helps shaping our career to become a great manager.
Project Manager is required to wear the Hat of a Teacher to be a great mentor and coach of a team they
lead. This is the time where we can pay back to our society all the knowledge and patients to handle the
tasks, what we have learnt from our teachers during school/college days. Remember how our teachers‟
shaped our growth from our play school till we enter into corporate life teaching us moral lessons. We need
to utilize our lessons related to morality and ethics as much as we utilize our technical knowledge. Moral
lessons learnt help us to follow the code of conduct and ethical path during our professional life. During
professional journey everyone encounters conflicting scenarios. One has to judge with best of one‟s ability
without crossing the ethical periphery.
I would like to stress that being ethical and maintaining transparency builds credibility and integrity.
Happy Reading!
Regards
Piyush Govil PMP®
Vice President - Communications
PMI North India Chapter
From the Editor‟s Desk
Save Trees, Save Earth
P2
PM Key Attributes for Project Success- Share, Analyze, Pre-empt and Focus
By - Hemant Seigell PMP®
“Smart Project Managers are the important pillars of orchestrating support from Initiation to closing
phase of any project across industry. They are like „cart wheel‟ of any project dimensions who keep
different teams/entities bind together. They do this while taking the pressure of the overall project
constraints/stakeholders, yet pushing for desired results in demanding situations. They have a cohesive
goal in mind to achieve best results for end customer satisfaction (Internal or External)”.
4- Key Dimensions for Every PM
Encourage and share ideas from all for best
results
Analyze the challenge and keep the project
running using all Knowledge Assets for seamless
functioning to meet project goals.
Try to pre-empt the risk and apply mitigation
plans for least risk damage
Keep the final project deliverable in mind right
from start till final target is reached, Bang-On.
Share Analyze
Pre - empt Focus
Project Manager
ensures that the
cart wheel keeps
moving
About Hemant:
Professional with 16+ years of rich experience into diverse Consumer
finance/ Lending /Operations/Risk Mgmt across Forex-Travel related
Services, BPMS, Consumer Banking, NBFC, Management Consulting,
Housing Finance companies in BFSI domain and having successfully
managed multi-product environment /Strategic business critical launch
projects across varied functional areas:
Certified PMP,Trained - Six Sigma Green Belt & ISO 9001- 2000 Internal
Auditor having worked in Asia, Australia & US geographies.
Save Trees, Save Earth
P3
Approvals for your projects – Increasing your Chances!
By- G Ravi PMP® and Kumar Saurabh PMP®
Projects are essential for the existence of any projectised setup. Following stages are involved to initiate a project and for obtaining approval for the project:
Proper SWOT analysis should be performed.
Due diligence must be done.
Have faith on the feasibility and workability of the project.
Target people / organization who identify with the project.
The sponsor must be in line with the organization‟s mission.
The probability of sponsor acceptance must be high.
The sponsor should have a previous association with projects of similar nature.
Sponsor should have a strong financial will to sponsor the project in totality.
Create a cordial atmosphere by exchanging pleasantries and thanking sponsors for their time & effort.
Be assertive and specific while explaining the project. Always exude confidence.
Be optimistic, yet realistic. Don't exaggerate the benefits but provide the real picture.
Explain the project in a presentable graphic format with facts and figures.
Ensure that the session is interactive and does not end in a monologue.
Assure the sponsor of a successful outcome with a clear timeline.
Highlight benefits, of the project, for the sponsor.
Be vigilant of positive signals from the sponsor and immediately capitalize on the same.
Happy Project Execution!
Stage 1: Internal Assessment
Stage 2: Sponsor / External Stakeholder Analysis
Stage 3: The Rendezvous
Save Trees, Save Earth
Sr. Manager Samsung Engineering
having 15 yrs of exp., in project
management related to Refinery,
Pipelines, Tankages, Oil & Gas and
various Process Plants. He is an alumnus
of from MANIT, Bhopal and has also
done his Masters in Construction
Management from NICMAR. He is a PMP
and Six Sigma e-Green Belt Certified and
Undergone Configuration Training in SAP R/3 (SD Module).Throughout his
career he has held key positions with some of the reputed organizations
including L&T Ltd., Reliance Industries
Ltd. and Punj Lloyd Ltd.
