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Page 1
Volume - 4 - Issue 8 November 2016
Chapter News
- Capt. L. N. Prasad
Managing kick off meetings
for global . . .
- David Trickey
Stone Soup and Leadership
- Rich Mironov
Being Multi Skilled . . .
- Sayi Sarat Chandra Parvatam
Me, Myself, I.
Chronicles of a Solo Tester
- Vikas Satyamurthy
The Lighter Side of PM
- Rajiv
DID YOU KNOW?
Co
nte
nts
Q. This is an unintended
break in a network diagram of
Project schedule.
Thanks and Best Wishes
Soumen De, PMP
soumen@pmibangalorechapter.org
Editor’s NoteEditor’s NoteDear Friends,
Greetings from PMI Bangalore India Chapter!
During last month, in a sudden move, Tata Trusts replaced Cyrus Mistry as the
Chairman of Tata Sons. Chairman Emeritus Ratan Tata was chosen interim chairman
and a selection committee was set up to select a new chairman within four months.
This was a surprise to most of us, especially for those who take great deal of interest in following
corporate news. And the breaking news hungry news channels, got their fodder for next one months at
the least. Immediately reason, justification, expert opinions started making the rounds and anybody
and everybody had an opinion to offer. Sacked unceremoniously, a “shocked” Mistry levelled a series of
allegations against Tata and contended that he was relegated to a “lame duck” chairman. Tata recently
made an announcement that his removal was absolutely necessary for future of the group. Some
speculate that there was a clash of cultures and management style, whereas others feel there was a
concern over the erosion of long-held 'values' and the reversal of certain policies and practices. The
remark presented above are not my personal opinion but are the related news sprinkled all over the
place in the media. I am in no position to comment on who erred on the wrong side. However as a
Project Manager and a leader working in a corporate world for a long time, I could get few “Lessons
Learned” from the above episode. Like we are always told that perception is reality. How your
stakeholders perceives you determines what happens to you. Probably Mistry was not able to carry the
stakeholders along with him or align them with his 'definition of change’.
Probably there was too much of 'culture’ clash between the old guard
and the now-sacked Mistry's leadership team. As leaders we need to first
check if our management and stakeholders support what we think is
'right things (e.g. strategy) to do’. It may not yield the desired results,
esp if the organization structure is huge and complex, if we execute the
“change” without obtaining their buy-in or aligning with them. One
might argue, that another strategy would be to change the
'stakeholders', make them aligned, before executing the change.
Another “Lessons Learned” is it costs a lot of money and 'goodwill' if there is Mis-Hire or Wrong Hire.
The more senior the level of Mis Hire, the more is impact. A lot of resources were put behind finding a
successor of Ratan Tata - something not many companies and even group can afford to do. When we
hire we typically look for 'business competencies’ in the candidate but recognizing the ability of the
candidates to adjust with the eco system of the company and key stakeholders is important. These
'behavioral' or non-technical aspects, that can lead to Mis-hiring should be an important criteria to look
for in the candidates during hiring. It may be a case that Mistry was incompetent, but is may be a case
that he did not fit well with the company culture. At this point we are not sure how the thing unfolds in
due course of time, but as Project Managers, it definitely provided some good insights into how to
manage things in corporate world.
Happy Reading.
Chapter News
Editorial Board
- Capt. L. N. Prasad
Murali Santhanam, PMP
Namita Gupta, PMP, PMI-ACP
Rama K, PMP, PMI-ACP
Shikha Vaidh, PMP, PMI-ACP
Soumen De, PMP
Sujata Sahu, PMP
PM Primer: th The 8 Annual Session of
PM Primer was held at NIMHANS thConvention Centre on 19 October 2016.
Continued on Page 7...
Nearly 400 students from various Engineering and
Management colleges participated in the program.
The program was inaugurated by Ms. Nemi
Chandra, Chief Designer, Hindustan
Aeronautics Ltd. The students were
given an introduction to Project
Management concepts and later a
discussion on the various aspects of
the Project Management practices
were also held.
Managing kick off meetings for global projectteams: 10 key questions to chew over
2 Page
Volume - 4 - Issue 8 November 2016
Managing kick off meetings for global projectteams: 10 key questions to chew over
- David Trickey
members in more face-saving cultures
what is important for them to be able to
contribute at their best on the project.
