pm essence may 2015 - pmi bangalore chapter · 2017-08-17 · airtel had recently announced the...

Thanks and Best Wishes

Soumen De, PMP

[email protected]

Editor’s NoteEditor’s NoteDear Friends,

Greetings from PMI Bangalore India Chapter!

If there was anything that generated intense discussion and debate during last month, it was

arguably the issue of “Net Neutrality”. The term “Net Neutrality” coined by Columbia

University professor Tim Wu in 2003, is the principle that mobile operators, internet service

providers (ISP), and governments should not discriminate on data access on the internet. A service provider,

for instance, should not offer a higher access speed to a website on the basis of a higher payment by that

website. Airtel had recently announced the launch of Airtel Zero, a service that allows businesses to pay it

money and allow customers free access to it. Flipkart initially opted for it but soon decided to opt out of the

Airtel Zero program. This was met with much celebration on social media and it was a victory for the people

pitching their voices through #SaveTheInternet campaign. Net Neutrality is an urgent issue. Telco's argue

that they need to whip up alternate revenue streams as services like WhatsApp are cutting into their SMS

revenue. They also argue that over the top (OTT) services like YouTube, Facebook are free-riders, and using

their network but not paying for it. Consumer or user of internet services argue, that ISP's should not treat

different applications and content in different ways. Letting them treat differently is like letting the taxi driver

charge you more if you are going to a restaurant than if you are going to any other place which is located at the

same distance. Telecom Regulatory Authority of India (TRAI) is yet to frame a consistent policy that address

the needs of various stakeholders on the issue of Net Neutrality. Since we (as individual PMs) cannot change

it, we can do well by trying to understand how our social and regulatory context is changing with time and how

it would impact the way we manage ourselves and our projects. We as PMs need to always explore what are

the best innovative solutions under the given context that should be adopted to deliver the maximized value

to our stakeholders. I will be delighted if you can share your thoughts on the issue of Net Neutrality with us.

Happy Reading.

Chapter News

Editorial Board

Volume - 3 - Issue 2 May 2015

- Capt. L. N. Prasad

Chapter News

- Capt. L. N. Prasad

The Monthly Menu Planning

- Raghuraman Kadambi

StrateJect: An Interactive

Game . . .

Demystifying Technology

for the . . .

- Bhaskar Nagaraja

Insanity Check

- Priscilla Archangel

The Square Root of Minus

One

- Shekar Hariharan

The Lighter Side of PM

- Rajiv

DID YOU KNOW?

Co

nte

nts

PM Footprints: During the Month of

April a total of 3 PM Footprints sessions ndwere held. On 2 April2015, Mr. Haresh

Patel, Director of Gnosis Enrichment and

Management, spoke on the topic

"Excellence with Intrapreneurship -

Don't just be an Employee, Own the

Business".

thOn 16 April 2015, Ms. Manjula Dharmalinga,

Director- Consulting Division and Partner

Harbinger Consulting Solutions, spoke on the topic

"Creating Magic

Performance Through

Project Managers”.

thOn 30 April 2015, Ms.

Lakshmi Ramakrishnan,

Senior Manager,

Software Engineering Lam Research India, spoke

on the Topic "FMEA - A Risk Management

Discipline”.

All the three Footprints session were interesting

and were also well received by the participants. A

good number of Project Managers despite the

inclement weather and other disruptions in the city

attended the sessions.

Murali Santhanam, PMP

Namita Gupta, PMP, PMI-ACP

Rama K, PMP, PMI-ACP

Shikha Vaidh, PMP, PMI-ACP

Soumen De, PMP

Sujata Sahu, PMP

Q. This is a activity where a

small group of people seated in

circle, have a conversation in full

view of larger group of listeners

to discuss ideas related to "hot

topics"

Continued on Page 8...