Project Manager CSC, he is PMP and
ITIL Certified Professional having
11+ years of experience in the areas
of Project Management, Service
Delivery, Process Management,
Operations Management, Client
Servicing, Quality Assurance & Team
Management.He is endowed with
superior Relationship Management
skills which have been fruitfully
utilized while interacting with
esteemed clients around the globe.
About Saurabh About Ravi
P4
Effective Communication for RCA and Understanding Communication Style
By - Pauline Aloysius PMP®
One of the key values for a technical support and marketing team is
its Customers whether it could be internal or external. For a
technical support team which is not being in the frontline becomes
more crucial in satisfying and meeting the demands of the internal
customer who indirectly contribute in meeting the needs of external
customers. The core concepts of customer satisfaction survey are to
measure quality of solutions and timely communication provided by
support team to the customers.
Quote By- Edward Hodnett
"If you don't ask the right questions,
you don't get the right answers. A
question asked in the right way often
points to its own answer. Asking
questions is the ABC of diagnosis. Only
the inquiring mind solves problems."
The purpose of this document is to emphasis the need of Effective Communication for Root Cause
Analysis and Understanding Communication Style of individual and team. The whitepaper illustrates the
5-why RCA approach from Six Sigma DMAIC process and Johari Window model to understand the
communication style
The information and ideas exchanged flawlessly in both directions between the sender and the receiver.
It becomes more effective with good preparation.
In this case shouldn‟t we be prepared for effective communication for a flawless interaction?
Yes. According to PMBOK, Communications planning involves identifying the information and needs of the
stakeholders. This includes determining what needs to be communicated, to whom, when, what method
adopted and how frequency.
In a Technical Support team, a proactive communication approach is adopted by the team;
Identifying the Stakeholders (ex. Customer, Project Team, etc) Collecting the requirements of the stakeholders (ex. Issues, problems reported in the call) Mode of communication (E-mail, GIM, Telephone) When, what and the frequency
The communications management is not a new topic in study of project management; the concept has
been discussed in-depth in many books. The objective of this white paper is to briefly explain about
outcome of Effective Communication for Root Cause Analysis and Understanding the Communication
Style.
How do we ask? How do we communicate?
Effective communication is achieved when the information is conveyed flawlessly and received without
distortion. During a communication, each message is encoded by the sender and decoded by the receiver
based on the receiver‟s education, experience, language and culture. Many times the communication is
not one-way. In this case it involves good communication and listening skills by the sender and the
receiver.
Effective Communication
Save Trees, Save Earth
P5
Sender / Receive Parameters
Para lingual
Nonverbal
Feedback
Active listening
Sender
Message
Encoded
Receiver
Message
Decoded
From Sender By Receiver
The sender should encode a message carefully,
determining the communications method used to
send it, and confirm that the message is
understood correctly.
The receiver should decode a message carefully,
and confirm the message is understood correctly.
Nonverbal: About 55 percent of all communications
are non-verbal (ex. Based on physical mannerisms).
Active Listening: The receiver confirms she is
listening, confirms agreement or asks for
clarification.
Para lingual: Pitch and tone of voice also helps to
convey a message.
Para lingual: Same as mentioned in „From Sender‟
column.
Feedback: Clarifying the message for instance, “Do
you understand what I have explained”
Feedback: Clarifying the message for instance, “I
am not sure I understand, can you repeat what you
have said?”
Save Trees, Save Earth
Project Management – lighter side
“Good project management is not so much knowing what to do and when, as knowing what excuses to
give and when!”
Overhead by Kumar Saurabh, PMP®
Step1 Step2 Step3 Step4 Step5
Root Cause Analysis (RCA)
Technique is used in identifying the origin of the problem and also the underlying factors that causes
the problem. It is one of the popular DMAIC problem-solving methodologies used widely in Six Sigma
projects.
There are 5 stages of analyzing the root cause:
Step One: Define the Problem. It should be a problem statement describing clearly a single problem.
Writing the issue helps you formalize the problem and describe it completely.
Step Two: Collect Data. The second level is to collect the factors that contributed to the problem. Ask
why the problem happens and write the reasons for that problem.
Step Three: Identify Possible Causes. During this stage, we try to figure out what are the possible
causes for this problem. There can be more than one cause for each reason.
Step Four: Identify the Root Cause. As we start looking at the root for each causal factor, the answer to
one of the „why‟ question to a cause would become the root cause.