Don't be afraid to ask 'what else?' a
number of times or 'what's one thing I
can do to support you so you can perform
at your best?' Ask what you need to know
about their local situation which can
impact positively or negatively on their
contribution. Particular pressures should
be noted and dealt with as early as
possible, perhaps by influencing their
direct bosses. Ensure that team members
unload any frustrations on you, the
project manager, BEFORE bringing them
still burning to the kick off meetings.
When people arrive at multicultural
meetings they tend to be tribal and sit
with people they already know. Ensure
people rotate during the day around
different mixed nationality tables and
have time to discuss issues together and
report back to plenary. How you set the
room up is vital, for example a horseshoe
formation of tables and chairs is just
going to focus on the speaker at the
front. Create islands using a cabaret style
and offer regular opportunities for
members to explore issues at their
tables, such as different working practices
or cultural profiles. Invest in people
getting to know each other as people (the
Tree of Life activity in the book is a
powerful but simply way of doing this).
Keep presentations to a maximum of 15-
20 minutes each before working in
subgroups. Avoiding getting everyone to
introduce themselves formally, as in a
3. How should we start the meeting?
team of 20 this can take an agonizing
hour in itself. Instead get everyone to
think of something most people in the
room don't know about them and then
give them 15 minutes to walk around the
room individually meeting as many of the
members as possible to exchange, collect
and remember 'personal insights'. Then
in plenary say everyone's name in turn
and get the others to say what they have
found out about them. Just 30 minutes
and they're all involved. During the
course of the day, ensure you make
people feel recognized by mentioning
everyone's special local knowledge,
experience and competencies which they
bring to the team.
Ensure that you invite the key sponsors
and stakeholders to the kick off meeting
– most project teams don't. They should
give the team the bigger picture so they
understand how this project and their
role in it connects with other projects and
the wider strategy of the global
organization.
Be aware of the potential resentments
between younger project skills oriented
people and older expert technicians.
There also might be members who feel
'second class citizens' in an organization
where although everyone is officially
equal, some members (if they are close
to the headquarters or are in the majority
or who are native speakers of English)
seem to be more equal than others.
At a minimum, ask members to forward a
short profile with a photo and including
both professional and personal
information. Send a template of what you
expect (if not you'll get a CV!).
4. Who should be invited?
5. Who should I be especially
sensitive towards?
6. What pre-work should I ask from
team members?
Face-to-face meetings at the start of
international projects are a precious
investment of time and money. Without
doubt in the very near future they will
become the exception rather than the
rule, as technology allows us to
reproduce and may even improve on the
richness of meeting “in the flesh”.
However, many project leaders recognize
the value of bringing together the core or
even extended team for eyeball-to-
eyeball contact and interaction. We have
noted down 10 questions which Project
Managers should ask themselves to get
the most out of this limited time together
and ensure such kick off meetings “work
their magic” to increase trust,
commitment and collaboration in the
longer term.
Plan a face-to-face kick off meeting well
ahead, avoiding any national holidays of
team members. This type of meeting is
precious both in terms of cost but also in
terms of ROI for the team. Multicultural
teams tend to take longer to integrate at
a deeper level because of language and
cultural differences, so ensure there will
be balanced airtime between soft issues
linked to relationship building and hard
issues relating to goals, roles and targets.
You only have one chance to create a first
impression and first impressions set the
atmosphere in the team for weeks to
come. Will this be a team where thought
has obviously gone into making members
feel understood, engaged and involved or
will it be a series of one-way 'alignment
presentations' which could be more
efficiently managed by sending out videos
to each other and saving the travel time
and costs?
Interview the key players at least by
phone before they come to the kick off.
Have patience in finding out from
1. How will we get the most out of
the face-to-face dimension?
2. What's on the mind of my team
members?
PM Article
Continued on Page 6...
Breakdown people's instinct to work
within their own tribal groups
Stone Soup and Leadership
Page 3
Volume - 4 - Issue 8 November 2016
you're going to spend your time. Grab
the ladle and stir. GSD.
In particular, there's a temptation for you
to wait for someone more senior (with
'strategy' in his title) to show up with a
thoughtfully prioritized product strategy.
Rarely happens. Or the strategy includes
contradictory initiatives. Or it's mostly
buzzwords and science fiction. Real
product strategy happens when top-down
market goals meet reality-based bottom-
up prioritization. You need to get your
team focused on the two most important
items while everyone else is updating
PPTs. Start feeding improved products to
hungry customers but don't tell anyone
that you're being strategic.