The Monthly Menu Planning

2 Page


The Monthly Menu PlanningPM Article - Raghuraman Kadambi, PMP

With some tweaks it was ready to be

used for our planning. You could create

your own. Even better, buy pre-printed

monthly calendars from nearest

stationary stores.

We spent about 30 minutes to collecting

and discussing the stakeholder

requirements and we were able to

prepare a menu for the entire month

(May, 2013).

Stakeholder approval was obtained and

the final plan was printed and pinned in a

place where all stakeholders could see

the menu plan. The image in the article is

a snapshot of our monthly menu plan.

The plan was successful! It was executed

really well! And, what's more I saw my

wife spending time reading magazines.

She could find some time for herself! The

kids were happy with the menu (as we

had their buy-in during the planning

stage). The month was more predictable

and had a greater window of visibility in

terms of grocery and vegetable

purchases. The plan also reduced

underlying stress.

I was happy to see that planning works!

This article is a dedicated to my mother,

my wife and all mothers who undergo the

stress of daily menu. It isn't easy to

satisfy all the stakeholders at home! You

guys rock!

Do not forget to obtain the stakeholder

buy-in by involving them in the planning

process. The plan would also increase the

window of planning would certainly help

reduce some stress and give additional

time for self.

I like being spontaneous in my personal

life events. And the same thing holds

good for my wife as well! Great mind

think alike (I hope my wife is reading

this)!

I feel one of the most daunting tasks

every day is getting our children ready

for the school. For the most part, the

primary responsibility is assumed to be

with the mother, at least in this part of

the world! During last two academic

years, my two children had the same

school start time. Every morning, one

could have easily noticed the vibrant

atmosphere at our home. Though my

assistance was restricted to few small

tasks (but critical), many times I wished I

had the power to become invisible.

One of the common sources of conflict

was the daily menu for the kids! There

seemed two major issues;

a) The kids did not like the menu –

mostly they did not finished eating

what was packed for them

b) The planning window was limited to

just one day - mostly the previous

night my wife would decide what

would be made the next day

As said earlier, I prefer not to apply

management techniques at home. This

time I thought I should try planning a

monthly menu that addressed the two

major issues as cited above.

The challenge was nobody believed it

would work! Being honest, “nobody”

included me.

The planning required the key

stakeholders my wife, our two children

(one aged about 7 years and the other

aged about 5 years) and I.

All agreed to participate. The key

stakeholder (the executioner), my wife

was reluctant initially but later agreed to

spend some time in the planning process.

I had downloaded a sample excel based

monthly menu planner from a website.

StrateJect: An Interactive Game for

Project Management Experiential Learning


PM Article StrateJect: An Interactive Game for

Project Management Experiential Learning

according to the software engineering

literature and recent researches its

adoption in software projects is still

inadequate and deficient. The high

number of software projects that are

cancelled each year and the number of

projects presenting schedule and cost

overruns may be consequences of this

lack of awareness of project

management. It is widely accepted

that experienced project managers

perform better than inexperienced

managers in concluding their projects

successfully to evolve a project strategy

as it unfolds. However, still many project

managers are promoted from technical

teams due to their success in previous

projects without proper training and

education to acquire project management

skills. Thus, education strategies adopted

to prepare project managers play a very

important role in preventing project

failures due to inadequate use of project

management techniques on software

projects, providing the basis to improve

the present scenario of so many failed

projects.

StrateJect is a Project Management

strategy execution game - By using the

game, the user is asked to act as a

project manager, planning and controlling

software project with success, i.e.

complete within the planned schedule and

budget estimates. The game construction

is based on three main elements, as can

be seen in Figure 1: a simulation model,

a simulation machine, and a game

machine, which will be detailed on the

following sections.

The simulation model of the game

represents the project management

world and the aspects that will be

simulated and presented to the player.