Step Five: Recommend and Implement Solutions. Appropriate resolution or workaround is suggested to
prevent the issue/problem from happening.
In a technical support Centre a detailed process of RCA is done, together with the internal customer,
experts, front-line staff, R&D, technical and product marketing etc. To achieve the RCA process
successfully we need to focus on the aspect of communication with different people to get the correct
and appropriate feedback related to issues, occurrences, impact etc.
Save Trees, Save Earth
P6
Food for thought
How many times any individual refresh concepts about ethics?
-Served by Piyush Govil
P7
Communication for RCA
When a support center receives a request for technical support, it is at the receiving end. To understand
the information correctly we have to demonstrate active listening and good questioning skills.
Active listening is more than just hearing the words or reading the message. It involves the power of
observation as well as understanding the message which was conveyed, whereas Questioning techniques
is to use right questions to gather correct information. Listening and questioning techniques are
communication skills, when used actively could improve productivity and quality of relationship with
others.
Here is an example of this approach; on how support Centre reacts when it receives a call or issue
reported by customer? Do we jump in and start treating it? Or do we analyze and gather more information
which may lead to the actual problem? Yes, when we receive support request we have to read between
the lines and try to understand the complete message like, business impact, priority, criticality,
customer tier etc.
To put it simply, support and SLA management consists mostly of gathering, organizing, analyzing,
confirming and solving the issues. The ability to manage will only be as good as the information received
to resolve it. When solving complex issues, before embarking into investigating the call, we need to ask
clarifying questions and gather necessary information from the sender, handle it appropriately to
determine the root cause.
Questioning Techniques
By using the right questions in a particular situation, the whole range of problem solving process could
be improved. There are several types of questioning techniques which can be applied based on the
situation and crafting the questions appropriately to improve the ability to communicate.
Questions are a powerful way of:
Learning
Relationship building
Managing and coaching
Avoiding misunderstandings
Diffusing a heated situation
Persuading people
Skillful questioning needs to be matched by careful listening so that we can understand what people
really mean with their answers.
Listening Techniques
Active listening is the other component of communication; which means understanding and
acknowledging what the sender is saying: both facts and feelings. It allows the listener and the speaker
to relate, exchange information, and reach understanding. One of the critical aspects of active listening
is that it's a conscious decision whether to listen or to do something else. Distractions caused either by
noise in the environment such as: the speaker's use of language or the speaker's tone of delivery can
reduce the listening capability. If active listening is not practiced, the questioning strategy will fail
because salient points would be missed in the conversation or ignored in both verbal and
nonverbal cues.
Save Trees, Save Earth
P8
Key Points
Therefore to understand well about the problem; asking the right questions followed by active listening
is at the heart of effective communications for root cause analysis.
Moreover it also helps to:
Manage problems and issues more effectively, which improves productivity Gather correct information and learn more Follow up products and regions, and eventually build stronger relationships Ability to influence, persuade and negotiate, and Avoid conflict and misunderstandings.
Project Management vs. Program Management
By Tathagat Varma PMP®
Program Management is often seen as the next logical step for seasoned project managers looking to
take on bigger challenges. While project management is more about managing within boundaries of a
project and gate keeping it against anything and everything that threatens the status quo, program
management is typically all about breaking those very boundaries and managing across them by taking
up anything and everything that threatens the status quo. Here I will examine how they differ in its
approach on two important aspects – scope management and people management.
A project‟s success depends on its ability to retain focus against all odds. Once a project scope is
defined, its estimates made, resources allocated and commitments made, the project manager is
pretty much focused on gate keeping everything else out of the scope lest the project success is
threatened.
Scope Management: Projects
About Pauline
About 12 years of experience in Info-Telecom industry, covering a wide
range of roles in R&D, Project Management, Quality Assurance and
Technical Product Support. Proven track record to resolve customer
issues technically and strategically with depth and breadth with good
satisfaction rating. Contribute on continuous improvement of Support
Management process to be in line with Telecom BU strategy and
facilitate different support services based on the customer
segmentation.
Concluding Part
in next edition of
“SYNERGY”
Save Trees, Save Earth
P9
In reality, most projects would have a CCB, or a Change Control Board, of some levels of formal
authority, there is still a tendency to bulk up the entire requirements in first-pass and do as much as
possible in one breath irrespective of how much time it takes and whether the final outcome is
acceptable to the customer or not. While most of the traditional world still likes this model for various
reasons, software development community identified this as a bottleneck and created the suite of so-
called „agile methodologies‟.