It doesn't matter if you call yourself
product manager, product owner or
pastry chef. Leadership is about setting
clear direction and having people follow
voluntarily. Because you're collectively
doing the right things and collectively
celebrating progress. Because better
product is shipping and more customers
are posting rave reviews. Because
everyone is helping in the kitchen. You
earn the right to lead by delivering better
results for those who participate, not by
flashing your business card.
BTW, bloviating about how “product
managers are the CEOs of their products”
is a silly waste of air. It's obviously not
true unless we have hire/fire/promote
authority over our development teams.
And makes us sound self-important.
Instead, consider calling yourself a
“product wilderness guide” or “market
segment success enabler” or “champion
of meaningful customer outcomes.”
You're a product leader if you draw up
the menu and everyone willingly does
their part in the kitchen. If you don't wait
for permission, or titles, or the perfect
organization. Because the proof of the
pudding is in the collective eating.
[3] Leadership is about outcomes,
not titles
SOUND BYTE
A hungry old soldier arrives at a village,
and the villagers hide their food rather
than offer to feed him. Thinking
creatively, he picks up a stone and
announces that he will be making stone
soup, which villagers can share if they are
willing to contribute. The woman who
lends her large kettle will get soup, as will
the old man adding a few onions.
Donated carrots, cabbages, a bit of
meat… Simmered up together, the soup is
nourishing and everyone gets to eat.
The soldier, of course, provides (only) a
common goal and a keen understanding
of motivations. The stone is purely
ceremonial. This transfers directly to
product managers – and others with
heavily matrixed roles.
Remember that no one works for us:
developers and designers and tech
writers are in their own functional groups
or scrum teams. Marketing and Sales
report up through the revenue side of the
house. Finance and Support have their
own issues. We're not the boss of
anyone. Plenty of responsibility, but no
actual authority.
So getting products built takes a big
ladleful of leadership. It's not enough to
have a development team assigned:
we've got to provide a shared
understanding of customer problems and
a desire to address those problems. We
need to engage our teams' hearts and
minds. Otherwise, we serve up flavorless
features and pro forma story points.
A few specific applications of stone soup
theory:
If you're newly assigned to a
development team, especially if they've
been without good product management,
you only have three or four weeks to
demonstrate that you really add value.
That their days are better because you
are involved. You need to rapidly assess
the product/team/situation, build a
backlog of potential quick wins, and make
[1] Deliver some tangible/tasty
results in your first 30 days
Stone Soup and Leadership- Rich Mironov
some visible improvements. You have to
get busy making soup.
• Organize some customer feedback
calls and share your notes — or have
devs listen in on the calls.
• Intercept a low value/high visibility
sales escalation. Remind everyone
that you're now the blocker for
development interrupts.
• Pull developers, testers and UX
designers into the same room to sort
out some amorphous feature.
• Brief your folks on pending deals and
sales pipelines, emphasizing that lots
of customers are using (loving) their
work.
• Create (or find) your product's market
success metrics and talk the team
through the numbers.
This is proof-by-example: doing
something useful that your team will
notice and appreciate. Getting one dev to
say to another: “I'm not really sure
what's changed, but we seem more
engaged and productive than last week.
This product management thing is pretty
tasty.”
Every company is confused about the
boundaries of product management, and
who should do what. You could spend
your first month parsing job descriptions
and arguing about the perfect
development workflow, or you can make
some unilateral decisions about how
Possibilities:
[2] Don't wait for permission or
organizational clarity
PM Article
Being Multi Skilled is the need of the Hour
4 Page
Volume - 4 - Issue 8 November 2016
Being Multi Skilled is the need of the Hour- Sayi Sarat Chandra Parvatam
In established IT companies, the
employees are made to learn multi-
tasking and are learning multiple skills,
not out of their interest but out of the
organizations demand. And for an
employee accustomed to the normal way
of single work format, it might not be
possible to suddenly become an expert in
various fields and to transform into a
multi-tasker over-night. Hence,
companies are not forcing everyone to
become good at everything. It is enough
if people have the basic knowledge about
as many things as possible and have the
ability to manage the situations in case of
emergencies.