Such behavior is determined by the

structure of the elements that participate

in the system and the relationships

among them. Such structure and

relationships are described in the model

through mathematical equations. This

separation occurs by building distinct

models (namely scenario models) for

each uncertain aspect that can influence

a software project. These are

incorporated with the help of “Risk

Modeling” which are an integral part of

any project management execution as

shown in Figure-2. By using games, it is

possible to evaluate the impacts of the

desired scenarios over the expected

project behavior.

The Game simulation machine is the

element responsible for controlling

simulation steps, iteratively calculating

model equations to evaluate system

elements' behavior, which is different

from ordinary simulators. Using ordinary

simulators, a learner playing the role of a

manager should prepare a plan

(configuring model elements and

relationships) and follow it until the end

of the game. This static structured

simulation does not represent with

confidence the reality: during a software

Project Management is inherently an

experiential learning, where learning by

experience and motivation to apply to

actual projects are central issues. An

experiential learning process for project

management requires an environment

where a learner can act as project

manager executing a project without the

costs and risks associated with an

unsuccessful project delivery. This can be

broadly accomplished by two education

strategies- One is business simulations

and the other is usage of project

management games. In this article we

explain the latter strategy and present a

technique to provide experiential learning

to project managers based on a “Board

Game” design, similar to the popular

game “Monopoly” (Called as

“StrateJect”).

Some salient features of “StrateJect”

include:

Multilevel game which provides

inputs for application of project

management concepts of PMBOK 5

to a virtual project in an industry

of user choice.

Creation of collaborative

environment where members can

network with other project

managers and monitor their

performances which creates a

Gamification environment to

create motivation for users to

learn application of project

management in a competitive

setting.

Ease of customization for

application of concepts of PMBOK

5 to various Industries and

different departments within the

same organization to customize

project learning.

Project management can be considered

as a universal concept and is applicable

to all industries and functions, but

•

•

•

- Dr. Srinivas Telukunta, Mr. Srikanth Kumar Kota, Mr. Srinivas PottiMr. Harsha Shashank, Mr. Triloknath Reddy


Figure 1 : The "StrateJect" Game structure

Figure 2 : Screenshot illustration of StrateJect

Game Simulation Model

Demystifying Technology for theUnderprivileged High School Students

4 Page


- Bhaskar Nagaraja

schools in and around Bangalore, many of

them from rural backgrounds through fun

and interactive workshops where

volunteers not only talked about the need

and benefit of technology in daily life,

computer architectures and applications,

but also carried a variety of devices with

them in a mobile experiential lab mode,

so that children who would never get an

opportunity to get exposed to these

concepts get to actually explore, touch

and feel the devices, and get excited

about careers in technology – which from

being 'complicated and remote' now

appeared 'fun, easy and attainable'.

In 2 hours of workshop we go through

day to day examples of how computers

are used through presentation slides,

videos and demos. We talk about history

of computers, how it evolved from Abacus

to today's smartphone / tablets. We

showcase different forms of computing

devices like Ultra-book, Netbook,

Classmate PC, Tablet, Smartphones,

Mother board, Microprocessor. Also, we

talk about examples of how Animations

and Graphics are made using computers.

Then little bit of Intel and

microprocessor- microprocessor works for

Computers like brain works for human

being. Finally, a quiz is conducted and

small prizes are given for correct

responses. The session ends with display

of all latest devices where students can

look and ask if they have questions about

them.

Team has been successful in running a

dedicated sustained yearlong campaign

which included the largest ever individual

volunteer driven mobilization of MNC’s

employees – 492 EEs agreed to partner

and join in this endeavour!!! It was a

huge challenge getting the sustained

interest and support of so many

employees, coordinating with them,

training them through train the trainer

sessions.

Team also coordinated with the

Innovation Centre at Folsom, IT to

understand how the Innovation centre

works, how it caters to the school

students and mobilized devices like

Motherboard, RAM, Microprocessor,

Classmate PC, Classmate tablet, Netbook,

Tablet, Ultra-book, Convertible,

Detachable, Smartphones to give the

children a mobile experiential experience

of interacting with technology.