“Agile Methodology” exploits software‟s ability to incorporate late changes to specs without seriously
endangering the project or its deliverables. Still, at a high level, a project must work around a
reasonably stable set of requirements to ring-fence itself against any potential changes to the „core‟ of
a project – the premise being how can you build a successful product on a shaky and wobbly
foundation. After all, don‟t we pay product managers to do a better job of defining those
requirements upfront rather than changing their mind later in the project and calling it as customer
change request to cover up what they failed to think of in the first place! Surely, everyone
understands changes in workflow or bells and whistles, but I am talking about the core architecture –
the fundamental DNA of a product that must be understand before any further allocation of time,
money or resources is made. So, clearly, scope is sacrosanct to a project.
Scope Management: Programs
A program is a different beast. As the highest level of body chartered to translate an organization‟s
strategic intent to reality, it can‟t box itself inside any boundaries of defined or undefined scope.
Anything that could impact a program‟s ability to accrue full „benefits‟ envisaged from it must be
taken up. While in theory, a program must have a defined scope to plan its activities and resources
around its deliverables; in practice it is not so trivial. Any reasonably large program has sufficient
number of moving parts, uncertainties, conflicting requirements and rapidly changing priorities. It is
very typical in a program for the component project managers to carve out their pieces very sharply.
A lesser reported fact of life is that developer‟s motivation to work in newer and sexier technology
often dictates the choice behind a project taking up (or refusing to take up) a given problem.
Program organizational structure and governance plays a very important role in ensuring that
component projects are not only cleanly defined, they also identify inter-group dependencies and
secure commitments to address them. To that end, a project might safeguard itself by rejecting an
inter-group request, but eventually the program needs to address it! Similarly, a project manager
might complete the work within her boundaries but it takes much more for the program to be „done‟,
let alone be successful. I have seen many situations where project managers would be so focused on
their project that they won‟t recognize that unless the program was successful as a single entity, their
individual progress was meaningless. This could get aggravated when teams are geographically or
organizationally dispersed. However, none of those can hide or discount the fact that a program is only
as successful as it ability to influence things that might not be in its line of control but whose impact is
definitely in a project‟s line of success, especially if those things were to backfire.
While a project is like a fortress that must protect itself against all invasions to survive and eventually
be successful, a program is more like a university, a rose garden, or a mission – they all deal in „soft
power‟ and maximize the ROI of their mission by keeping their doors open and by teaming up with
their potential adversaries.
Save Trees, Save Earth
Food for thought
Is there a need to go through code of conduct policy time to time?
-Served by Piyush Govil
A project manager in a functional organization wields significant „positional power‟ and thus has very high
ability to influence team members‟ behavior. While today‟s organizations are highly flat and democratic,
there is still an asymmetric balance of power, for the manager who writes your focal and annual salary
revisions also potentially has the power to decide when you should update your resume!
Surely we have come a long way in management-worker power-sharing from Taylor and Ford era, make no
mistake that there is no such thing as a perfectly symmetric world where a manager and her team
member have equal rights. Thus, a project manager has much higher ability to define the work and assign
people to it, as she feels appropriate. She also has a much higher level of responsibility towards training
and career development of her team members, and being the closest face of management to the team,
she is the official spokesperson of the upper management. A team will likely listen more to her than to
the CEO. She must balance two opposing sets of expectations that, if not aligned properly, can set the
project on fire. To that end, people management for a project management must be one of the toughest
job.
In high contrast, a program manager manages at boundaries of participating organization in a highly
matrix environment, and hence must manage by influence and not by any formal authority. In a software
team, a program manager needs to get Development, QA, Product Management, Usability,
Documentation, Marketing, and several other functions on the same page. In most organizations, they are
organized along the functional lines and hence report to a solid-line manager in the same skill-set pool
rather than program manager. Given that many of these resources might be timesharing on a program,
their eventual loyalties are still with their respective line managers and hence a program manager can
only rely on collaboration and influence as the key measures to get everyone on boarded. In some cases,
there might even be a conflict between a component‟s goals and the program‟s goals and if such issues
remain unresolved, the only recourse to make the program successful might be to move the problem up
the command chain. Still, there is a big value in managing large and complex endeavors as a program, for
it allows an organization to manage its resources and inter-group dependencies and conflicts in a more
systemic and transparent manner. Some of the best program managers I have seen were not the ones who
stopped managing the interfaces, but went over and above what their jobs required. They established a
direct contact with key team members in component projects and created an alternate informal channel
to validate project risks and plans, and to feel the pulse of the organization. They would do it very
unobtrusively without creating any friction between the line manager and them.