But it will be better to be as good at as
many skills as possible. The only way to
achieve this is to be flexible enough to
increment the knowledge in little
amounts on a daily basis. This will surely
make anyone a multi-skilled expert in the
long run. Two majorly important things to
be considered for the need of becoming
multitaskers or multi-skilled persons are
as follows:
The importance of time: As a professional
everyone will know the importance of
time. It is that one asset, the most
valuable, in fact, valuable than money.
Every professional life is a set of 35-40
years of day time spent in one
organization or the other with a hope for
better life. Seeing time to be a limited
and non-renewable resource, the best
possible way of utilizing it can be done
only through multi-tasking which brings
out the best in us.
Happiness of learning: There has been a
recent research that states that there is a
peculiar link between happiness and
learning. Learning something new always
makes us happier and happiness is
something everyone ultimately aims at. A
little and constant learning on a daily
basis keeps us happy and also helps in
making a drastic growth in our
professional life.
Thus, multitasking and being multi-skilled
combined with agility is a necessity and
paves way towards growth for any
average IT employee.
While multi-tasking is a must in today's
fast-paced world, being multi-skilled has
become a necessity for employees so as
to withstand their roles and positions. A
multi-skilled person is always sought
after in any organization and the IT
industry is nothing different from it.
Agility being the major formula followed
by the industry as a whole makes every
organization to demand its employees to
multitask. The willingness to learn
continuously and the ability to accept
change on a regular basis is the key to
multitasking. Widening the areas of
interest, and continuous efforts in the
overall development of skill set are the
basic requirements for a multi-skilled
person.
Startups can be a good place to observe
the need of multi-skilled persons and
multi-taskers. The human resources in a
Startup are very limited. Even a Startup
has the need to fulfill the works of as
many departments as that of a
professionally experienced IT company. A
single person taking care of various
exclusive things in the start-up comes
more from the need of the situation than
the personal interest of the employees in
the organization. So, naturally the people
working for startups and small scale
industries are by default good multi-
taskers than the traditional employees of
a big MNC.
PM Article
Article Contribution
“There is no greater agony than bearing an untold story inside you.”
- Maya Angelou”
This monthly newsletter is a forum where anyone can contribute through articles on Project
Management and related topics. Give wings to your writing skills and don't keep any untold
experience with you.
You can also claim PDUs for your contribution under category D (Creating new Project Management
knowledge). Additionally it helps you in improving your writing skills. Use this opportunity and excel
in the field of Project Management.
You can send your Articles or route your queries to :
or
Please note that you do not need to be a PMI or Chapter member to contribute articles for
PM Essence and participate in monthly events.
newsletter@pmibangalorechapter.org avp.pmessence@pmibangalorechapter.org
Me, Myself, I. Chronicles of a Solo Tester
Page 5
Volume - 4 - Issue 8 November 2016
my way. At one point, eventually, my
testing skills may reach a point of
saturation and without competition I do
not have a scope to measure myself too.
The regression testing is a long and a
tiring journey which requires me to
design, execute, report and close. Things
go messy when the developers won't
agree on a particular issue and it is tough
to deal with 5 of them against me all
alone. It's a heavyweight battle to prove
them wrong and sometimes, I just give
up. There are times when I feel very
incompetent when I see the coders work.
They use algorithms, mathematics and
technology to build and I am the fault-
finder. which is sometimes not so
gratifying. I feel sad that my attitude
demands me to be doubtful, cynical and
unacceptable.
In coming days, the traditional methods
must be broken. There should be no
separate testing or development team. It
should be one team of software builders.
A large team can be broken into smaller
groups. It provides better micro
management and agility with the increase
in mutual learning experience leading to
an amazing and a performing team.
Better decision making abilities will be
developed. Collective brainstorming can
be done resulting in an efficient
development cycle.
So in conclusion, I'd like to say…, oops!
found a bug. Be right back.
I began as a lone tester in my project and
the initial days were really tough. I was
surrounded by the developers and it was
difficult to understand their lingo and
coders jargon were intimidating most of
the times. But it helped me in many
ways.
I understood the pulse of the developers
by being part of that team. Being part of
their countless brainstorming sessions, I
started feeling their frustration when a
tester reopens an issue and the
satisfaction when issues are closed. When
there is a bug, they explain the root
cause by diving deep into the problem,
the solution, the limitations and the time
required. They also seek my advice or my
approach; and the best part is, it works,
just like that.