Execution

MNC’s

MNC’s

Introduction

Demystifying Technology for the

Underprivileged High School Students –

the program was started by a large

Semiconductor manufacturing MNC and

the main objective is to provide free

computer awareness and computer

education to rural, government, under

privileged high school students who

cannot afford it. An initiative to make

them computer literate, ignite the

interest in technology, especially

computers, in their mind so that they

understand the role of computers in

today's world, understand how fast world

is moving with computing and what are

the various opportunities available for

them to develop the skills. This project

also gives an opportunity for the students

to see the real time latest computing

devices which we display and demo. Also,

we plan to setup computer labs at high

schools with good strength of students,

through MNC’s provided water fall

computers/laptops.

In Bangalore – the IT hub of the country

and corporate headquarter of this

company, a huge gap exists among the

privileged and the underprivileged people

in the city, in terms of understanding and

appreciation of technology and its

potential – that it was not an 'elitist &

complicated' tool but one that was

'wondrous' and could transform lives.

Accordingly, I developed a strategy of

focusing on the un-included segments

within the city, especially children from

underprivileged rural backgrounds and

women for a project to 'demystify'

technology for them and ignite interest in

technology at the grassroots. Team

designed and ran sessions for

'demystifying microprocessors' for over

3445 children underserved from 18 high

Demystifying Technology for theUnderprivileged High School Students

PM in Non Traditional Area


Insanity Check


Build Momentum

Pull The Lever

Manage Time

Decide Now

The change initiatives you have started

may take time to build momentum until

you actually see visible progress. You're

laying the groundwork for improvement,

building a foundation, and driving beliefs

and values that will spill over into

behavioral changes. You may be

personally impatient, or stakeholders may

be pushing you for quick results. But

make sure your plan is solid and that

you're on track in following it. Stopping or

pausing will undermine your momentum

and you'll almost literally have to start

over. So keep pushing, and build

momentum, your goal is in sight.

Identify the critical lever for change and

focus on it. This critical lever is at the

center of the problem, and supports and

reinforces what is not working. Like a

house of cards, if you pull it, everything

that it supports will collapse, and that

may be a good thing. Pulling the lever

may require repositioning your team,

changing your structure, developing a

different strategy, or shifting your own

leadership style.

Time is one of the most valuable

resources you have, so use it wisely.

Rather than succumb to the many

demands on your time, control how you

spend it by prioritizing those activities

that add value to what you're trying to

accomplish. I admit that I can get caught

up reading business books and articles

that are really interesting, aren't

necessarily relevant to the project that

I'm working on. So I have to refocus

myself as well. Determine what activities

add the most value; find the ones that

are really drivers of significant change,

and adjust your time accordingly.

Deeply embedded problems require tough

decisions. You must be willing to let go of

people, processes, or products that you

previously invested in, but now are not

providing sufficient return. Further

delaying these decisions means that

you're expending and wasting valuable

time in areas that won't payoff. You likely

know what you have to do, but you're

avoiding the unpleasantness of doing it.

Instead of focusing on the negative, focus

on the positive outcomes.

Move your people to positions where they

can add more value, or provide a bridge

for them to transition outside the

organization where they can find a better

suited opportunity. If they're not

delivering, they typically know it and are

feeling some level of stress related to

that. Avoiding the obvious issue only

makes the pain worse over time.

Your team or customers will tell you the

processes that aren't working (if you

don't already know it). Set an aggressive

and almost impossibly quick timetable by

which they need to be fixed or

eliminated. Others will thank you for it

and be relieved that you finally addressed

the problem.

Unprofitable products or services draw

resources from the rest of the

organization and literally pull others down

with it. Think of a rose bush that through

careful pruning of dead or unfruitful

branches enables the remainder of the

bush to receive the necessary nutrients

to bloom beautifully. Such products and

services may have a legacy with the

organization, or be a favorite of some

leader, but culling them quickly will add

value to the remainder of the

organization.