How does your organization view these two important functions?
People Management: Projects
People Management: Programs
Sr. Member IEEE, PMP, PRINCE2TM Registered Practitioner, CSM, heads
Corporate PMO and Business Operations at Yahoo! Software Development
India. He is responsible for managing strategic horizontal programs across the
India R&D centre.
Tathagat has an MS in Computer Science and exec MBA in HR. Over the past
20 years, he has been engaged in product development with Defense
Research with Indian Government, and subsequently with Siemens Telecom,
Philips Medical Systems and Digital Networks divisions, Huawei Technologies
and NetScout Systems prior to joining at Yahoo. His core expertise is large-
scale product development, program management, software engineering
and general management.
About Tathagat
Save Trees, Save Earth
P10
Communication – it pays to log
By - Prabhu N. Jha PMP®
A project manager spend almost 90% of time communicating, makes it most demanding activity in project
management. Still communication management does not get the kind of attention it deserves in all the
process groups of the project.
Let's look in the practical aspect of it. We live in the information age; communication is revolutionized in
many ways. We have many different technologies for communication - email, mobile phone, meetings,
video conferencing, fax, mails and more it‟s easy to communicate today than what it used to be 10 years
ago.
A project communication management plan provides the details of who, what, when. Keeping a more open
approach to include more than one communication technology in preference can give added degree of
flexibly and can save lots of redundant and ineffective communication. In today's world when multiple
communication technologies are at our fingertip, technology preference is easier and convenient to
stakeholders. The need of the hour is to update the communication management plan promptly. Loss of
communication due to any reason can add risks in projects. In a larger project where responsibility of
communication lies with group of people think about the situation that a risk response owner is not able to
act when risk occurred just because risk status report went to a fax machine instead of phone call or
something similar. We tend to use the other communication technology based on the need of the time. Few
steps can be done to mitigate it.
During communication management planning the Project Manager creates communication matrix he will
record who, what, when and other details, also should record three preference of communication
technology, first two should be mandatory. Mention the primary, secondary and tertiary methods of
communication and maintain a log of communication. This may sound a bit odd like it‟s done on warship or
submarine. But communication log is a very good tool and can serve multiple purposes. Update the log on
daily basis or as demanded by the project.
This log will keep track of which communication technology was used from the preference of
communication plan, success/failure, summary, date/time, sender etc. Log will give up to date record of
current communication in the Project. Project Manager can identify the deviation in communication
management plan by carefully analyzing the log. And if there is any deviation, it can be corrected. Also,
communication log can help Project Manager measure the performance of the communication management
plan in place. During the closing process communication log can help in creating lessons learned and update
Organizational Process Asset database.
Save Trees, Save Earth
Senior Project Manager with JK Technosoft Ltd. (a JK Group company in
software consultancy and services). He is having over 14 years of experience
in software development, consultancy and delivery management. He has
been engaged with clients like CISCO, UPS, Nestle, American Express and
others. He is Bachelor in Computer Science and Engineering .To take Project
Management on a serious note and as profession he earned his PMP
certification in year 2009. He is continuously contributing in his organization
on many best practice and process improvement initiative to increase
productivity, efficiency and customer satisfaction.
P11
About Prabhu
Save Trees, Save Earth
The Project Manager Styles & their Impact on the project
By- Maneesh Dutt - PMP®
and Nirmallya Kar – IPMA – Level D
Continued from First Edition of
“SYNERGY”
THE FIRE FIGHTING PM THE EFFECTIVE PM
THE INEFFECTIVE PM THE RESOURCE WASTER
Q1 Q2
Q3 Q4
URGENT NOT URGENT
IMPORTANT
NOT IMPORTANT
Referring to the
famous Importance-
Urgency matrix [1], it
is easy to label the
project manager styles
into the four
quadrants.