Being a solo tester is dreading but also
has its own perks and I'm glad I'm one. I
am now more technically sound (I know
how stack overflow works) and can think
like a developer. I started learning coding
and developed my first module. It was
one of the best learning experiences of
my life. It's a challenge that every tester
should take.
It makes us understand how the
development process works, not just the
theory of it.
When you are the only tester, the
developers will lend a hand in testing.
They wisely test it once before giving you
Me, Myself, I. Chronicles of a Solo Tester
the test build. There is usually less formal
documentation as they sit right next to
you and can be alerted about the issues
immediately.
The communication is smooth, easy and
quick.
Traditional testers are always or
sometimes not very savvy with the
development team. There is always that
friction between the two teams that leads
to a lot of delay in getting the issues
resolved. But it's different here, in my
case, it's one team. The developers
accept me as one among their pack and
on the contrary, I see them as my pride.
The downside of my journey so far has
been the 'idle timeouts'. While the
developers are busy coding, I just sit
there blank. Also I'm always the lone
wolf, I need to carry a lot of
responsibilities. I'm answerable to all the
issues, especially when the clients find
one. But the biggest flaw is the lack of
diverse testing. There is only one way,
PM Article - Vikas Satyamurthy
PM Open space is one of the
collaborative initiative by PMI
Bangalore India Chapter and
Corporate entities in ITPL &
Whitefield Hub to connect with
PM community on quarterly
basis. The PM Open Space
organises PM Industry Practitioners Event with the help of
likeminded volunteers. These events provide opportunities of
bringing together Project Management professionals to learn,
share & grow. The event usually have a luminary speaker who
covers topic about PM knowledge area from leadership
perspective.
Till now this community has held 3 PM Open space events this is thgaining lot of momentum. On October 13 2016 PM open space
event was organised @ ABB Global campus. Mr. Ashok Soota,
Executive Chairman of Happiest Mind gave his talk on
“Optimizing Business Value through Project Excellence”.
Mr. Soota touched upon number of factors with which PM can
make a difference. He emphasised on Know Your Customers'
Customer (KYCC) for PM's to understand where their project is
making the strategic impact. His key message has been that
“Project can fail and will fail but it's important as Project
Management professional how you identify risks and manage
them along with managing key stakeholders”. After the session
there was a lively Q&A session where he shared his personal
experiences he had over his long career.
Overall there are 220+ people joined this event and event was
also webcasted to a number of Whitefield organisations.
The main host of the event was Mr. Wilhelm Wiese Head, India
Development Center, ABB Global supported by Mr. Srikanth
Ranganathan, Vice President of Engineering Huawei. Core
Volunteers who planned & executed this event have been drawn
from various companies like Mr. Palash Gupta, Huawei, Mr. K.S.
Bhat, Mr. Gladstoe Leslie Samuel from ABB Global, Mr. Ravi
Murthy from SAP.
Next PM Open Space session will be held at SAP Campus.
PM Open Space Community Event
6 Page
Volume - 4 - Issue 8 November 2016
8. How should we start to build
trust?
9. Do I need an external facilitator?
10. Should we organize a dinner in a
nearby restaurant?
Remember that trust is built differently
across cultures and so ensure you
understand your team members' trust
criteria. When you don't know what
others need to feel trusted, why not ask
them? Getting everyone to note down
what they see as the most important
factor to trust colleagues on this project
and then explaining why this is so
important to them can provide a first
insight into how people on the team may
need to be treated differently.
Not necessarily. For example, the tools
included in our book Managing Challenges
across Cultures: a multicultural project
team toolbox can support Project
Managers in running their own kick off
meetings with plenty of structure, variety
and insight. However, if the PM needs to
be fully focused on technical issues and
detail it is hard to also attend to the
process. External facilitation can also be
useful if the PM has limited experience
with managing multicultural teams at a
distance. If there are conflicting agendas
within the team a neutral person could be
especially useful. Their role is not to get a
team out of trouble, but to help the team
to improve the process of working
productively together – to creatively
manage differences and stalemates and
ensure high levels of commitment
because everyone feels heard and
involved.