Remember…working harder on a bad plan

doesn't make the plan good. Doing the

right thing at the wrong time won't

achieve the desired results. Smart moves

at the right time are key to getting what

you want.

“The definition of insanity is doing the

same thing over and over and expecting

different results.” This often quoted

statement has been attributed to a

variety of people (including Albert

Einstein), but it provides a good

motivation to begin your new year.

With the beginning of 2015 many people

are thinking about New Year's

resolutions. What do they want to

accomplish this year? What do they want

to do differently? Even for those who

swear off such annual declarations (many

of which are only kept for a month or

two), most people still take the time to

pause and consider what they want to

experience in the New Year. Whether or

not you advocate setting resolutions, it is

important to periodically assess your

activities to make sure they're properly

focused to support accomplishing your

objectives.

So take an insanity check. This is the

time to evaluate your personal,

professional and organizational strategies

and make the necessary adjustments to

ensure not only progress, but attainment

of your goals. In what areas are you

sticking to the same plan, but expecting

different results? What isn't working…yet?

Where are you or your organization

struggling? Where are you and others

frustrated? Here are several keys to your

insanity check.

PM Article - Priscilla Archangel, Ph.D.

Insanity Check

Move your people to

positions where they can

add more value, or provide

a bridge for them to

transition outside the

organization where they

can find a better suited

opportunity.

6 Page


how they have used them. Winning

students are rewarded.

Once the computer lab is setup, we

plan to visit them in 3 months to

make sure the lab is in use.

Currently, sessions are conducted

weekly or bi-weekly in schools but we

continue to increase this with multiple

sessions being conducted at different

schools on same day. This way every

volunteer will get to teach the children

and many senior volunteers will be

driving these parallel sessions.

Teaching material is improved

regularly to make it interesting for

both volunteers and students.

The impact of this project is best

captured in the words of one of its

beneficiaries. Says Dr. Raju, a renowned

scientist and Founder of Brahmi

Educational Trust – “As a participating

NGO and school we believe this program

stimulates innate abilities in children,

demonstrates and exposes them to the

world of technology and makes them

believe it is not complex anymore. The

•

•

•

Contributions

program has been extremely useful in

making children appreciate technology

that has touched their lives in so many

different ways. A child goes through a

sense of achievement and fulfilment the

moment he/she is able to answer (and

earn a prize) what we consider obvious

questions. The feeling “I have seen”, “I

have touched” and “Now I know” is

beyond the description of any words.

Everyone knows that these students only

need a push and they are in no way

inferior to their city counterparts. These

sessions provide the much needed spark

for the child to believe – he / she too can

learn!

Statistics so far

Team worked with internal groups

to get the latest devices, including

unreleased devices, on lease basis. To

further sustain the interest developed by

the children, we mobilized waterfall PCs

and helped set up a lab at DMM School

Dommasandra, Anjana Vidya Kendra.

This project is running at 0 $. All the

devices are leased / borrowed from

Internal groups and returned after the

session. Volunteers manage the quiz

prizes and travel cost by carpooling.

So overall 0 $ project with high

returns!

Volunteers and NGO follow the

following step:

Revisit the schools every 3 months to

see how students have utilized the

education.

Computer usage contest is conducted

every year, where we invite 2

students from each school to our

campus and present on what

they have learnt on computers and

MNC’s

MNC’s

MNC’s

MNC’s

Project Sustainability, Monitoring

and Evaluation

•

•

Demystifying Technology ... continued from Page 4

StrateJect ... continued from Page 3

development project, the manager makes decision all the time

during the development process – not only during the planning

phase – modifying the original plan (and thus, the model

structure) to better control the project.