This Project Manager is a complete opposite of the effective Project Manager. His ability to do
unimportant tasks with a sense of urgency can derail a project from its intended end objective. He is
the one who does ineffective things efficiently this kind of a Project Manager would have tendency to
operate within a narrow band of his comfort zone working on micro tasks rather than the bigger
mission of the project. Along the project cycle let us look at how his behavior impacts the project:
The Ineffective Project Manager would normally deal with the start of the project in a superficial
manner. The PM may ignore using the Project Initiation as an opportunity to build a rapport with his
team and the final direction of the project. Additionally the PM would not be inclined to ask the right
questions clarifying the end result desired from the project; rather he would be satisfied with asking
questions for which he already has the answers. An ineffective project manager may stick to the
known and would not encourage innovative solutions at any stage of the project.
The Q3 Project Manager would invariably end up making a project plan with incorrect prioritization of
tasks. The execution environment would be built around a number of trivial meetings and unending
reviews with little value addition. The PM may not give due importance to formal learning‟s or
encourage risks taking behavior during the Project Execution hence impacting the growth of the team.
At the same time micro management could also be another attribute of such a PM giving no sense of
empowerment to the team.
In his urgency to start a next project the Ineffective Project Manager may completely skip the Closure
phase or do it at a quick pace where it renders it ineffective. He may purposely avoid bringing up
sticky issues for discussion during the closure phase which may challenge his style of functioning.
Learning and development would almost be treated as taboo topic in such teams. The recognitions, if
any, awarded by him may not reflect the reality of the contribution by the team members.
THE INEFFECTIVE PROJECT MANAGER:
PROJECT INITIATION & FEASIBILITY
PROJECT EXECUTION
PROJECT CLOSURE
P12
Reference:
“Seven Habits of Highly Effective People”
By Stephen R. Covey.
Save Trees, Save Earth
The Resource Waster Project manager like the effective project manager is working on “Not Urgent”
activities. But the big difference is that these activities are not important to the project mission thus
not adding value to the desired end result. Thus project resources do get utilized but with missing or
delayed the project outputs/deliverables. Along the project cycle let us look at how this PM behaves
during the three phases of the PL described above:
THE RESOURCE WASTER PROJECT MANAGER:
The Resource Waster PM may understand the importance of Project closure phase however because
of his style of functioning he would normally lack the courage and confidence to execute this
activity. Even while doing a formal closure analysis he would limit himself to the surface or
unimportant tasks of the project without attempting an understanding on why some things went
wrong or right along the project lifecycle. He would invariably forget to recognize and appreciate
the contribution of all the stakeholders towards the project success. At best his focus would be
limited to a very basic understanding of the project process and tools.
PROJECT INTIATION & FEASIBILITY
The Q4 Project manager by nature would shun or spend the least possible time in the Feasibility
study. He looks at the feasibility study as an activity which delays his execution of the project. Hence
right from the start he has limited clarity of the project deliverable. He does not have the clear
visibility of the outcome of the project and as consequence risks failure of the project right from the
start. Even if the Project manager spends time in this quadrant it would be working on the wrong set
of priorities from the customer‟s requirements.
PROJECT EXECUTION
The importance of this phase of the Project is that the resources are consumed at the maximum
possible rate working towards the predicted end of the project. The Resource Waster PM with his
wrong set of priorities ensures that he is consuming resources which are not aligned to the project
deliverables. He responds to the varying PM situations more from his fancies and emotions rather than
keeping the big picture of the Project end in mind. The PM does not display any sense of urgency on
the various project activities and as is usually low on managing commitments. As a result he slowly
loses the confidence of not only his team but also his management. Amongst the least of his priorities
is building a relationship with all the stakeholders.
PROJECT CLOSURE:
Sr. Program Manager, FTM/CCDS
STMicroelectronics, he is also a Lead
Auditor for ISO/TS at the site and
certified IPMA-D project manager. He is
an M.Tech from IITD, with approx 16
yrs plus of VLSI industry experience
and since last 10 years has been
handling the Project Management
activity in Department with a strong
interaction with site PMO office.
He is also a trainer for basic &
advanced Project Management courses
at the site.