It depends how it's organized. As we
said, in the early stages of a multicultural
team there is tribalism. In our experience
people with the prospect of sitting one to
two hours with a person for dinner will
chose to sit next to someone they already
know. Cultural clusters tend to form. This
runs completely contrary to the your
needs as the PM which is to create
connection between those who DON'T
know each other – but may need to
collaborate together at a distance
afterwards - overcoming tribalism. A few
suggestions: organize the dinner so that
people change table at different times
during the evening (eg. a 'tapas evening'
so that after every course lasting 20
minutes people changed table
configuration and met everyone over the
duration of the evening), organize a
social activity where people do things
together (e.g. a pre-dinner cocktail
making evening where in three teams
they had to create an original cocktail to
be evaluated by official 'tasters' from the
other teams), or run a learning
experience before, during or after dinner.
Fast can be slow in global project teams,
and taking the care to answer these
questions will ensure that the precious
face-to-face time is a real investment in
the future stability in the team. Perhaps a
metaphor will help.
If you take a pack of chewing gum and
take out a new piece, it's easy to break it
in half. It's fragile, with low elasticity. But
chew it for a while and then take it out
and pull it between your fingers...and you
have a new substance which can stretch
for meters. The right face-to-face kick off
will act as the chewing process, as
relationships mixed with trust can then
stretch across distance and overcome the
brittleness of their original state.
These should be shared among the team
before they arrive so that people can find
things in common (“Ah, I saw you're
interested in photography too…I'm a
Canon fan, and you?”).
It will be tempting to get down to the
technical challenges immediately (after
all the deadlines are pressing). Our
advice, however, is once you have placed
the project in a bigger organizational
picture, have clarified common goals,
roles, interdependencies, challenges and
targets, then focus on the how: bring the
different perspectives and understandings
of the process to the surface. Careful
facilitation is needed here and the tools in
our book will help you to structure this
exploration of differences so that
everyone contributes meaningfully.
Without participation at this stage there
will be low commitment and ultimately
accountability will be missing. Be aware
of different instinctive approaches people
can have for contributing where some
cultural groups find it easy to take the
floor or ask questions, but others are
more cautious, as well as personality
types (ie. Extrovert / introvert
differences, where some people need to
talk to think while others prefer thinking
before they talk). You may need to
control the usual suspects who can start
to dominate the talking (and the
thinking) within the team. Multicultural
teams have high levels of potential
collective intelligence, but it requires
Project Managers who are prepared to
create the space for the quiet divergent
voices.
7. How should I manage the pace of
the meeting?
Careful about those
who take up too much airtime
Across cultures we often
have different routes to building trust
Managing kick off ... continued from Page 2
Page 7
Volume - 4 - Issue 8 November 2016
Chapter News ... continued from Page 1
A. every task should have at least one
predecessor and at least one
successor. The obvious exception
is the project start milestone,
which has no predecessor, and the
project complete milestone, which
has no successor.
When a task lacks a predecessor
and/or successor, in other words, a
task missing required logical
relationships, has a 'hanger,' which
is an unintended break in the
project network diagram. The
problem is that the forward and
backward pass calculations will be
incomplete and possibly wrong
because each hanger results in a
roadblock for critical path method
calculations.
[
A basic scheduling rule is that
Source - Internet]
PM Footprints:
Saturday PM Footprints for E&C Forum:
During the month of October 2016, two thPM Footprints session were held. On 6 October 2016,
Mr. Pavan Machavolu, Deputy General Manager at
Mercedes-Benz Research and Development India Pvt Ltd.,
spoke on the topic "Implementing a complex project in a
global context”.
thOn 20 October 2016,
Mr. Ravi Murthy, Engineering Manager from SAP Labs India
Pvt Ltd., spoke on the topic "What the Mountains have to
teach us about team building". Both the talks were well
attended.
As a part
of the E&C Forum, during the month of October, two talks thwere held. On 15 October 2016, Mr. Velan Murali,
Executive Director, Arcadis India Pvt. Limited, spoke
on the topic “Golf Course Construction –
Procurement and Cost Management Challenges”.
The second talk was delivered by Mr. A. N. Prakash,
Managing Director, M/s A N Prakash Construction
Project Management Consultants Pvt. Ltd., on the
topic “Humour Essential to Project Management”.
Both the talks were well received.
The monthly PMP Quest training session was also
held during the month of October.
PMI Bangalore India Chapter has been striving to spread
knowledge & practices about Project Management across
different sectors & industries. Karnataka has traditionally
been a city of preference for Defence, Space & Aerospace.