The game machine is the element that the player interacts with

and receives visual feedback from the model game simulation. It

is able to create a project life cycle technique with continuous

phases. Each phase represents a separate game simulation

model, configured externally in a configuration file. This flexibility

allows the adoption of several different educational goals using

the same game depending on the learning needs of the project

team. The player starts the subsequent phase immediately after

finishing the preceding one. During a phase, the project

development takes place with hired team members who remain

fixed during the phase of the project. The productivity and weekly

salary information is presented and the user can choose the

project human resources which will affect the budget and

schedule of completion of the work in the phase. The various roles

in the game include.

Project Manager – This is the player's role, responsible for

project planning and several decision-making during the

game;

The Game Machine

•

•

•

Project Human Resources - The team to develop the project.

Each resource has different skills and characteristics such as

weekly salary, productivity, specified domain expertise etc;

PMO - Represents all the other project stakeholders and

responsible for the project plan acceptance, providing finance

during development.

Each game phase is also divided into five steps: Begin stage,

Project Planning, Planning Acceptance, Project Execution and

End stage.

Table : Comparison of Game Based Learning Evaluation Results with

Classroom based Learning

The Square Root of Minus One


A. Fishbowls involve a small group of people

(usually 5-8) seated in circle, having a

conversation in full view of a larger group of

listeners. Fishbowl processes provide a creative

way to include the “public” in a small group

discussion. They can be used in a wide variety of

settings, including workshops, conferences,

organizational meetings and public assemblies.

Fishbowls are useful for ventilating “hot topics” or

sharing ideas or information from a variety of

perspectives. When the people in the middle are

public officials or other decision-makers, this

technique can help bring transparency to the

decision-making process and increase trust and

understanding about complex issues. Sometimes

the discussion is a “closed conversation” among a

specific group. More often, one or more chairs are

open to “visitors” (i.e., members of the audience)

who want to ask questions or make comments.

Although largely self-organizing once the

discussion gets underway, the fishbowl process

usually has a facilitator or moderator. The fishbowl

is almost always part of a larger process of

dialogue and deliberation

[Source - Internet]

PM Article - Shekar Hariharan

The Square Root of Minus One

Then came a traveler who was crossing

the village and happen to cross these

fellas. He heard the “dilemma” and

offered one solution. He said – “Why

don't you take my camel and then see if

it helps”.

So now they had eighteen (18) camels,

One half (=9) went to First son, One-

Third (=6) went to the second and One-

Ninth (=2) went to the third.

So 9 (First Son) + 6(Second Son) + 2

(third Son) = 17.

After this transaction – to their surprise –

The camel that they had loaned from the

traveler was still left.

So the traveler took his camel back and

proceeded back to his journey while the

three sons sat perplexed – “How did this

happen”

Well sometimes in our corporate life, we

come across problems – technical,

business, people, strategic or anything

else where no “real” solution seems

possible! It's almost like all those hours

of brainstorming, stand-up meetings

and/or review meetings just don't give us

the solution we want.

We almost reach a point of “deadlock”,

“brain freeze” or whatever else we may

call it.

Does that mean “solution” doesn't exist?

Or does it simply mean that “new

problems” can't be solved using “old

thoughts or methods”?

That's when “square root of minus one”

comes handy!

Okay – So why am I telling this

story?

Mathematically – Square root of minus

one is called an “imaginary” number

denoted by “i” and is used by

Mathematicians and Scientists to solve

“complex” problems. (Curious readers

can google and find out loads of more

information on it)

Like the name suggests – it doesn't exist

(or rather need not exist) but merely by

assuming its presence, complex problems

can be solved.

Not many are aware, but “imaginary” or

“complex” numbers are used widely for

complex modeling such as determining

how electrical circuits flows when

alternating in those sinusoidal waves. Or

modeling the forced spring/damper

systems and movement of the shock

absorber of a car as it goes over a bump.

Or even in modeling the flow of a fluid

around various obstacles, like around a

pipe!

Using the concept of “imaginary” number

is indeed very valuable for transforming

the problem into a much simpler one.

In reality - the 18th camel could as well

have been a figment of imagination (the

“imaginary number”). It could have been

conveniently added to the original

problem and once the solution found,

could have been simply discarded. We

need not have had a traveler in the story.