About Nirmallya About Maneesh
Gr Manager, Central Engg &
Consultancy, and Mgmt Representative
for STMicroelectronics, he is
responsible for the deployment of ISO
standards for Quality, Information
Security, Health & Safety and
additionally for IP Protection for ST
India operations. He has ~17 yrs of exp.
in the field of Project Management
working with various organizations in
India. He is a certified master trainer
for advanced PM practices courses and
has conducted more than 5500 man-hrs
of PM trainings at various ST sites
within and outside India.
P13
Project Execution is completely dependent on people who are dedicated, believe in common goal and have synchronized objectives. However the reality is that every project has member(s) who may have a different perspective / different approach / different agenda.
For successful execution of the project within the parameters of cost, time, quality & scope, it is essential that such members are identified early and counseling is done as applicable.
We must always remember the below fundamental ground rules of such counseling:
Every team member has a defined role & responsibility and we must ensure that all members are guided and perform as per the requirement.
Have an unbiased approach….No pre-conceived notions. (Advice the team member also of the same)
Discuss only on the basis of facts & figures and not hearsay. Highlight the exact instances where the team member’s approach has been an aberration. Listen to the member’s point of view and understand the reason for the member’s approach. Explain to the member how the observed behavior conflicts with acceptable / required
practices, procedures or philosophy. Describe the bigger picture in a holistic approach. Explain the negative impact of the member’s approach on overall team camaraderie. If not corrected, clearly elucidate that this might impact member’s performance appraisal /
career progression. Provide realistic time for the member to rectify oneself. Strictly avoid personal criticism. The subject must be dealt throughout in a professional manner. The member must be made aware that all discussions are being recorded.
Freedom of action of individual members must not conflict with the team‟s action but must be synchronized with it. For true success, we must always remember Mr. A.G. Gardiner who had highlighted in “On The Rule Of The Road” that you may have to submit to a curtailment of private liberty in order that you may enjoy a social order which makes your liberty a reality.
Difficult Project Team Member – Reality Bites!
By- G Ravi PMP® and Kumar Saurabh PMP®
Save Trees, Save Earth
P14
Project Manager’s state of dilemma
B
y-
Piy
ush
Govil
PM
P®
Project Management – Ethics versus Business Interests
Benefits Paid Member Non-Paid Member
Regular Corporate Knowledge Sharing Events Free Based on the type of event
Annual General Meeting (AGM) Welcome to attend Cannot attend
Election for Chapters Board of Directors Can contest for election
and or vote
Cannot participate
Build relationships with Ambassadors who provide an
interface among the Chapter members, local, private, and
public sector organizations
Yes Based on the type of event
Associate with more than 5000 local project management
professionals
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Get opportunities to network and listen to speakers on
latest project management topics.
Yes Based on the type of event
Practicing PMPs can earn 1 to 5 PDUs based on the type of
their contribution like by attending seminar, delivering
presentation in seminar
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Save Trees, Save Earth
P15
About PMI North India Chapter Offering and Benefits
Regular Corporate Knowledge sharing events.
Academic interface with engineering and Management institutions.
Provide forum for Professionals and academia to interact with experts in the area of Project Management.
Placement Services for chapter members
Regular Corporate Knowledge sharing events.
Academic interface with engineering and Management institutions.
Provide forum for Professionals and academia to interact with experts in the area of Project Management.
Placement Services for chapter members
Offerings
Benefits
Save Trees, Save Earth
Editorial Team welcomes Articles, Case Studies, and white
papers, last but not least SUGGESTIONS, IDEAS for Next issue…
Kindly submit at
Editorial Team welcomes Articles, Case Studies, white
papers and last but not least SUGGESTIONS, IDEAS for Next
PMI North India Chapter
http://pminorthindia.org
Piyush Govil Manoj Gupta
Kumar Saurabh Nirmallya Kar
Felix George G. Ravi
Editorial Team
P16
Professional Development
Send your answer to [email protected]
PM often have to move out of their comfort zone w.r.t. local laws and customs, while executing international
projects. Different countries have ambiguous and contradicting ways of conducting business - which leads to
the question “What is the ethical or right thing to do?” Sometimes a practice that is permissible in the
foreign country may not be the practice at home. Questions like - "Will making a payment to a foreign
government official to obtain permits, licenses or police protection be seen as a bribe or just “facilitating”
and “expediting” to get things done?" - Often creates conflict within a Project Manager's mind.
What should be the guidelines for a project oriented organization to follow as best practices within the
ethical parameters and without affecting the business prospects?
- Kumar Saurabh - PMP®