Research & Production establishments has a great track record
of delivering programs of national importance. Now, with many
other global multinational & private sector institutions putting
their investments for setting up state of the art global scale
facilities, this industry is expected to leapfrog in next few
years.
With Defence & Space Industries tasked with strategic projects
for the country, the success of their programs projects
requires that the project management skills percolate to
different levels within the organizations and institutions. There
have been many success stories with remarkable outcomes
but with changing customer requirements due to the
continuously changing environment, technological innovations,
skill challenges, need for honing skills and competencies is a
continuous process for every organization. There are unique
challenges and project management frameworks would call for
special ideas and experiences to address stakeholders'
demands & deliver successful strategic demands of security
and other national initiatives.
Considering these challenges PMI Bangalore India Chapter has
created Defence, Space, Aerospace & PSU Industry (DAPSU)
Forum to focus on helping Project Management community for
dissemination of current knowledge, tool & practices and
thought leadership under the guidance of the subject matter
experts from the industry.
The DAPSU will have Advisory Board comprising of luminaries
from Defence & Space Institutions & Research Establishments,
Leading PSU's in Bangalore, Member Associations in this
Sector and PMI Bangalore India Chapter Board members.
The PMI Bangalore India Chapter Board and the Advisory thBoard met on 15 October 2016 to kick off this initiative. The
meeting discussed and agreed on the following aspects:
Vision, Mission, and Objectives
Structure
Governance/Advisory Board and Other Stakeholders
Cross-pollinate learning from the E&C Forum
Forum Initiatives
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Formation of Defence, Space, Aerospace
and PSU (DAPSU) Industry Forum
8 Page
Volume - 4 - Issue 8 November 2016
PMI Bangalore India Chapter# 13, Suryastan Apartments, Andree Road, Shanthi Nagar,Bengaluru - 560 027, Karnataka, India
contactus@pmibangalorechapter.orgT +91 80 6583 3671, +91 80 2211 5772, +91 98868 14078http://www.pmibangalorechapter.org
ValueWorks; mail@valueworks.co.in
PM Essence
Disclaimer
“The mission of PM Essence is to facilitate the exchange of information among professionals in the field of
project and program management, provide them with practical tools and techniques, and serve as a
forum for discussion of emerging trends and issues in project management. PM Essence is YOUR
Newsletter and Bangalore Chapter welcomes story ideas and/or suggestions to make it still better. More
information can be found on the Chapter's website.”
All articles in PM Essence are the views of the authors and not necessarily those of PMI or PMI Bangalore
India Chapter. Unless otherwise specified, it is assumed that the senders have done due diligence in
getting necessary copyright and official clearance in respect of all letters and articles sent to PM Essence
for publication. PMI Bangalore India Chapter is not responsible for loss, damage, or any other injury to
unsolicited manuscripts or other material.
Dear Members,
Membership Statistics: Our Chapter had 87 new
members and 86 members renewed their membership in
October 2016. On behalf of PMI Bangalore India Chapter,
I welcome all new members and thank them for
renewing their membership.
EEP Update: Members who missed to renew their
membership post December 2015 can still avail
membership fee benefit of $65 as part of Economic
Exception Program, Renew your membership today.
Appended is the list of few FREE web-based seminars
(webinars) for November 2016, we have shared same
list to your registered email; this is a good opportunity to
earn PDUs and claim at PMI to maintain your credentials.
PM Member’s Corner
The Lighter Side of PM
Technology Support : Ramesh Chandra Pathak, PMP
For any queries or suggestions, please write to Balakrishna Kasibatla, PMP, VP Membership, PMI Bangalore India Chapter at membership@pmibangalorechapter.org
For more webinars, please logon to ProjectManagement.com with your PMI credentials.
Member's Speak
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“Joined PMI Bangalore India Chapter as it provides Opportunities to work with fellow practitioners to learn on product management and share
my experience in Project Management and delivery.” – Abhishek Verma (1943362)
“I am actively seeking PMP certification and joined Chapter to leverage the resources and opportunities PMI Bangalore India Chapter provides for
PM professionals.” – Devidas Vitthal Rao Kasar (4678816)
“Joined PMI Bangalore India Chapter as it provides opportunities to network, learn and share knowledge.” – Swaroop Bharadwaj (4676115)
“I am a Project Management professional and activity seeking PMP certification and looking forward to connect with fellow practitioners to learn,
share and grow”. – Ashok Hegde (1519326)
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