Likewise in our own day-to-day corporate

life (or even personal), the problems that

look so complex just needs a different

thought, a different assumption and a

different “imagination” to simplify and

arrive at a solution.

So the question I want to leave all of you

with is –

Is it possible that the current “problem”

or the “issue” that you are drowned in

right now just needs that “imaginary”

18th camel to help get closer to the

solution?

What is that 18th camel? Find that out

and possibly you would be nearer to your

solution.

Okay so what then?

Let me start with a story of 17 camels. It

sure is not what I wrote or created but

then I am just “borrowing” it to come to a

point.

Once there was a Sheikh who had three

sons. Through his life he had seen many

ups and downs. Now as he lay on his

deathbed - he thought of writing his

“Will” so he can distribute his so called

wealth. It read – One-Half of my total

asset should go to my first son, One-Third

to my second and One-Ninth to my third

one. Shortly after writing the will, he

died.

After the funeral, the sons wanted to

proceed ahead with the distribution as

per their fathers will. But they struck a

dead-end. There were two issues. One –

the only asset that the old man had were

camels. And Two – they were seventeen

in number!

No matter what they did, they could not

think of how one can divide seventeen by

two, or three or nine! This was an

insolvable problem using all the wisdom

they had.

8 Page


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The Lighter Side of PM

Technology Support :

Sekar Parasuraman, PMP

PMI-ACP® exam is changing in 2015 – Important note for aspiring PMI-ACP® exam takers this year

PMI-ACP® was introduced in 2011 as the pioneering Agile certification from PMI, USA. As a practice, PMI continues to improvise the

content through large-scale survey of certified PMI-ACP® holders and non-certified agile practitioners to help revise the domains,

tasks, knowledge and skills, as well as tools and techniques. As an outcome of the Role Delineation Study (RDS) involving over 1,000

agilists from 60 countries, few changes have been introduced in the PMI-ACP® course content. A new domain called Agile Principles

and Mindset has been added to the already existing list of domains. Also, 62 tasks have been validated in context of the seven

domains of practice.

The reference material for the exam has also been revised to include books on Kanban, Scrum and Extreme Programming. All details

about the revised PMI-ACP® certification is available at with links at

the right pane of the page.

It is extremely important for aspiring candidates to review all the books as the past exam questions have been not just on Scrum but

on Lean, XP. In this year, candidates can surely expect on Principles & Mindset domain given that it has been added recently this year.

It is also highly recommended that candidates should leverage the groups on LinkedIn where certified professionals share tips and

tricks not only on the preparation but also on clearing the exam successfully.

For people who are taking the exam between 15-Jul-15 and 16-Aug-15, PMI is providing a 20% rebate on the exam fees. The new

exam would be in effect until 14-Oct-15 (starting from 15-Jul-15) with results staggered till 22-Oct. Candidates are requested to

view the revised exam content outline at

http://www.pmi.org/certification/exam-changes/pmi-acp.aspx

http://www.pmi.org/~/media/PDF/Certifications/ACP_Reference_list_v2.ashx

Chapter News ... continued from Page 1

Corporate Connect: th On 29 April 2015, the Chapter joined hands with HP to conduct an Open Space event for the Program

Management/Project Management Community at their EG India R & D, Campus, Mahadevapura. Around 70 strong audience which

included PM community members from ABB, EMC, IMS Healthcare, Ingersoll Rand, GE Healthcare, SAP Labs, Sonata, Sonus Network,

Tech Mahindra, Infosys, UIDAI and TCS actively participated in the talk by Mr. Haresh Patel. A panel discussion by Mr. Naresh Shah

from HP, Mr. Rudresh T Shetty from Harman International and Mr. Ravi Kanniganti from the Chapter preceded the talk.

pm essence may 2015 - pmi bangalore chapter · 2017-08-17 · airtel had recently announced the...

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